Value creation Amber’s part Business Model Peter Drucker indicates that a good business model can position their customers appropriately‚ and define what does the customer value. A business model is used for creating value as well as appropriating value. Identifying the business model could be helpful for getting deep understanding of the company and identifying the risks hided in operation process. Researchers showed that business models can be divided into two categories‚ which involves the business
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Lesson from NUMMI The first and foremost change in NUMMI as a learning organization was in management philosophy. In the old Fremont plant‚ the management never trusted the workers and in fighting mode with the union. Union functioned to get the most compensation with the least work‚ while management functioned to get the most production with the least compensation. Workers had no sense of ownership‚ they did not see total picture‚ their performance was low. NUMMI started with belief that workers
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1. NUMMI created an atmosphere conducive for combining knowledge between different parts of its system. When line-workers initiated process improvements it occurred within a context that provided access to people with the requisite knowledge such as engineers. Second‚ the production process created greater interdependencies among areas of the plant and levels of management‚ and information was readily available and used. Third‚ the culture at NUMMI made line staff more accessible to specialists during
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spring 2010‚ New United Motor Manufacturing Inc.‚ a successful joint venture between Toyota Motor Co. and General Motors Co‚ shut down its plant in Fremont‚ California. Over two decades NUMMI was a model manufacturing plant with high quality and productivity‚ exceptional worker’s satisfaction and attendance. What did NUMMI do to change the former GM’s dysfunctional disaster into best plant? This report is going to examine a dramatic change conducted by NUMMI’s leadership. It will address three main reasons
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References: Cross Culture Management binder content‚ NUMMI case by Florida and Kenny. Internet article: Culture‚ Prof. Jeffrey Sonnenfeld NUMMI case study‚ HR management course by Prof. Martin Conyon‚ ESSEC
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they learned anything at all. The management and union believed that what they would learn wouldn’t be valuable to GM in the future. All of these issues then culminated into a huge issue with transfer of knowledge. As transfer started to happen the decrease in absenteeism and grievances significantly dropped early on. It is important to note that the workers from the original GM plant prior to the merger were rehired. This caused an even bigger obstacle due to their previous attitudes about their
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Bibliography: Online Articles: 1. CNNMoney.com ‚ GM bankruptcy: End of an era‚ Chris Isidore. 2. en.wikipedia.org ‚ General Motors Chapter 11 reorganization. 3. en.wikipedia.org ‚ Effects of the 2008–2010 automotive industry crisis on the United States 4. www.economist.com‚ The collapse of General
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Q 1. What are the advantages and disadvantages of a hands-off‚ decentralized management approach ? Advantages of Decentralization Decentralization will not work unless you really delegate both responsibility and authority. This means that the final decisions must be made at that lower level. You just can’t beat a decentralized system. It gets decisions closest to the level where the action really is. And it really does something for people. The executives are now essentially
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decentralized organizations. GM which started as decentralized organization wanted to be more centralized like its competitor Toyota. For example GM marketed about 8 midsized sedans which all 8 had different names and different parts from all over the world. However‚ Toyota a more centralized company marketed only a couple sedans. GM saw the success of Toyota and wanted to be more of a centralized company. This required reorganization of the whole company. The First step was for GM to realize the flaws
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Profile & History 1 2.2 GM Corporation’s values 2 2.3 GM’s value at Work 2 3.1 Key elements of the organisation’s HR policies and practices 3 3.2 Analysis of HR Strategies at General Motors 3 3.2.1 Corporate Social Responsibility 5 3.2.2. Diversity and Equal Opportunity 5 3.2.3 Recruitment & Selection 7 4. Identify the key issues need to be monitor by the HR Manager who appoint for GM India 8 4.1 Identify an
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