ASSIGNMENT NUMBER 1

INTRODUCTION/BACKGROUND

POINT OF VIEW

TIME CONTEXT

STATEMENT OF THE PROBLEM

STATEMENT OF THE OBJECTIVES

AREA OF CONSIDERATION

ALTERNATE COURSE OF ACTION

STRATEGY FORMULATION

ACTION PLAN/PROGRAMS

CONCLUSIONS

QUESTIONS

1. Identify the environmental forces that have driven General motors to change its organizational
design
2. 2. Have the changes in structure been in the appropriate direction? Have they been misguided?
Explain your answer and your reasoning
3. Discuss the possibility that redesigning the organizational structure is actually an irrelevant
response: to what ails General Motors.
4. General motors have a collaboration with Hindustan Motors-makers of iconic Ambassador.
However, they are also trying to independently establish own set up. What changes may happen
to their parent organization structure?

ASSIGNMENT NUMBER 2

INTRODUCTION/BACKGROUND

The case study is about a divisional manager who recently attended and was inspired by a Management
by Objective lecture and wants to introduce this concept with a clear impression on how to adopt it for
his company. This concept has encouraged him to make verifiable division goals for the betterment of
his company.

POINT OF VIEW

This case highlights the problems facing Middle level managers in introducing verifiable objectives and
goals to their organization. Introducing change into an organization presents a different set of challenges
to management. Frequently, the managers responsible for guiding a new idea into routine use are much
better equipped by education and experience to guide that innovation’s development than to manage its
implementation. The managers may seem to be well informed yet with ineffective planning and
communication given to their staffs and to their superiors, this new idea and goals may possibly not be
implemented.

TIME CONTEXT

The problem arises immediately after the division manager introduce this new idea to those with higher
authority than his and also when he presents it to his staff.

STATEMENT OF THE PROBLEM

The purpose of this case study is to answer the following questions:

1. Can division manager develop verifiable goals/objectives when these have not been assigned to
him/her by the president/ How? What kind of information or help do you believe is important
for the decision manager to have from headquarters?

Answer:

The division manager can develop or realize verifiable goals even when they were not assigned by the
president but implementation still depends upon the approval of the President or anyone with higher
authority than the division manager.

ORAGANIZATIONAL STRATERGIES SET ALWAYS BY TOP MANAGEMENT.  FINAL DECISION GIVEN BY TOP
MANAGEMENT.  MIDDLE & LOWER MANAGEMENT CAN ONLY SUGGEST & DO AS DIRECTED BY THE
TOP MANAGEMENT.

2. Did the division manager set the goals in the best way? What would have you have done?

YES. GOALS WERE SET IN THE BEST POSSIBLE WAY AS IT EMPHASIZED ORGANIZATIONAL & DIVISIONAL
GOALS & WERE CLEARLY SET.  I WOULD HAVE DISCUSSED WITH MY MANAGERS & SUBORDINATES
REGARDING MBO.  BEFORE IMPOSING THEM TO ACT UPON IT, SHOULD HAVE WAIT FOR PRIOR
PERMISSION OF PRESIDENT

a. Effective Communication
b. Being consistent and effective when communicating can be difficult anyone in any
position within an organization. The challenge for the operations manager is to be able
to communicate effectively with all internal and external stakeholders. Whether they
are talking to someone on the factory floor, or in the boardroom, they must be able to
effectively communicate their message as well as process the messages being directed
to them. Mastering oral, written, and non-verbal communication is integral to making
day-to-day operations run smoothly. Effective and efficient communication is also
necessary for building employee morale and deepening trust with management.
 Operations managers who take the time to be self-reflective, the initiative to be
authentic, and the effort to work on their communication skills are bound to be both
productive and successful. The development of these skills are frequently the most
requested of upper level management of their new and mid-level managers and
required to be successful in any company.

c. It’s always a challenge when we have to leave our comfort zone and feel
“incompetent” all over again. If you never do anything new and different,
you’re not developing. The most impactful way to develop as a leader is
new jobs and challenging assignments. “Learning agility” is not something
anyone is born with — it can be developed over time.
d. When you are in a new role or doing something new, put a development
plan in place to ensure your success. There are usually two to three
“subject matter experts” that you can learn from, as well as books,
courses, and online resources. Nowadays, with social networking, you can
easily find someone that’s willing to help by sharing their expertise in
whatever you need to learn. Great leaders are always learning and are not
afraid to admit it.
e. s senior management at your organization guilty of not listening? Playing deaf in the senior
management ranks is not an uncommon dysfunction but the price that leadership pays today
is higher than ever. Let me give you an example. Not too long ago, in the days of overflowing
corporate coffers and first class seats on the fast-growth train, it wouldn’t be uncommon for
me to hear the complaint that “senior management doesn’t really listen.” While this particular
dysfunction was probably fueled by an unhealthy level of narcissism, the sin was usually
forgiven because life was good. After all, pay increases and promotions were usually just
around the corner for everyone. Today, however, I rarely hear the comment, “work life is
good.” Don’t get me wrong, people are thankful for having employment, but with increased
workloads and flattened compensation, work life is stressful to say the least. As a result, the
sin of senior management refusing to listen is not quickly forgiven today. As one mid-level
manager put it, “If you are going to increase my workload and refuse to give me a raise or a
promotion, then you better damn-well listen to me.”

STATEMENT OF THE OBJECTIVES

AREA OF CONSIDERATION

ALTERNATE COURSE OF ACTION

STRATEGY FORMULATION
ACTION PLAN/PROGRAMS

CONCLUSIONS