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This paper identifies General Motors organisational structure and design as well as explores the impacts of General Motors on the environment and vice-versa.

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Introduction

Introduction Established in 1908, General Motors (General Motors 2010) is now America's largest automaker, selling and servicing vehicles in some 140 countries around the world (General Motors 2010). With its global headquarters in the United States of America, GM employs approximately 204,000 people in every major region of the world ranks highest in terms of 2009's global revenues among automakers on the Fortune Global 500 (CNN Money 2010). This paper identifies General Motors' organisational structure and design as well as explores the impacts of General Motors on the environment and vice-versa. General Motors' Organisational Structure and Design Mullins (1993) explains the organisational structure to be the pattern of relationships between roles in an organisation and its different components. Designing the structure of an organisation remains as a core competency required of a manager (Miller 1989) but this vital role has been forgotten too many a time. It is also crucial that managers learn about the importance of organisational design in transforming organisational structures and processes to boost performances (Hatch & Cunliffe 2006). Organisations can be designed to be multinational and/or multidivisional and GM appears to possess the characteristics of both. Multinational A multinational organisation does business in two or more countries. It locates its headquarters in a particular country and the organisation's culture and structure take after the headquarters' practices and corporate beliefs. ...read more.

Middle

General Motors' constantly emphasizes on doing what is best for customers in order to serve them better. GM has also indicated that dealership and customers are of their greatest importance. Globalisation Globalisation describes an ongoing process by which regional economies, societies, and cultures have become integrated through a globe-spanning network of communication and trade (Daft 2007). Globalisation has emerged to be an almost conspicuous and often debated aspect of today's society. GM's stability in the global economy is indeed a remarkable feat and much of it has to be attributed to its efforts in the intercontinental market. Two considerable elements will stimulate globalisation (Daft 2007). First and foremost, the concept of market-oriented investment suggests that a company's expansion capacity beyond its local frontiers will be fundamental in increasing profitability. Equipped with facilities in most corners of the globe, the GM brand is able to function effectively as a lone, collective and assimilated automotive giant. Evidently, General Motors have sold more cars outside the United States than within America itself (General Motors 2010). Secondly, asset-oriented investment demands that human resources be exploited for the fact that they are not proportionate geographically. GM, being the perfect example of capitalising on this characteristic, has been attracting foreign talent into its diverse team for more than a decade. Expertise in the form of engineers and scientists have been scouted from North and South America, Europe, the Middle East, China, Taiwan, India, and Korea to satisfy the world's growing hunger for developed automation. ...read more.

Conclusion

(1515 words) Reference Bordenave, G and Lung, Y 2003, The Twin Internationalization Strategies of US Automakers: GM and Ford, Retrieved 2 March 2010, from Research Library Clegg, S Kornberger, M and Pitsis 2005. Managing Organizations: An Introduction to Theory and Practice, Sage, Oxford CNN Money 2010, viewed 1 march 2010, <http://money.cnn.com/magazines/fortune/fortune500/2009/full_list/> Daft, RL 2007, Understanding the Theory and Design of Organisations, Thomson South-Western, Mason Environmental Leader 2008, Nike Markets Air Jordan as Eco-Friendly, viewed 2 March 2010, <http://www.environmentalleader.com/2008/01/10/nike-markets-air-jordan-as-eco-friendly/> General Motors 2010, viewed 20 February 2010, <http://www.gm.com/corporate/about/company.jsp> General Motors 2010, viewed 27 February 2010, <http://www.gm.com/corporate/dealers/diversity/index.jsp> General Motors 2010, viewed 27 February 2010, <http://www.gm.com/corporate/responsibility/environment/welcome_message.jsp> General Motors 2010, viewed 1 March 2010, <http://www.gm.com/corporate/responsibility/environment/welcome_message.jsp> Green Peace 2003, What Do You Do When a Bad Guy Does a Good Deed, viewed 1 March 2010, <http://www.greenpeace.org/international/news/mcdonald-s-bad-guys-do-good> Hatch, MJ and Cunliffe, AL 2006, Organization Theory, 2nd edition, Oxford University Press, Oxford Miller, D 1989, 'Configurations of Strategy and Structure: Towards a Synthesis', Readings in Strategic Management, Macmillan Education, London Mullins, LJ 1993, Management and Organizational Behaviour, 3rd ed, Pitman Publishing, London Robbins, SP and Barnwell, N 2006, Organisation Theory, 5th ed, Pearson, Australia Rothstein, JS 2005, Economic Development Policymaking Down the Global Commodity Chain: Attracting an Auto Industry to Silao, Mexico, Social Forces, 84(1), 49-69. Retrieved March 2, 2010, from Research Library Schwartz, HS 1991, Narcissism Project and Corporate Decay: The Case of General Motors, Business Ethics Quarterly, Vol. 1, No. 3 (Jul., 1991), pp. 249-268, Retrieved March 2 2010, from Philosophy Documentation Center ...read more.

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