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Sloan and General Motors, 2002.
A discussion of the contribution of Alfred P. Sloan to General Motors Corporation and the consequent growth of the company.
1,955 words (approx. 7.8 pages), 2 sources, MLA, £ 32.95
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Abstract
This paper traces the history of General Motors Corporation and its most important CEO and Chairman, Alfred Sloan to determine the magnitude of Sloan's contribution to the company. It examines how without the presence of certain industrialists, the growth of the American economy would have probably remained stunted and how one such person was Alfred Sloan who served as the President, the Chief Executive Officer and the Chairman of General Motors Corporation for over 30 years. It analyzes how the General Motors Corporation owes most of its growth and huge presence in the automobile industry to Sloan and how it is largely due to Sloan and his business practices that General Motors was the first corporation in the automobile industry in a number of areas to introduce innovative products and practices.
From the Paper
"Prior to heading General Motors, Sloan already possessed the industrialist vision. He began his career as a draftsman in a small machine shop, the Hyatt Roller Bearing Company of Newark, New Jersey where he urged the management to produce ball bearings. He believed that there was not only a need for bearings at that time but there was a large untapped market as well; hence it made complete business sense. Therefore, at his insistence, the company began producing new anti-friction bearings for automobiles, which formed the basis of Hyatt's expansion. As a direct result of his business foresight and talent, he was appointed the president of Hyatt in the year 1898. Hyatt automotive ball bearings became a standard in the automobile industry, and the company grew rapidly under his leadership. In 1916 the Hyatt Roller Bearing Company, together with a number of other manufacturers of automobile accessories, merged with the United Motors Corporation. Sloan was appointed as the President of UMC. UMC was dissolved in 1919 and individual businesses were incorporated as part of General Motors Corporation."
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General Motors, 2005.
An analysis of strategic human resource management in General Motors.
3,631 words (approx. 14.5 pages), 16 sources, MLA, £ 52.95
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Abstract
This paper attempts to analyse problems faced by General Motors and how it overcame them by developing its human resources departmant as a source of competitive advantage. It looks at how, by following a successful strategy, General Motors has become more flexible to its employees, suppliers and dealers and has steadily begun to gain its market share.
Outline
Introduction
Literature Review
Corporate Background
Vision of General Motors
Mission of General Motors
Objectives of General Motors
General Motors Global Strategy
Swot Analysis of General Motors
General Motors Human Resource Management
A Climate for Change
General Motors HR Strategy: 3Ts
Technology
Transformation
General Motors HR Strategy as a Means of Competitive Advantage
GM's Market Share Through Implementation of HR Strategy
Conclusion
From the Paper
"Strategic human resource management has been defined as ' the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation and flexibility' (Siddharth Chaturvedi). Strategic HR means accepting the HR function as a strategic partner in the formulation of the company's strategies as well as in the implementation of those strategies through HR activities such as recruiting, selecting, training and rewarding personnel. Whereas strategic HR recognizes HR's partnership role in the strategizing process, the term HR Strategies refers to specific HR courses of action the company plans to pursue to achieve it's aims."
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General Motors Business Report, 2005.
An analysis of the failings of various divisions within General Motors Corporation.
675 words (approx. 2.7 pages), 3 sources, £ 13.95
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Abstract
This paper discusses General Motors Corporation's recent financial difficulties led by its former parts divisions, Delphi, falling into bankruptcy, poor sales due to high gasoline prices, and finally its recent announcement that it is being forced to restate its 2001 financial filings with the SEC. The paper then compares these events to Ford Motor Company's very similar situation with its former parts division, Visteon, recently reporting a $200 million quarterly loss following a financial bail out of Visteon by Ford.
From the Paper
"GM Business Report A recent news article from Reuters announced that General Motors (GM) is restating its 2001 financial statements after it was previously announced that the company is being investigated by the SEC(Chakravorti, 2005). Following, as it does, the announced bankruptcy of Delphi, GM's former parts division and its largest provider of parts currently, this news only complicates and worsens an already bleak financial and performance assessment of the company. This news is certainly very negative for GM. GM finds itself already strapped with 111,000 unionized workers who, if laid-off or otherwise placed off the assembly line, still receive 95% of their base wages (Newman par.4) and legacy costs per vehicle at an approximate $1,600 (Beucke, et al, 2005, para.3). These situations combine to have a debilitating effect on GM's overall performance from both ends of its product cycle. "
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Organizational Behavior & General Motors, 2005.
A review of an article about General Motors that appeared in CBC, followed by an analysis of the problems that General Motors is facing and various suggested solutions.
1,800 words (approx. 7.2 pages), 4 sources, £ 36.95
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Abstract
The paper discusses an article from the CBC (attached) which focuses on the 2nd quarter losses for General Motors corporations, exceeding $236 million. The paper discusses the article, and then provides an analysis of the companies problems using organizational behavior strategies. The paper further discusses the Total Quality Management system and how this program would benefit general Motors over time.
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General Motors Corporation, 1990.
This paper is a marketing analysis of the General Motors Corporation: Marketing, competition, segmentation, consumer behavior and labor.
1,125 words (approx. 4.5 pages), 6 sources, £ 20.95
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From the Paper
"This research provides a brief marketing analysis of the General Motors Corporation. General Motors competes in several major industries, of which the three most significant for the company are the automobile and truck manufacturing industry , the aerospace and defense industry and the computer software and services industry. As the company's activity in the automobile and truck manufacturing industry accounts for 87 percent of total sales at General Motors, however, this marketing analysis is restricted to that industry.
General Motors is a worldwide company. In 1989, the company had a 17.9 percent market share of total worldwide automobile and truck sales. Foreign sales, however, accounts for ... "
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The Financial Woes of General Motors, 2006.
The fiscal analysis of General Motors.
3,060 words (approx. 12.2 pages), 12 sources, MLA, £ 46.95
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Abstract
This paper examines the fiscal analysis and various facets of General Motors, including the sale of the General Motors Acceptance Corporation (GMAC) and the Delphi situation. This paper also reviews the new long term General Motors strategy which involves shifting production to locations outside America, to China in particular.
From the Paper
"Consumer fears regarding GM are nothing new. Consumers are not blind to the losses that GM has been taking, totaling 10.6 billion for last year alone. Though recently dealerships have been taking the hit as well. An internal GM sales record for the area of Chicago shows that in October of 2005, the total sales made up only 12% of the companies monthly goal. The report also showed almost no sales for the Pontiac, Buick, and GMC dealers, Chevrolet making up almost all of the dismal 12%. Many dealers are having a hard time getting by at all, like Allan Gilmour, a Ford-Chrysler dealer. "The dealership would normally sell fifty vehicles a month, but could only manage seven vehicles this month" says Gilmour. Dennis Doerge of Loren Buick-Pontiac states that it's "the worst I've seen in thirty years" and that consumers "are scared to death to buy".
Potential investors have similar feelings on buying stock with GM. Fitch ratings has lowered GM into "Below-investment" status, and Moody's Investors Service also lowered GM's investment rating. Dropping credit ratings and falling stock prices are making stock and bond holders uneasy with the thought of not being paid on time and in full. One reason for the lower ratings of GM's credit is the companies dependence on Delphi, it's main supplier of parts. Delphi itself declared bankruptcy in October of 2005, and many investors feel that GM's dependence on a struggling supplier of vital parts can do no good for the consumers view of GM.
Delphi broke off from GM in 1999, but it still has the power to drive GM into the ground, and many fear this is how GM will enter bankruptcy. Delphi has very recently showed interest in eliminating it's union contract with the UAW through a bankruptcy judge. Once the contracts are voided, Delphi would proceed to cut workers hourly wages by 40%. On top of the huge wage slash, a reorganization plan would shut down 21 of its 29 American factories and lay off 8,500 salary paid workers. If Delphi drops the contracts, the UAW has already agreed to strike against all Delphi plants."
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General Motors and Racial Discrimination, 2004.
This paper discusses the Equal Employment Opportunity Commission's (EEOC) suit against General Motors in 1973 and more current allegations.
2,750 words (approx. 11.0 pages), 8 sources, MLA, £ 42.95
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Abstract
This paper explains that the Equal Employment Opportunity Commission (EEOC) chose General Motors, the world's largest automaker, as its target candidate because it would have the largest impact on moving the civil rights agenda forward. The author points out that the EEOC alleged that General Motors actively discriminated against black, Hispanic, and women workers. The paper states that, 20 years after the GM-EEOC agreement and 40 years after civil rights legislation has been signed into law, there still is a problem in the work environment at General Motors
Table of Contents
The Players
Civil Rights Legislation
Clarence Thomas and the EEOC
General Motors - An Easy Target
The Future of Civil Rights Legislation
From the Paper
"Because the injustices of discrimination did not end with the passage of laws, organizations such as the NAACP (National Association for the Advancement of Colored People) and EEOC (Equal Employment Opportunity Commission) were created. The NAACP was one of the most significant of these organizations, and was led by chief legislator Thurgood Marshall. During his years spent with the NAACP, Thurgood developed a unique strategy to combat racial segregation throughout the United States. Without Thurgood breaking new legal ground, the Civil Rights Movement would not have gotten off the ground with the power and unified force with which is was eventually able to direct in the direction of General Motors. Marshall believed that the only way for change to occur was by altering the laws, and Thurgood Marshal was the first Civil Rights leader willing to use the law as means of change."
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General Motors vs. Toyota, 2008.
A comparison of the market strategies of Toyota and General Motors.
1,024 words (approx. 4.1 pages), 7 sources, MLA, £ 18.95
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Abstract
This paper discusses the market strategy at Toyota and General Motors. It bases its discussion on issues of quality, efficiency and utility within the organizations. After discussing each company individually, the paper compares the two companies with each other. It concludes that General Motors needs to improve various aspects of its business if it wishes to remain competitive in the automotive industry.
Table of Contents:
Industry Overview
Working Hypothesis
Definition of Terms
General Motors
Overview
GM's Market Position
Toyota Motor Company
Overview
Toyota's Market Position
Conclusions & Recommendations
Conclusions
Recommendations
From the Paper
"The automotive industry in North America and specifically GM is heavily unionized and has served to increase the wages and benefits of the industries workforce for many years (Oughton). This massive cost overhead in tandem with the generous retiree benefits package is largely responsible for GM's cost overhead per vehicle that makes it unable to compete on price with the import companies. These cost factors ensure that GM must attempt to try and consolidate its brand structure into fewer offerings as has begun to do with its closing of the Oldsmobile line in 2004. Many market pundits believe that for GM to return to profitability it must first: 1) reduce its product line-up, 2) renegotiate union contracts to better terms, and 3) shutter some manufacturing facilities across all markets (Beucke, et al pars.38-40). Any other strategy that attempts to avoid these measures is certain to result in continued market declines."
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General Motors, 2005.
A financial analysis of General Motors.
1,125 words (approx. 4.5 pages), 3 sources, £ 22.95
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Abstract
This paper presents a financial analysis of General Motors financial statements as found in its annual financial statement (10-K) release to its shareholders and the general public. This analysis includes liquidity ratios, inventory ratios, asset ratios, equity ratios, and a host of other typical financial analysis tools. A brief overview of General Motors' current industry position introduces the analysis.
From the Paper
"General Motors Corporation sells automobiles and other related parts and equipment, operates a diverse portfolio of business operations. In fact, it is as much of a finance company as it is a vehicle manufacturer. The most recent annual 10-K filing is for the 2004 financial year providing the relevant data regarding income on operations, net income for the most recent years, as well as a host of other financial related information necessary to complete a financial analysis of the company. The 10-K also contains relevant auditor, internal and external data, as well as the personal signoff of the executive officers committing to the validity of the financial reports forcing them to take a vested interest in the validity of the company's numbers. This last is required by the Sarbaanes-Oxley Act of 2001."
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Loblaw Companies Limited and General Motors Defense, 2007.
An analysis of how the leaders of Loblaw Companies Limited and General Motors Defense deal with the economic and political impact of their companies.
1,775 words (approx. 7.1 pages), 3 sources, MLA, £ 29.95
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Abstract
This paper discusses the economic and political impact of large companies. It specifically analyzes the companies, Loblaw Companies Limited and General Motors Defense. In particular, the paper looks at how John A. Lederer, President of Loblaw Companies Limited and Bill
Pettipas, Executive Director of General Motors Defense, were both faced with the challenge of how to deal with these companies and their economic and political impact.
From the Paper
"In each case, a larger entity is a potential deterrent to the operation and successful strategy of the company. For Loblaw Companies Limited, it is Wal-Mart; for General Motors Defense it is the political lobbying of General Dynamics and United Defense. The way in which each of them meet their larger competitors and interact with them without being swallowed up creates another potential level of growth that they may have not achieved without this threat or challenge. To do this they may have to adapt technologies of the other; Loblaw might well negotiate with Wal-Mart to study its centralized information system, while GMD might have to expand its ability to lobby independently. Both case studies reveal that the contexts of each company are more and more part of the global system that is operant in our world; to participate within it and not be merged forcibly into it is the test and validation of a healthy organization and effective strategy."
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Innovation at General Motors, 2005.
A look at the potential influence of future innovation on production at General Motors.
675 words (approx. 2.7 pages), 3 sources, £ 13.95
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Abstract
This paper considers future innovation in manufacturing and distribution for a large corporation, General Motors, noting innovations already made and possible changes for the future. It also considers how this will affect suppliers, customers and other companies that part of the process for GM .
From the Paper
"Changes in the manufacturing distribution system for companies like General Motors mean changes in operation for many related companies as well, notably for suppliers and for retail outlets and perhaps for customers as well. Innovative changes are sought all the time in order to increase efficiency, reduce costs, and improve operations. Such innovations as just-in-time delivery, supply chain management, and the like have been implemented by many companies to date, with others following suit as they can. For a company like GM, innovations are developed and tested through subsidiaries, often in unexpected places, as with developments put in place in the new facility in Singapore a few years ago. If these processes work as intended and improve operations, they may then be adopted to GM around the world, creating the ripple effect causing suppliers to change their methods to match the needs of this giant corporation. "
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Ford Motor Corporation, 2006.
An extensive discussion on the reasons for the Ford Motor Corporation's success.
2,762 words (approx. 11.0 pages), 6 sources, MLA, £ 42.95
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Abstract
The paper offers a brief history and overview of the Ford Motor Corporation and mainly assesses and analyzes the reasons for its continuing success. It expands on the the training needs of Ford and discusses management's unique online training and development scheme. Also included are graph and schematic representations of programs and training.
Introduction
Ford Motor Company - Overview
Training and Development
Needs Assessment:
Organizational Analysis
Task Analysis
Analysis of the Data Collected and Identification of Training Needs
Cost-Benefit Analysis.
Measurement of Training Impact
Summary
Works Cited
From the Paper
"Developmental strategy as part of this investigative segment will be inclusive of Training Sessions, Traditional Classrooms, Simulations, Self-managed strategies, Opportunity to Perform, Career Management Systems, Self-Assessment Programs, Mentoring Systems, Action Planning, Organizational Development Intervention Activities (i.e. Team-building, Inter-group activities, survey feedback activities, educational and training activities, structural activities, process consultation, Blake-Mouton Grid Activities, Third Part Peacemaking, Coaching and counseling, career planning, Goal Setting, System Redesign (i.e. Search conferences, confrontation meetings, ad strategic planning meetings."
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Toyota Motor Corporation, 2008.
This paper discusses Toyota Motor Corporation's success application of TQM -- total quality management.
2,190 words (approx. 8.8 pages), 10 sources, APA, £ 35.95
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Abstract
This paper explains that Toyota Motor Corporation is almost a showcase company for how effective total quality management (TQM) can be applied at every stage of the production process. The author points out that Toyota is credited with several innovations in automotive manufacturing including supply chain management and inventory control, including just-in-time management as well as quality processes including total quality management, which has been heralded as one of Toyota's keys to success. The paper relates that TQM emphases a corporate culture with a lot of employee participation and systematic management of the data, processes and practices to eliminate waste and pursue continuous improvement. The author describes several of Toyota's seven principals of TQM, such as reducing set-up times by teaching workers to do their own set-ups, producing products in smaller batches and pull production.
Table of Contents:
Introduction
A Brief History & Overview
Total Quality Management
Toyota's Production System - Lean Manufacturing - Do More with Less
Conclusion
From the Paper
"Quality at the source is another key element to TQM. In other words, as soon as a problem or defect is found, it must be corrected as soon as possible. It is much less expensive to fix a problem early on, than later in the process. For instance, if a problem is discovered at step one in the production process, it might cost as little as $6 to fix. If it is discovered at step three, it might cost $15. If it is not discovered until the part is eventually inspected for quality that same mistake could cost the company $1,500, $2,000 or more. When that number is compounded by several mistakes, the savings of catching mistakes early can be substantial."
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