Professional Documents
Culture Documents
General Motors
General Motors
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CONTENT:-
1. INTRODUCTION OF GM
2. ORGANIZATIONAL STEUCTURE
3. BEST HR PRACTICES
4. ORGANIZATIONAL CULTURE
5. MOTIVATIONAL TECHNIQUES USED
6. TEAMWORK, FORMS OF TEAMWORK
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GENERAL MOTORS
Introduction:-
General Motors Company, commonly referred to as General
Motors (GM), is an American multinational corporation headquartered
in Detroit that designs, manufactures, markets, and distributes vehicles
and vehicle parts, and sells financial services, with global headquarters
in Detroit's Renaissance Center.
It was originally founded by William C. Durant on September 16, 1908
as a holding company. The company is the largest American automobile
manufacturer, and one of the world’s largest. As of 2018, General Motors
is ranked #10 on the Fortune 500 rankings of the largest United States
corporations by total revenue.
Their vision for future of zero crashes, emissions and congestion, and
they have committed their selves to lead the way toward this future.
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electric starter and air bags, GM has always pushed the limits of
engineering.
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Organizational structure of General Motors:-
General Motors Company uses its organizational structure to support
managerial decisions. The company also streamlines the business
through activities flowing through its corporate structure.
1. Automotive
2. GM Financial (Auto financial services)
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5. Global Communications
6. Cadillac
7. South America
8. Legal and Public Policy
9. GM International
10. Tax and Audit Services
11. Information Technology
12. Europe
13. Global Human Resources
14. Global Product Development, Purchasing and Supply Chain
15. Finance and Treasury
16. Accounting Services
17. GM China
Reference:-
1. http://panmore.com/general-motors-organizational-structure-
flexibility-regional-markets
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Best HR Practices:-
1. GM stays committed to work force transformation:-
Once every quarter, General Motors CEO Mary Barra gathers the
automaker's top 12 executives for a two-day retreat away from the office.
It's not a meeting to discuss upcoming vehicles, market share or
marketing strategies.
"These are pretty intense, serious sessions. They belief if they change
their behaviors and they do the right things then the people who work for
them will emulate that, and that will drive a culture change down through
the organization. They have seen it happen. Improvement has come so
fast, that the company GM has hired to conduct a periodic employee
engagement survey balked at reporting the results because it thought
the gain was too big to be legitimate. And the next round of the survey
produced another big jump.
2. ‘Portable' employees:-
GM's ability to engage its employees as critical in an era when new hires
often have wanderlust and no defined-benefit pension to tie them to the
company for decades. Meanwhile, the company is bulking up on
software developers and other high-demand talent that it doesn't want to
lose to Google, Apple or anyone else in Silicon Valley.
It's hiring about 100 people a year out of the University of California at
Berkeley, 50 from Stanford University and 40 from the Massachusetts
Institute of Technology. In the past, virtually no one from those elite
institutions applied to join GM. The company also has attracted more
women.
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But with those changing dynamics comes the potential for higher
turnover, something GM still has been able to keep very low, particularly
relative to the double-digit churn rates at many technology companies.
The demographics of GM's salaried work force, which has grown about
40 percent since the start of 2014, means that it could lose as many as
20,000 people in the next four years, mostly because of retirements.
3. New kinds of engineers:-
Many of the openings they leave behind will go to people with different
skill sets, as the company pushes into autonomous-vehicle technology
and contends with consumers who would rather hail a ride with a
smartphone than buy their own car.
They are on the precipice of a lot of technological change. "They still
need body engineers and chassis engineers, but very much they are
moving toward software and sensor and computer platform architects,
and control systems engineers and automated hardware engineers. The
skill sets are computer engineering and electrical engineering and math-
based engineering and simulation and robotics."
4. Labour relations:-
They respect their employees’ right to freedom of association in all
countries and comply with their obligation to satisfy all local labor laws
and regulations. GM works with about 29 unions globally, representing
approximately 69 percent of global workforce covered by collective
bargaining agreements. GM’s relationships with labor unions are
generally healthy and stable business partnerships. Consistent with their
respect for employees and their bargaining representatives, they have
worked collaboratively with their union partners to realize significant
increases in performance.
Reference:-
1. https://www.autonews.com/article/20170703/OEM02/170709959/g
m-stays-committed-to-work-force-transformation
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2. https://www.gmsustainability.com/manage/talent.html
Organizational culture:-
General Motors Company (GM) uses its organizational culture to support
enhancement efforts in the automotive business. The company’s cultural
characteristics are significant contributors to the success of reforms
aiming to improve industry position. A firm’s organizational or corporate
culture defines the traditions, values and unwritten rules of behavior
among employees. In General Motors’ case, the corporate culture
promotes agility in human resources. Such agility is expected to support
the company’s efforts to improve overall business performance.
Focus on its organizational culture allows General Motors to fulfill its
goals and objectives for addressing business performance challenges
and issues. The company’s reform efforts view the corporate culture as a
contributor to success. This is so because many of General Motors’
problems in performance are linked to its old cultural characteristics that
emphasize bureaucracy and lack of accountability. Nonetheless, other
factors are involved in determining the actual performance of GM’s
business and its effectiveness in addressing internal problems and
external challenges.
General Motors Company has an organizational culture of agility. This
kind of organizational culture focuses on speed in addressing issues,
problems and opportunities in the business. For example, the corporate
culture enables GM to develop its competitive advantage on the basis of
rapid innovation and positive relations with stakeholders, whose
interests determine the initiatives and programs in General Motors’
corporate social responsibility strategy. The company must ensure that
its cultural characteristics are aligned with goals and objectives, to
optimize the success rate of strategic implementation in the automobile
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market. The following characteristics are notable in General Motors’
organizational culture:
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corporate culture is that it promotes mutually beneficial relations
between General Motors and its stakeholders.
Reference:- http://panmore.com/general-motors-organizational-
culture-agility-characteristics-analysis
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Motivational techniques used by GM:-
1. Freedom and opportunity to grow, learn and evolve:-for
employees to address their career development goals. For
example, the company maintains human resource programs that
develop talent and skills among workers. In this way, General
Motors’ workforce remains adequate in developing solutions to
emerging challenges that require new skills and abilities from
employees.
2. Talent engagement :- GM’s approach to employee engagement
is simple: Generate a positive work environment to drive long-term
success by creating a place where employees feel inspired to do
their best work and feel valued for doing it. They strive every day
to engage their employees in a meaningful way so that we may
further instill there Purpose and Values into their global workforce.
The GM Recognition program endeavors to make appreciation for
others a part of employees’ daily routines, using an online platform
that allows employees to say thank you to their peers and leaders
to provide rewards for outstanding work.
3. Talent development :-Career development remains one of the top
concerns for their employees around the world. They continue to
increase the number and variety of career resources available to
help employees grow their careers within GM. Formal performance
management and individual tools for employees to use on their
own are helping us address employee retention and development.
Offering competitive benefits and promoting work-life balance
further allows us to retain employees and enables the greatest
possible returns on investments in talent.
4. Respecting employees is essential:- General motors company
treats employees with individual respect. So it’s important to know
and acknowledge employees and their personal career goals. Get
to know them and create a positive environment where they want
to come to work! Another respectful way to motivate employees is
publically recognizing their achievements and significant
performances. Whether it’s announcing what a great job they did
at a meeting or nominating them for employee of the month,
respectful encouragement means a lot to employees and is a great
way motivate them without cash.
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5. Company pride leads to high employee motivation:- It’s
important for employees to believe in the organization’s goals so
they can contribute effectively. And with the significant progress
GM has made in the last year, it looks like general motors knows
how important employee respect and company pride are. This
company means so much to the city, this state and to this nation.
Company couldn't be prouder of the progress we've made.”
Reference:- 1. https://www.gmsustainability.com/manage/talent.html
2. http://panmore.com/general-motors-organizational-
culture-agility-characteristics-analysis
3. http://blog.profiles-sea.com/en/blog/bid/119725/As-GM-
cuts-labor-costs-can-it-still-motivate-employees
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Teamwork – Forms of teamwork:-
Customers may never actually see the battery packs in their vehicles,
but fortunately for them Kim Bondy looks at hundreds of packs a day
with an eye for perfection.
“You want [your work] to be easy, fast and safe, so you are self-
motivated,” Bondy said of her team’s pursuit of improvement. “I feel
empowered by GM leadership to make decisions that cause
improvements that go to the customer and put money and resources
back into the company.”
“When you see someone purchase something you worked to make, that
is important,” said Bondy.
The efforts of Bondy, her team and all of those who work at BBAP
contribute to the quality of each pack made. With more than 100,000
hybrids, plug-ins, and electrified vehicles sold, GM continues to build
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expertise and expand its customer base thanks to the hard work of
employees throughout the company.
Reference-
https://plants.gm.com/Facilities/public/us/en/brownstown/recentnews.det
ail.html/content/Pages/news/us/en/2016/aug/0930-brownstown.html
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