CASE STUDIES 1. Case Study. Read the Case study and answer the following questions accordingly. You are in a group of top managers of one of the Big Three carmakers. Your company has been experiencing increased competition from other carmakers whose innovations in car design and manufacturing methods have allowed them to produce cars that are higher in quality and lower in cost than yours. You have been charged with preparing a plan to change the company's structure to allow you to compete better, and you have decided on two main changes. First, you plan to reengineer the company and move from a multidivisional structure (in which each division produces its own range of cars) to one in which cross- functional product teams become responsible for developing new car models that will be sold by all the divisions. Second, you have decided to implement a total quality management program to raise quality and decentralize decision making authority to the teams and make them responsible for achieving higher quality and lower costs. Thus, the changes will disrupt role relationships at both the divisional and functional levels. 1. Discuss the nature of the obstacles at the divisional, functional, and individual level that you will encounter in implementing this new structure. 2. Which do you think will be the most important obstacles to overcome? 3. Discuss some ways you can overcome obstacles to change to help your organization move to its desired future state. 4. What will you discuss with your team mates if you are conducting a meeting in the above context?

CASE STUDIES 1. Case Study. Read the Case study and answer the following questions accordingly. You are in a group of top managers of one of the Big Three carmakers. Your company has been experiencing increased competition from other carmakers whose innovations in car design and manufacturing methods have allowed them to produce cars that are higher in quality and lower in cost than yours. You have been charged with preparing a plan to change the company's structure to allow you to compete better, and you have decided on two main changes. First, you plan to reengineer the company and move from a multidivisional structure (in which each division produces its own range of cars) to one in which crossfunctional product teams become responsible for developing new car models that will be sold by all the divisions. Second, you have decided to implement a total quality management program to raise quality and decentralize decision making authority to the teams and make them responsible for achieving higher quality and lower costs. Thus, the changes will disrupt role relationships at both the divisional and functional levels. 1. Discuss the nature of the obstacles at the divisional, functional, and individual level that you will encounter in implementing this new structure. 2. Which do you think will be the most important obstacles to overcome? 3. Discuss some ways you can overcome obstacles to change to help your organization move to its desired future state. 4. What will you discuss with your team mates if you are conducting a meeting in the above context