Case ID: 305026     Solution ID: 31438     Words: 1361 Price $ 45

Executive Decision Making at General Motors Case Solution

Abstract

General Motors was built up through a progression of mergers and acquisition by Durant. Ever since its foundation, administration practices of the organization had dependably remained a noteworthy issue. At first, Durant lost control of the organization due to his failure to oversee 25 organizations under one name. His successor, Sloan rearranged administration structure and enhanced organization universally. He acquainted the administration council with accomplish the correct harmony amongst centralization and decentralization of this universally enhanced gathering. Later this administration panel was named as Automotive Strategy Board (ASB). Presently, in 2004, ASB is requesting changes in the planning and arranging division and CEO was is befuddled starting how it will influence the worldwide and neighborhood adjust of the organization.

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Questions Covered

  1. How have GM’s external environment, strategy, structure and decision making processes evolved over time?  How well aligned were they in each of the 3 major eras?
  2. What are the challenges of managing a matrix organization like GM’s basket weave?  How has GM chosen to address these challenges?
  3. What is your assessment of the ASB’s decision making dynamics?  What (if any) changes would you recommend?