Diagnosing Change of Ford and Gm
Diagnosing Change of Ford and GM
HRM587: Managing Organizational Change
For: Prof. Michelle K. Preiksaitis
By: Stephen J. Krivda
Keller Graduate School of Management of DeVry University Online
Diagnosing Change of Ford and GM
Diagnostic Model The diagnostic model I have chosen is the Congruence Model for both companies. The congruence model as defined by Anderson (n.d.) is a type of change management process which will examine the performance of a given company/organization as it operates as a system. This means that the company/organization will be broken down into separate elements and congruence will examine each of the elements to improve both the organization and its parts as cited by Anderson (n.d.). This model examines the following elements: information processing, mission statement, production, and outside influences. Information processing is how a company processes information from both external and internal sources and or input. This is also how the company receives its information, determines how the company chooses what information is important and what is not important to the change, and how the company will react to the given information and how it will communicate change. Mission statement is how the vision which drives the decision-making and how this statement interacts with the other organizations. The congruence model will look at the mission statement as see how it projects the vision to those outside of the company. In production this model examines products and services; it evaluates the quality of the product and from this point works backward through the manufacturing and quality control processes to find ways to improve on the final product/service. Outside influences this model will look at how the company will use outside influences in identifying opportunities and develops a company policy. As cited by Nadler and Tushman (1980) the congruence model is based on how the elements all fit together. This model also places
HRM587: Managing Organizational Change
For: Prof. Michelle K. Preiksaitis
By: Stephen J. Krivda
Keller Graduate School of Management of DeVry University Online
Diagnosing Change of Ford and GM
Diagnostic Model The diagnostic model I have chosen is the Congruence Model for both companies. The congruence model as defined by Anderson (n.d.) is a type of change management process which will examine the performance of a given company/organization as it operates as a system. This means that the company/organization will be broken down into separate elements and congruence will examine each of the elements to improve both the organization and its parts as cited by Anderson (n.d.). This model examines the following elements: information processing, mission statement, production, and outside influences. Information processing is how a company processes information from both external and internal sources and or input. This is also how the company receives its information, determines how the company chooses what information is important and what is not important to the change, and how the company will react to the given information and how it will communicate change. Mission statement is how the vision which drives the decision-making and how this statement interacts with the other organizations. The congruence model will look at the mission statement as see how it projects the vision to those outside of the company. In production this model examines products and services; it evaluates the quality of the product and from this point works backward through the manufacturing and quality control processes to find ways to improve on the final product/service. Outside influences this model will look at how the company will use outside influences in identifying opportunities and develops a company policy. As cited by Nadler and Tushman (1980) the congruence model is based on how the elements all fit together. This model also places
References: General Motors Company (2012). The GM Business Model. Retrieved from http://www.gmannualreport.com/gm-business-model.html General Motors Company (2012). Lower Our Risk Profile. Retrieved from http://www.gmannualreport.com/lower-risk-profile.html Nadler, D.A., Tushman, M.L., Hatvany, N.G. (1980). Managing Organizations Readings and Cases