Diamond Model of Leadership and GM Case Study

<p>Organizational commitment (A)</p> Signup and view all the answers

<p>Heightened market efficiency (B)</p> Signup and view all the answers

<p>20% (C)</p> Signup and view all the answers

<p>External market conditions (A)</p> Signup and view all the answers

<p>0 (C)</p> Signup and view all the answers

<p>Geo Prism (C)</p> Signup and view all the answers

<p>It was double that of GM's average. (C)</p> Signup and view all the answers

<p>The same as Japanese costs (C)</p> Signup and view all the answers

<p>Observable behaviors (C)</p> Signup and view all the answers

<p>Job security and respect (C)</p> Signup and view all the answers

<p>Leader Influence (B)</p> Signup and view all the answers

<p>High levels of workplace conflict and dissatisfaction (C)</p> Signup and view all the answers

<p>Results Component (B)</p> Signup and view all the answers

<p>Union resistance against the new plants (D)</p> Signup and view all the answers

<p>Fostering employee motivation and energy (D)</p> Signup and view all the answers

<p>2% (A)</p> Signup and view all the answers

<p>They were virtually eliminated at NUMMI. (C)</p> Signup and view all the answers

<p>Change cultural artifacts and behaviors. (C)</p> Signup and view all the answers

<p>By changing cultural artifacts. (D)</p> Signup and view all the answers

<p>Geo Prism and Chevrolet Nova (A)</p> Signup and view all the answers

<p>Double GM's average (B)</p> Signup and view all the answers

<p>Excessive annual grievances (D)</p> Signup and view all the answers

<p>Visible behavior (A)</p> Signup and view all the answers

A leadership model focusing on leader influence, strategic thinking, commitment, designing organizational structure, managing change, task management, and developing people, leading to results.

GM's 1950s strategy of building plants in the American South and West, often in non-union areas.

Unions saw the Sunbelt strategy as a way for GM to avoid union-controlled areas.

The new non-union plants in the Sunbelt became trouble spots for GM, rife with conflicts.

External factors that can affect leadership and results, like customer satisfaction, market share, and productivity.

A joint venture between General Motors and Toyota formed in 1984 to produce cars at the former GM Fremont plant in California.

A struggling GM plant facing high absenteeism, unresolved grievances, frequent wildcat strikes, and low productivity and quality scores.

The transformed GM Fremont plant after the NUMMI partnership, exhibiting significantly improved performance metrics like reduced absenteeism, resolved grievances, increased productivity, and top-tier quality.

Leadership operates at three levels: Visible behavior, conscious thought, and values, assumptions, beliefs, and expectations.

Workers at NUMMI needed a sense of respect, autonomy, and purpose in their work, along with a collaborative and safe work environment.

Observable behaviors and actions that reflect the underlying culture of an organization. These include work processes, communication styles, and decision-making approaches.

To change a culture, leaders should define the desired behaviors, design work processes to reinforce those behaviors, and continuously refine the culture based on observation and feedback.

Leaders can influence human behavior by shaping visible actions, shaping conscious thinking, and aligning their values with the organization's goals.

General Motors' plan in the 1950s to build plants in the American South and West, often in states with less union presence.

Unions saw GM's Sunbelt strategy as a way to avoid unionized areas and weaken their influence.

GM's new plants in the Sunbelt became known for strong disagreements and confrontations between workers and management.

The Diamond Model emphasizes that leader influence, strategic thinking, commitment to strategy, and effective task and people management are crucial for achieving desired results.

A partnership between General Motors and Toyota formed in 1984 to produce cars at the former GM Fremont plant in California.

Change behaviors first, then design work processes to reinforce those behaviors. Continuously refine the culture based on observation and feedback.

Leaders affect human behavior at three levels: visible actions, conscious thinking, and values, assumptions, beliefs, and expectations.

To change a culture, understand the underlying needs and motivations of the workforce.