This essay describes the environmental issues, legislations affecting the organization and policies of General Motors, that has been the global leader in the automotive industry since its inception, but recently it was overtaken by Japanese automaker Toyota. …
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This essay discusses the General Motors (GM) organization, that was founded in 1908 and currently, it is the second largest automaker in the world. General Motors has been the global leader in the automotive industry since its inception, but recently it was overtaken by Japanese automaker Toyota. The giant automaker employs over 284,000 people globally and its global headquarters is located in Detroit, US. The automaker manufactures trucks and cars in 35 countries distributed in all continents around the world. In 2007, the giant automaker sold over 8.3 million units globally under the wide brand range of its products in the car and truck portfolio. In the recent history, the motor industry has undergone many transformations arising from the changing supply and demand of energy and the increasing environmental concerns attributed to extensive use of petroleum products in the industry. These developments have made it necessary for the automakers develop and review environmental policies in their strategic plans in order to adapt with the current economic and environmental needs. To mitigate these effects, different organizations, including General Motors have formulated environmental policies to address the emerging and future environmental changes. In conclusion, the researcher states that General Motors environmental policy is strategically formulated to comply with modern environmental laws, reduce pollution, minimizing energy consumption, wastes and promoting recycling, and reuse practices.
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However after gaining industry dominance, Nancy Koehn - Harvard’s James E. Robison Professor of Business Administration – points out at the same executive for leading the company to decline due to a failure of leadership (Staff 14). Nancy Rottering, a former finance executive at GM, describes how GMs executives isolated themselves from the rest of the company (“The Rise and Fall of General Motors” 4).
Thus, in order to cope up with this challenging issue, both GM and Ford introduced electric cars in order to enhance the inclination of the consumers. In addition, fluctuation of oil prices declined the market share of automobile producers as well as affected the Gross Domestic Product (GDP) of the economy (OECD, n.d.).
Disciplined action, power of ideas and technology driven focus has helped the automaker into one of the greatest name in automobile industry (Newbold, 2002). The headquarters of the company is located in Detroit, Michigan. The company is involved in designing, manufacturing, marketing and distribute vehicle and vehicle parts and selling of financial services.
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GM's effort to increase their market share seems like a desperate bid to plug the dike with short-term incentives related to the high cost of fuel and its focus on the company's On-Star computerized system. In the meantime, other areas such as decrease in customer satisfaction and employee loyalty are weakening the structure.
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The paper analyses decision-making process in General Motors Company and how it puts down various strategies and implements them to enable it operates effectively in its competing. The paper observes such business strategies as efficiency in fuel consumption; brand restructuring; reducing costs etc.
The company has 21,000 dealers working across the world and manufactures and sells cars of different models such as electric and min-cars, heavy-duty trucks, and monocabs and convertibles. General Motors is recognized for innovation and
This paper will present an analysis of various aspects of GM’s external environment, including Porter’s Five Forces and the key success factors (KSFs).
The US and global automobile industries have been confronted
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