Managing Organizational Change: Annotated Bibliography
Annotated Bibliography
Rachel Wittenberger-Metcalf
DeVry University
HRM-587N-61546: Managing Organizational Change L. Shelton
December 2013
Annotated Bibliography
Topic of Interest: My topic of interest is compare and contrast the organizational change companies General Motors (GM) and Ford during the economic crisis over the last 10 years.
Annotation # 1
Title of source: This is the new GM.
Location of source: http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Corporate_Governance/PDFs/StockholderInformationPDFs/Annual-Report.pdf
Author: David Akerson
Annotation: The CEO of GM discusses the vision of change that the company has implemented from 2007 to 2010, including the barriers they have overcome. Without the teamwork …show more content…
and collaboration of the members of GM, the company would not have progressed to deliver such sustainable results. They reduced debt by “$11 billion and improved the funding level of our U.S. pension plans with a $4 billion case contribution” (Akerson, 2010, p. 3). This article discussed the vision for change that GM had.
Annotation # 2
Title of source: CEO Dan Akerson sets up culture of accountability at General Motors.
Location of source: http://www.freep.com/article/20130113/BUSINESS01/301130143/
Author: Nancy Borney
Annotation: GM’s stock has posted 52-week highs several times in recent days (Borney, 2013).
Akerson said recently that the company would achieve “a modest gain in its 2012 U.S. market share of 17.9%” (Borney, 2013, para. 13). They plan to update or replace 70% of their vehicles over the next several years. They plan on redesigning their primary sales vehicles to improve sales in the quarter (Borney, 2013). Akerson said that he wants to boost market shares, but he called it “transitory and said the company would not pile incentives into its vehicles to gain sales” (Borney, 2013, para 14). His goal was to be number one in profitability. The effectiveness of change for GM is that the changes that were made have had a positive impact on the company bringing it back around to profit from loss. This article discussed the details of GM’s change …show more content…
plan.
Annotation # 3
Title of source: U.S.
motor vehicle industry: Federal financial assistance and restructuring.
Location of source: http://www.fas.org/sgp/crs/misc/R40003.pdf
Authors: Susan Cooney, Richard Bickley, Howard Chaikind, Chase Pettit, Patricia Purcell, Cynthia Rapaport, and Greg Shorter.
Annotation: The economic crisis negatively affected every American in some way or another. Companies such as GM and Ford saw a great reduction of sales from the financial chaos. 2008 was the year that the motor companies were given the opportunity to benefit from TARP. GM restructured their company’s $62 billion debt through borrowing from TARP up to $18 billion through the end of 2009. There was a loss of over 100,000 jobs and a total of nine plants were closed (Cooney et al., 2009). This article discussed the economic crisis and how government intervention affected the motor vehicle industry.
Annotation # 4
Title of source: Business down? 7 lessons from Ford Motor Company.
Location of source: http://www.bizcoachinfo.com/archives/5534
Author: Timothy
Corbell
Annotation: One of Ford’s headlines is “Ford Makes Comeback From the Brink to Billion-Dollar Profit” (Corbell, 2012, para. 3). They were so successful; other businesses are patterning themselves by the Ford Model. Ford’s CEO installed a competitive and sustainable business model and inspired a positive balance sheet for Ford’s cash flow. They did not seek a government bailout Ford did not have to resort to discounting and incentives to attract car buyers. According to Corbell (2012), it’s not just a matter of knowing the automotive business; it’s about instilling strength in leadership, which is what made Ford successful. This article discussed the Ford companies come back in the automobile industry.
Annotation # 5
Title of source: GM’s new CEO pushes for results.
Location of source: http://online.wsj.com/news/articles/SB10001424052748704407804575425860623946030
Authors: Martin Corkery and John Lublin
Annotation: Under the leadership of Daniel Akerson, CEO at GM, they have pushed the company toward sustained profitability (Corkery & Lublin, 2010). Akerson is a no-nonsense leader “who doesn’t fear making hard decisions” (Corkery & Lublin, 2010, para. 2). In GM’s past, accountability was practically non-existent so this change was difficult for employees to adjust to. This article discussed the GM leadership style during the change transition.
Annotation # 6
Title of source: Ford statement on TARP loans for GM and Chrysler
Location of source: http://www.forbes.com/2008/12/19/ford-auto-bailout-biz cx_1219fordstatement.html
Publisher: Forbes
Annotation: Ford took another route with restructuring. They did not accept TARP’s assistance, but rather through liquidity and repositioning assets they restructured their company effectively. Ford President and CEO Alan Mulally stated, “We do not face a near-term liquidity issue, and we are not seeking short-term financial assistance from the government” (“Ford Statement,” 2008, para. 2). Ford also had to close plants and downsize employees to make this happen. This article discussed the route Ford took to restructure.
Annotation # 7
Title of source: GM announces major organizational changes to North American operations (with org chart).
Location of source: http://gmauthority.com/blog/2010/03/gm-announces-major-organizational-changes-to-gm-north-america-with-org-chart/
Author: Andrew Luft
Annotation: GM leveraged global resources and took advantage of their growth and revenue opportunities around the world. They were able to deliver sustainable results for all of the stakeholders (Luft, 2010). Without the teamwork and collaboration of the members of GM, the company would not have progressed to deliver such sustainable results. They were able to start the GM Financial credit line and expand the financial options for customers. This allowed those with less than desirable credit to purchase GM vehicles and therefore the desired outcome was an increase in sales (Luft, 2010). This article discussed the route GM took to restructure.
Annotation # 8
Title of source: Enduring ideas: The 7-S Framework.
Location of source: http://www.mckinsey.com/insights/strategy/enduring_ideas_the_7-s_framework
Publisher: McKinsey Quarterly
Annotation: The 7-S Framework Model can be used to analyze the current situation and propose a future situation. This allows the company to identify gaps and inconsistencies between them. It is then a question of adjusting and tuning the elements of the 7-S Model to ensure that your organization works effectively and well once the desired endpoint is reached. The 7-S Model can be applied to almost any organizations or team effectiveness issue (McKinsey & Company, 2008). This article discussed the 7-S Framework Model and how to implement it effectively for positive change.
Annotation # 9
Title of source: One Ford.
Location of source: http://corporate.ford.com/doc/ir_2010_annual_report.pdf
Author: Allen Mulally
Annotation: By utilizing a team approach and implementing a disciplined business plan process to regularly review the business environment, risks and opportunities, strategy and plan, Ford was able to recover the capabilities of their company. Ford integrated employee feedback and customer surveys and included these in the change image plan. Openness was encouraged and the Ford leaders were responsible and accountable for their decisions and the outcomes. They used facts and data to make decisions and empowered employees toward excellent service and standards (Mulally, 2011). This article discussed the leadership style of Ford’s CEO.
Annotation # 10
Title of source: Alan Mulally explains how he turned around Ford.
Location of source: http://www.businessinsider.com/alan-mulally-leadership-style-2013-11
Author: Martin Nisen
Annotation: Ford took a different route during their restructuring. They did not accept TARP’s assistance, but rather through liquidity and repositioning assets they restructured their company effectively. Ford President and CEO Alan Mulally stated, “We do not face a near-term liquidity issue, and we are not seeking short-term financial assistance from the government” (Nisen, 2013, para. 6). Ford also had to close plants and downsize employees to make this happen. This article discussed the method Ford took to restructure during the transition.
Annotation # 11
Title of source: Ford sales are up, up, up.
Location of source: http://social.ford.com/our-articles/corporate/business/ford-sales-are-up-up-up/
Author: James Shutney
Annotation: Just as with GM, Ford realized that one external that cannot be controlled is the economy. No matter what the positive changes in the company are, if the economy continues to fail they will not see success. As with GM, Ford leveraged global resources. They took advantage of growth and revenue opportunities around the world. They were able to deliver sustainable results for stakeholders, which was important in sustaining belief in the company. Due to effectively controlling internal factors, Ford was able to increase market share to 16%, which was their first increase since 1995 (Shutney, 2010). This article discussed the economy during Ford’s transition.
Annotation # 12
Title of source: 7S model and change: increasing your chance of organizational success
Location of source: www.educational-business-articles.com/7s-model.html
Publisher: Educational Business
Annotation: The 7-S Framework Model was developed by McKinsey Consulting Company and maps a constellation of interrelated factors that influence an organizations ability to change. The 7-S Framework Model can be used to analyze the current situation and propose a future situation. This allows the company to identify gaps and inconsistencies between them. It is then a question of adjusting and tuning the elements of the 7-S Model to ensure that your organization works effectively and well once the desired endpoint is reached. This article discussed the 7-S Model and how it can be applied to almost any organizations or team effectiveness issue.
References
Akerson, D. (2010). This is the new GM. General Motors Company 2010 Annual Report. Retrieved from http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Corporate_Governance/PDFs/StockholderInformationPDFs/Annual-Report.pdf
Borney, N. (2013). CEO Dan Akerson sets up culture of accountability at General Motors. Detroit Free Press. Retrieved from http://www.freep.com/article/20130113/BUSINESS01/301130143/
Cooney, S., Bickley., Chaikind, H., Pettit, C., Purcell, P., Rapaport, C., & Shorter, G. (2009). U.S. motor vehicle industry: Federal financial assistance and restructuring. Congressional Research Service. Retrieved from http://www.fas.org/sgp/crs/misc/R40003.pdf
Corbell, T. (2012). Business down? 7 lessons from Ford Motor Company. The Biz Coach. Retrieved from http://www.bizcoachinfo.com/archives/5534
Corkery, M., & Lublin, J. (2010). GM’s new CEO pushes for results. The Wall Street Journal. Retrieved from http://online.wsj.com/news/articles/SB10001424052748704407804575425860623946030
Ford statement on TARP loans for GM and Chrysler (2008). Forbes. Retrieved from http://www.forbes.com/2008/12/19/ford-auto-bailout-biz-cx_1219fordstatement.html
Luft, A. (2010). GM announces major organizational changes to North Americal operations (with org chart). GM Authority. Retrieved from http://gmauthority.com/blog/2010/03/gm-announces-major-organizational-changes-to-gm-north-america-with-org-chart/
McKinsey & Company (2008). Enduring ideas: The 7-S Framework. McKinsey Quarterly. Retrieved from http://www.mckinsey.com/insights/strategy/enduring_ideas_the_7-s_framework
Mulally, A. (2011). One Ford. Ford Motor Company: 2010 Annual Report. Retrieved from http://corporate.ford.com/doc/ir_2010_annual_report.pdf
Nisen, M. (2013). Alan Mulally explains how he turned around Ford. Business Insider. Retrieved from http://www.businessinsider.com/alan-mulally-leadership-style-2013-11
Shutney, J. (2010). Ford sales are up, up, up. Ford Social. Retrieved from http://social.ford.com/our-articles/corporate/business/ford-sales-are-up-up-up/
7S model and change: increasing your chance of organizational success (n.d.). Educational business articles. Retrieved from: www.educational-business-articles.com/7s-model.html
Rachel Wittenberger-Metcalf
DeVry University
HRM-587N-61546: Managing Organizational Change L. Shelton
December 2013
Annotated Bibliography
Topic of Interest: My topic of interest is compare and contrast the organizational change companies General Motors (GM) and Ford during the economic crisis over the last 10 years.
Annotation # 1
Title of source: This is the new GM.
Location of source: http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Corporate_Governance/PDFs/StockholderInformationPDFs/Annual-Report.pdf
Author: David Akerson
Annotation: The CEO of GM discusses the vision of change that the company has implemented from 2007 to 2010, including the barriers they have overcome. Without the teamwork …show more content…
and collaboration of the members of GM, the company would not have progressed to deliver such sustainable results. They reduced debt by “$11 billion and improved the funding level of our U.S. pension plans with a $4 billion case contribution” (Akerson, 2010, p. 3). This article discussed the vision for change that GM had.
Annotation # 2
Title of source: CEO Dan Akerson sets up culture of accountability at General Motors.
Location of source: http://www.freep.com/article/20130113/BUSINESS01/301130143/
Author: Nancy Borney
Annotation: GM’s stock has posted 52-week highs several times in recent days (Borney, 2013).
Akerson said recently that the company would achieve “a modest gain in its 2012 U.S. market share of 17.9%” (Borney, 2013, para. 13). They plan to update or replace 70% of their vehicles over the next several years. They plan on redesigning their primary sales vehicles to improve sales in the quarter (Borney, 2013). Akerson said that he wants to boost market shares, but he called it “transitory and said the company would not pile incentives into its vehicles to gain sales” (Borney, 2013, para 14). His goal was to be number one in profitability. The effectiveness of change for GM is that the changes that were made have had a positive impact on the company bringing it back around to profit from loss. This article discussed the details of GM’s change …show more content…
plan.
Annotation # 3
Title of source: U.S.
motor vehicle industry: Federal financial assistance and restructuring.
Location of source: http://www.fas.org/sgp/crs/misc/R40003.pdf
Authors: Susan Cooney, Richard Bickley, Howard Chaikind, Chase Pettit, Patricia Purcell, Cynthia Rapaport, and Greg Shorter.
Annotation: The economic crisis negatively affected every American in some way or another. Companies such as GM and Ford saw a great reduction of sales from the financial chaos. 2008 was the year that the motor companies were given the opportunity to benefit from TARP. GM restructured their company’s $62 billion debt through borrowing from TARP up to $18 billion through the end of 2009. There was a loss of over 100,000 jobs and a total of nine plants were closed (Cooney et al., 2009). This article discussed the economic crisis and how government intervention affected the motor vehicle industry.
Annotation # 4
Title of source: Business down? 7 lessons from Ford Motor Company.
Location of source: http://www.bizcoachinfo.com/archives/5534
Author: Timothy
Corbell
Annotation: One of Ford’s headlines is “Ford Makes Comeback From the Brink to Billion-Dollar Profit” (Corbell, 2012, para. 3). They were so successful; other businesses are patterning themselves by the Ford Model. Ford’s CEO installed a competitive and sustainable business model and inspired a positive balance sheet for Ford’s cash flow. They did not seek a government bailout Ford did not have to resort to discounting and incentives to attract car buyers. According to Corbell (2012), it’s not just a matter of knowing the automotive business; it’s about instilling strength in leadership, which is what made Ford successful. This article discussed the Ford companies come back in the automobile industry.
Annotation # 5
Title of source: GM’s new CEO pushes for results.
Location of source: http://online.wsj.com/news/articles/SB10001424052748704407804575425860623946030
Authors: Martin Corkery and John Lublin
Annotation: Under the leadership of Daniel Akerson, CEO at GM, they have pushed the company toward sustained profitability (Corkery & Lublin, 2010). Akerson is a no-nonsense leader “who doesn’t fear making hard decisions” (Corkery & Lublin, 2010, para. 2). In GM’s past, accountability was practically non-existent so this change was difficult for employees to adjust to. This article discussed the GM leadership style during the change transition.
Annotation # 6
Title of source: Ford statement on TARP loans for GM and Chrysler
Location of source: http://www.forbes.com/2008/12/19/ford-auto-bailout-biz cx_1219fordstatement.html
Publisher: Forbes
Annotation: Ford took another route with restructuring. They did not accept TARP’s assistance, but rather through liquidity and repositioning assets they restructured their company effectively. Ford President and CEO Alan Mulally stated, “We do not face a near-term liquidity issue, and we are not seeking short-term financial assistance from the government” (“Ford Statement,” 2008, para. 2). Ford also had to close plants and downsize employees to make this happen. This article discussed the route Ford took to restructure.
Annotation # 7
Title of source: GM announces major organizational changes to North American operations (with org chart).
Location of source: http://gmauthority.com/blog/2010/03/gm-announces-major-organizational-changes-to-gm-north-america-with-org-chart/
Author: Andrew Luft
Annotation: GM leveraged global resources and took advantage of their growth and revenue opportunities around the world. They were able to deliver sustainable results for all of the stakeholders (Luft, 2010). Without the teamwork and collaboration of the members of GM, the company would not have progressed to deliver such sustainable results. They were able to start the GM Financial credit line and expand the financial options for customers. This allowed those with less than desirable credit to purchase GM vehicles and therefore the desired outcome was an increase in sales (Luft, 2010). This article discussed the route GM took to restructure.
Annotation # 8
Title of source: Enduring ideas: The 7-S Framework.
Location of source: http://www.mckinsey.com/insights/strategy/enduring_ideas_the_7-s_framework
Publisher: McKinsey Quarterly
Annotation: The 7-S Framework Model can be used to analyze the current situation and propose a future situation. This allows the company to identify gaps and inconsistencies between them. It is then a question of adjusting and tuning the elements of the 7-S Model to ensure that your organization works effectively and well once the desired endpoint is reached. The 7-S Model can be applied to almost any organizations or team effectiveness issue (McKinsey & Company, 2008). This article discussed the 7-S Framework Model and how to implement it effectively for positive change.
Annotation # 9
Title of source: One Ford.
Location of source: http://corporate.ford.com/doc/ir_2010_annual_report.pdf
Author: Allen Mulally
Annotation: By utilizing a team approach and implementing a disciplined business plan process to regularly review the business environment, risks and opportunities, strategy and plan, Ford was able to recover the capabilities of their company. Ford integrated employee feedback and customer surveys and included these in the change image plan. Openness was encouraged and the Ford leaders were responsible and accountable for their decisions and the outcomes. They used facts and data to make decisions and empowered employees toward excellent service and standards (Mulally, 2011). This article discussed the leadership style of Ford’s CEO.
Annotation # 10
Title of source: Alan Mulally explains how he turned around Ford.
Location of source: http://www.businessinsider.com/alan-mulally-leadership-style-2013-11
Author: Martin Nisen
Annotation: Ford took a different route during their restructuring. They did not accept TARP’s assistance, but rather through liquidity and repositioning assets they restructured their company effectively. Ford President and CEO Alan Mulally stated, “We do not face a near-term liquidity issue, and we are not seeking short-term financial assistance from the government” (Nisen, 2013, para. 6). Ford also had to close plants and downsize employees to make this happen. This article discussed the method Ford took to restructure during the transition.
Annotation # 11
Title of source: Ford sales are up, up, up.
Location of source: http://social.ford.com/our-articles/corporate/business/ford-sales-are-up-up-up/
Author: James Shutney
Annotation: Just as with GM, Ford realized that one external that cannot be controlled is the economy. No matter what the positive changes in the company are, if the economy continues to fail they will not see success. As with GM, Ford leveraged global resources. They took advantage of growth and revenue opportunities around the world. They were able to deliver sustainable results for stakeholders, which was important in sustaining belief in the company. Due to effectively controlling internal factors, Ford was able to increase market share to 16%, which was their first increase since 1995 (Shutney, 2010). This article discussed the economy during Ford’s transition.
Annotation # 12
Title of source: 7S model and change: increasing your chance of organizational success
Location of source: www.educational-business-articles.com/7s-model.html
Publisher: Educational Business
Annotation: The 7-S Framework Model was developed by McKinsey Consulting Company and maps a constellation of interrelated factors that influence an organizations ability to change. The 7-S Framework Model can be used to analyze the current situation and propose a future situation. This allows the company to identify gaps and inconsistencies between them. It is then a question of adjusting and tuning the elements of the 7-S Model to ensure that your organization works effectively and well once the desired endpoint is reached. This article discussed the 7-S Model and how it can be applied to almost any organizations or team effectiveness issue.
References
Akerson, D. (2010). This is the new GM. General Motors Company 2010 Annual Report. Retrieved from http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Corporate_Governance/PDFs/StockholderInformationPDFs/Annual-Report.pdf
Borney, N. (2013). CEO Dan Akerson sets up culture of accountability at General Motors. Detroit Free Press. Retrieved from http://www.freep.com/article/20130113/BUSINESS01/301130143/
Cooney, S., Bickley., Chaikind, H., Pettit, C., Purcell, P., Rapaport, C., & Shorter, G. (2009). U.S. motor vehicle industry: Federal financial assistance and restructuring. Congressional Research Service. Retrieved from http://www.fas.org/sgp/crs/misc/R40003.pdf
Corbell, T. (2012). Business down? 7 lessons from Ford Motor Company. The Biz Coach. Retrieved from http://www.bizcoachinfo.com/archives/5534
Corkery, M., & Lublin, J. (2010). GM’s new CEO pushes for results. The Wall Street Journal. Retrieved from http://online.wsj.com/news/articles/SB10001424052748704407804575425860623946030
Ford statement on TARP loans for GM and Chrysler (2008). Forbes. Retrieved from http://www.forbes.com/2008/12/19/ford-auto-bailout-biz-cx_1219fordstatement.html
Luft, A. (2010). GM announces major organizational changes to North Americal operations (with org chart). GM Authority. Retrieved from http://gmauthority.com/blog/2010/03/gm-announces-major-organizational-changes-to-gm-north-america-with-org-chart/
McKinsey & Company (2008). Enduring ideas: The 7-S Framework. McKinsey Quarterly. Retrieved from http://www.mckinsey.com/insights/strategy/enduring_ideas_the_7-s_framework
Mulally, A. (2011). One Ford. Ford Motor Company: 2010 Annual Report. Retrieved from http://corporate.ford.com/doc/ir_2010_annual_report.pdf
Nisen, M. (2013). Alan Mulally explains how he turned around Ford. Business Insider. Retrieved from http://www.businessinsider.com/alan-mulally-leadership-style-2013-11
Shutney, J. (2010). Ford sales are up, up, up. Ford Social. Retrieved from http://social.ford.com/our-articles/corporate/business/ford-sales-are-up-up-up/
7S model and change: increasing your chance of organizational success (n.d.). Educational business articles. Retrieved from: www.educational-business-articles.com/7s-model.html