Case Study: -

Case: General Motors Please read the case General Motors from Chapter 14 Leadership: Styles and Behaviors Page: - 469 given in your textbook Organizational behaviour: Improving performance and commitment in the workplace (6th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions: Assignment Question(s): 1. Do you think GM can outduel the technology companies for safe autonomous driving vehicles? (1.25 Marks ) (Min words 150-200) 2. Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? (1.25 Marks ) (Min words 200-250) 3. Given GMs history, why does Barra put a premium on her executives leadership behaviours? (1.25 Marks ) (Min words 200) Important Note:- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles. Part:-2 Discussion Question: Please read Chapter 14 Leadership: Styles and Behaviors carefully and then give your answers on the basis of your understanding. 4. Before reading this chapter, which statement did you feel was more accurate: Leaders are born or Leaders are made? How do you feel now, and why do you feel that way? (1.25 Marks ) (Min words 200-300) Important Note:- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.

CASE: GENERAL MOTORS When she gets out of bed, what does Mary Barra (CEO of GM) think about? "I spend a lot of early mornings thinking about executing our plan quickly. The big thing I worry about is speed," says Barra. CFO Chuck Stevens agrees, highlighting a statement from the faulty ignition switch internal investigation about the culture at GM, "No sense of urgency. No accountability or responsibility. A siloed mentality." Barra has reacted quickly and with force to make culture change a reality by implementing a number of initiatives including "GM 2020," which is a program designed to create cross-functional labs throughout the company. Barra has also pushed hard to create a new culture of speed by creating a year-long transformational leadership course for upper-level executives that Barra personally leads. It's not focused on company strategy, but rather the interpersonal skills she believes are necessary to create change. HR chief John Quat- trone says. "Mary believes that if we change the behaviors (of top managers), people who work for us will see that and emulate it." Barra's major vision for GM is to lead in safe autonomous driving. This puts them directly up against the fast-moving cultures of Google, Uber, and Tesla. Barra believes GM's recent acquisi- tion of Cruise Automation ($581 million) puts them square in the driver's seat. After a success- ful, high-profile test of an autonomous Chevy Bolt (with Barra riding in the back seat), Barra told a large group of Cruise employees, "If somebody fat GM] says you can't have something. or you can't do something, or it's going to take this much time, and it doesn't make sense to you, challenge them. I want you to take the energy and speed and how you look at doing things and drive it into the core of GM." CHAPTER 14 Leadership Styles and Behaviors 469 GM believes that they have the advantage. GM product chief Mark Reuss says. "The piece that is not well understood outside of the automotive industry is how hard it is to take technology and integrate it into a car. It seems like you should be able to layer it in and have it work and that would be great. Right. The effort to integrate that into the car is equal to or more than the tech- nology itself. A car has to work right every time, all the time." So far, the technology companies have spent billions of dollars in development and have little to show for it. Still, Barra is not will- ing to bask in success for long. Onstage at GM's headquarters she told her group. "Don't confuse progress with winning. Are you doing what you can? Or are you doing what it takes to win?" 14.1 Do you think GM can outduel the technology companies for safe autonomous driving vehicles? 14.2 Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? 14.3 Given GM's history, why does Barra put a premium on her executives' leadership behaviors? Source: M. De Bord. "Mary Barra Is About to become the Most Inflantial CEO in GM History." Busteansider.com February 17, 2017: http://www.businessinsider.com/mary-barra-most influential-coin-gam history-2017-2: C Pussman "What I've Learnect Mary Barra, Espire.com, April 26, 2016: http://www.esquire.com/lifestyle/cars/interviews/a44325/ whative learned marybarral: P. Ingrassia "Hail Mary." Fortune, September 15, 2016, pp. 84-89, B.Luscombe. " 13 Ques tions with Mary Barra, Time, June 2 2016 http://time.com/4354740/mary-barra/: and R Tetzeli "The Accelerators." Fot. Can November 2016. n. 68-74.100 CASE: GENERAL MOTORS When she gets out of bed, what does Mary Barra (CEO of GM) think about? "I spend a lot of early mornings thinking about executing our plan quickly. The big thing I worry about is speed," says Barra. CFO Chuck Stevens agrees, highlighting a statement from the faulty ignition switch internal investigation about the culture at GM, "No sense of urgency. No accountability or responsibility. A siloed mentality." Barra has reacted quickly and with force to make culture change a reality by implementing a number of initiatives including "GM 2020," which is a program designed to create cross-functional labs throughout the company. Barra has also pushed hard to create a new culture of speed by creating a year-long transformational leadership course for upper-level executives that Barra personally leads. It's not focused on company strategy, but rather the interpersonal skills she believes are necessary to create change. HR chief John Quat- trone says. "Mary believes that if we change the behaviors (of top managers), people who work for us will see that and emulate it." Barra's major vision for GM is to lead in safe autonomous driving. This puts them directly up against the fast-moving cultures of Google, Uber, and Tesla. Barra believes GM's recent acquisi- tion of Cruise Automation ($581 million) puts them square in the driver's seat. After a success- ful, high-profile test of an autonomous Chevy Bolt (with Barra riding in the back seat), Barra told a large group of Cruise employees, "If somebody fat GM] says you can't have something. or you can't do something, or it's going to take this much time, and it doesn't make sense to you, challenge them. I want you to take the energy and speed and how you look at doing things and drive it into the core of GM." CHAPTER 14 Leadership Styles and Behaviors 469 GM believes that they have the advantage. GM product chief Mark Reuss says. "The piece that is not well understood outside of the automotive industry is how hard it is to take technology and integrate it into a car. It seems like you should be able to layer it in and have it work and that would be great. Right. The effort to integrate that into the car is equal to or more than the tech- nology itself. A car has to work right every time, all the time." So far, the technology companies have spent billions of dollars in development and have little to show for it. Still, Barra is not will- ing to bask in success for long. Onstage at GM's headquarters she told her group. "Don't confuse progress with winning. Are you doing what you can? Or are you doing what it takes to win?" 14.1 Do you think GM can outduel the technology companies for safe autonomous driving vehicles? 14.2 Would you consider Mary Barra to be the prototypical transformational leader? In what ways does she fit or not fit that model? 14.3 Given GM's history, why does Barra put a premium on her executives' leadership behaviors? Source: M. De Bord. "Mary Barra Is About to become the Most Inflantial CEO in GM History." Busteansider.com February 17, 2017: http://www.businessinsider.com/mary-barra-most influential-coin-gam history-2017-2: C Pussman "What I've Learnect Mary Barra, Espire.com, April 26, 2016: http://www.esquire.com/lifestyle/cars/interviews/a44325/ whative learned marybarral: P. Ingrassia "Hail Mary." Fortune, September 15, 2016, pp. 84-89, B.Luscombe. " 13 Ques tions with Mary Barra, Time, June 2 2016 http://time.com/4354740/mary-barra/: and R Tetzeli "The Accelerators." Fot. Can November 2016. n. 68-74.100