General Motors Case

General Motors Case

Organizational_Behavior assignment , all the instrucions and requrienmt are attached with the Word file.

Thanks,

 

Unformatted Attachment Preview

College of Administrative and Financial Sciences Assignment 3 Deadline: 28/11/2020 @ 23:59 Course Name: Organizational Behavior Student’s Name: Course Code: MGT301 Student’s ID Number: Semester: 1st CRN: Academic Year: 1441/1442 H For Instructor’s Use only Instructor’s Name: Dr .Vinay Nagu Students’ Grade: Marks Obtained/ 05 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. Course Learning Outcomes-Covered 1 Develop the problem-solving skills for teamwork especially if the problem relates to the task (Lo 3.2). Assignment 3 Reference Source: Textbook:Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed). Burr Ridge, IL: McGraw-Hill Irwin. Case Study: – Case: General Motors Please read the case “General Motors” from Chapter 14 “Leadership: Styles and Behaviors” Page: – 469 given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (6th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions: Assignment Question(s): 1. Do you think GM can outduel the technology companies for safe autonomous driving vehicles? (1.25 Marks ) (Min words 150-200) 2. Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? (1.25 Marks ) (Min words 200-250) 3. Given GM’s history, why does Barra put a premium on her executives’ leadership behaviours? (1.25 Marks ) (Min words 200) Important Note:- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles. Part:-2 Discussion Question: Please read Chapter 14 “Leadership: Styles and Behaviors” carefully and then give your answers on the basis of your understanding. 4. Before reading this chapter, which statement did you feel was more accurate: “Leaders are born” or “Leaders are made”? How do you feel now, and why do you feel that way? (1.25 Marks ) (Min words 200-300) Important Note:- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles. Due date for the submission of Assignment:- 3 • Assignment-3 should posted in the Black Board by end of Week-11. • The due date for the submission of Assignment-3 is end of Week-13. Answer: 1. 2. 3. . . 468 C H A P T E R 1 4    Leadership: Styles and Behaviors • • • • • • Transactional leadership Passive management-by-exception Active management-by-exception Contingent reward Idealized influence Inspirational motivation p. 457 p. 457 p. 457 p. 457 p. 458 p. 460 • • • • • Intellectual stimulation Individualized consideration Substitutes for leadership model Substitutes Neutralizers p. 460 p. 460 p. 464 p. 464 p. 464 DI SC US SION QUE STION S 14.1 Before reading this chapter, which statement did you feel was more accurate: “Leaders are born” or “Leaders are made”? How do you feel now, and why do you feel that way? 14.2 The time-sensitive model of leadership argues that leaders aren’t just concerned about the accuracy of their decisions when deciding among autocratic, consultative, facilitative, and delegative styles; they’re also concerned about the efficient use of time. What other considerations could influence a leader’s use of the four decision-making styles? 14.3 The time-sensitive and life cycle models of leadership both potentially suggest that leaders should use different styles and behaviors for different followers. Can you think of any negative consequences of that advice? How could those negative consequences be managed? 14.4 Consider the four dimensions of transformational leadership: idealized influence, inspi- rational motivation, intellectual stimulation, and individualized consideration. Which of those dimensions would you respond to most favorably? Why? 14.5 Can you think of any potential “dark sides” to transformational leadership? What would they be? CASE: GEN E RAL MOTORS When she gets out of bed, what does Mary Barra (CEO of GM) think about? “I spend a lot of early mornings thinking about executing our plan quickly. The big thing I worry about is speed,” says Barra. CFO Chuck Stevens agrees, highlighting a statement from the faulty ignition switch internal investigation about the culture at GM, “No sense of urgency. No accountability or responsibility. A siloed mentality.” Barra has reacted quickly and with force to make culture change a reality by implementing a number of initiatives including “GM 2020,” which is a program designed to create cross-functional labs throughout the company. Barra has also pushed hard to create a new culture of speed by creating a year-long transformational leadership course for upper-level executives that Barra personally leads. It’s not focused on company strategy, but rather the interpersonal skills she believes are necessary to create change. HR chief John Quattrone says, “Mary believes that if we change the behaviors [of top managers], people who work for us will see that and emulate it.” Barra’s major vision for GM is to lead in safe autonomous driving. This puts them directly up against the fast-moving cultures of Google, Uber, and Tesla. Barra believes GM’s recent acquisition of Cruise Automation ($581 million) puts them square in the driver’s seat. After a successful, high-profile test of an autonomous Chevy Bolt (with Barra riding in the back seat), Barra told a large group of Cruise employees, “If somebody [at GM] says you can’t have something, or you can’t do something, or it’s going to take this much time, and it doesn’t make sense to you, challenge them. I want you to take the energy and speed and how you look at doing things and drive it into the core of GM.” C H A P T E R 1 4    Leadership: Styles and Behaviors GM believes that they have the advantage. GM product chief Mark Reuss says, “The piece that is not well understood outside of the automotive industry is how hard it is to take technology and integrate it into a car. It seems like you should be able to layer it in and have it work and that would be great. Right. The effort to integrate that into the car is equal to or more than the technology itself. A car has to work right every time, all the time.” So far, the technology companies have spent billions of dollars in development and have little to show for it. Still, Barra is not willing to bask in success for long. Onstage at GM’s headquarters she told her group, “Don’t confuse progress with winning. Are you doing what you can? Or are you doing what it takes to win?” 14.1 Do you think GM can outduel the technology companies for safe autonomous driving vehicles? 14.2 Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? 14.3 Given GM’s history, why does Barra put a premium on her executives’ leadership behaviors? Source: M. DeBord. “Mary Barra Is About to Become the Most Influential CEO in GM History,” BusinessInsider.com, February 17, 2017: http://www.businessinsider.com/mary-barra-most-influential-ceo-in-gm-history-2017-2; C. Fussman. “What I’ve Learned: Mary Barra,” Esquire.com, April 26, 2016: http://www.esquire.com/lifestyle/cars/interviews/a44325/ what-ive-learned-mary-barra/; P. Ingrassia. “Hail Mary,” Fortune, September 15, 2016, pp. 84–89; B. Luscombe. “13 Questions with Mary Barra,” Time, June 2, 2016: http://time.com/4354740/mary-barra/; and R. Tetzeli. “The Accelerators,” Fast Company, November 2016, pp. 68–74, 100. EX ER C ISE: TA K E ME TO YOUR LE AD E R The purpose of this exercise is to explore the commonalities in effective leadership across different types of leaders. This exercise uses groups, so your instructor will either assign you to a group or ask you to create your own group. The exercise has the following steps: 14.1 Imagine that a space alien descended down to Earth and actually uttered the famous line, “Take me to your leader!” Having read a bit about leadership, your group knows that leaders come in a number of shapes and sizes. Instead of showing the alien just one leader, your group decides it might be beneficial to show the alien a whole variety of leaders. Each member should choose one type of leader from the table to focus on (each member must choose a different type). Try to choose examples that are personally interesting but that also maximize the diversity within the group. Orchestra Conductor Fashion Designer Drummer in Rock Band Coach Personal Tax Accountant Point Guard in Basketball Film Director Nightclub DJ Bartender College Professor Fitness Trainer Sheriff Talk-Show Host Prison Guard Millionaire Philanthropist Stockbroker Real Estate Broker Agent Psychotherapist MBA Program Director Auditor Campaign Manager Construction Project Supervisor CEO Diplomat Sports Color Commentator Vice President of Marketing 469 …
Purchase answer to see full attachment
Support