This case study analyzes the organizational culture issues at GM that led to the ignition switch recall crisis. The article describes how Mary Barra, after becoming CEO, acknowledged problems with GM's culture and took steps to address them. However, one weakness was the failure to recognize dysfunctional leadership and culture as the root causes. When evaluating GM's organizational model, it displays characteristics of a custodial model, where money is the main motivator rather than employee needs. GM also showed aspects of an autocratic model, with power-based authority, and a supportive model, with leadership support but job-focused employees. The appropriate model depends on an organization's culture, as different cultures suit different models.

1. CSUF
OB 340
B. Lusk
Issues at NEWGEN
NEWGEN is a software company in northern CA., started in
1999. Since inception, Newgen has seen positive growth in the
business and has hired aggressively. Abdul and Hahn have
worked well together until Abdul decided to promote Amie Lee
as a supervisor for the team. Abdul has been thinking about this
move for some time now, he appreciates the excellent customer
service skills that Ms. Lee possesses and is aware that both the
customers and Newgen’s team are very happy with Ms.Lee’s
outstanding customer service skills.
On April 3, 2009 Abdul announced to his team that Ms. Lee
will now be the department supervisor, a welcome relief that
will give him more time to concentrate on new product
development.
On April 7, Hahn Chen came to Abdul and asked for a transfer.
He told Abdul that he cannot work under a “non-technical
supervisor” and that Ms. Lee did not have the skills to help him
with his projects. He also informed Abdul that he would prefer
to stay as a direct report to him, but does not wish to stay under
Ms. Lee.

2. On the same day Abdul asked Ms. Lee and Hahn to meet with
him. At the meeting Hahn did not make eye contact with Ms.
Lee, but repeated to Abdul that he wants a transfer, and that he
does not want to work for Ms. Lee because she is not a
technical expert. Ms. Lee left the room in tears, confused at the
events.
THE CAST @ ‘NEWGEN COMPANY’
Amie Lee – Newly appointed supervisor, has a B.A. degree
from China, she has been working in the US for 10 years, 1 year
with Newgen, she was hired for her Customer Service abilities,
and is well liked within Newgen and has built a positive
reputation with the customers.
Hahn Chen – B.S. (Computer Science) Degree from USC, born
and raised in California of Chinese immigrant parents, first
from his family to go to college, has been with Newgen for 2
years and is a good software engineer but does not participate in
any team events as he feel they distract him, he has minimal
contact with the customer and feels that it is the salespersons
job to deal with the customer.
Abdul Balli –Manager, Engineering Dept, emigrated from
Kenya to study and was offered a green card to work at
NewGen. Abdul has been with Newgen for 5 years. He was
promoted to manager because he got along well with the team
and also his customers.
Graham Raphael - CEO – Native of CA., a Software Engineer
& Programmer who built the Company from ground up.
Admires people skills and believes that Positive Attitude and
Teamwork are keys to corporate success.
Ella Smith - External Consultant – Available upon request;
specializes in Contracts, HR, and Business Law.

3. Carlos Montoya – Manager of Human Resources believes in
company mission and vision.
Loren Buzby - New member of the team, is an MBA student at
Stanford, specializes in OB.
Department Members - (1 or 2), same level at Hahn Chen.
Department members are team players.
Essay Question:
Could this problem have been avoided by Abdul ? How?
What is your solution to this problem? What needs to be done
to get the department running smoothly again?
How will you prevent this problem from occurring again in the
Company?
What is this case study about? What areas of OB does it cover?
What are some of the theories that are covered in this case?
How would you apply them?
· Must be at least 780 words. Not including references
· NEED 2 citations from this book.. look at my notes to follow
easy citations to include that are related to this assignment:
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizationa
l_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
My notes :
· Theres a problem with Hann and Mrs lee in Leader – Member
relations.
· Mrs. Lee failed to perform path-goal theory in helping

4. Mr.Hann with his software objectives due to her lack of
technical skill. (chapter 12 – page 376)
· According to chapter chapter 14 there’s a dysfunctional
conflict (Page 449 – dysfunctional conflict )
What abdul failed to do is listen to the concerns of the other
party regarding Mr.Hann believes before setting the meeting.
Solution
:
Offer compromise. Make mr hann seek technical help from a
different manager and then report to Mrs.lee after?
· Chapter 14: page 454 compromising
Or meeting with outsiders like HR department to seek solutions
prior to setting up that meeting.
· Chapter 14: page 455; bringing in outsiders.
OL 342 Milestone Two Guidelines and Rubric

5. This milestone is designed to continue the critical analysis in
Milestone One with a shift in lens to leadership and
organizational culture. This short paper
assignment is the second milestone in the analysis of the
company within your final project. It should begin with a brief
description (one paragraph) to transition
the reader to the new analysis lens. The largest component of
this short paper should focus on the leadership approach and
any shifts through the course of the
case study example, including any aspects of the culture that
influenced the organization. Lastly, the final aspect of the short
paper is to connect the analysis into
insights and conclusions. This assignment will be submitted in
the form of a 750-word minimum paper.
Prompt: Use the following case study to do your organizational
analysis: The GM Culture Crisis: What Leaders Must Learn
From This Culture Case Study.
After reading the case study, answer these questions:
III. Evaluate Leadership Theory
A. Describe a leadership style used in the case study and why

6. there was a shift in leadership style throughout the case study.
B. Explain the characteristics and decisions of management in
the case study that help explain the shift in leadership style.
C. Identify the internal and external influences on the
organization that may have caused the shift in leadership style.
Be sure to explain your
choices.
D. Describe the relationship between a leadership style used by
the organization in the case study and the decision-making
process.
IV. Assess Organizational Culture
A. Discuss the internal culture present within the organization.
Be sure to utilize terms relative to organizational behavior.
B. Identify specific examples from the case study that
demonstrate the internal culture present within the organization.
V. Insights and Conclusions
A. Explain why the leadership style(s) and internal culture of
the organization complement each other or do not complement

7. each other.
B. Explain whether or not the changes in leadership style or
internal culture of the organization influenced each other.
C. Explain how the leadership styles and internal culture of the
organization may have influenced the behavior of the employees
within the
organization. You could consider providing specific instances
or examples from within the case study to support your
response.
http://switchandshift.com/the-gm-culture-crisis
http://switchandshift.com/the-gm-culture-crisis
http://switchandshift.com/the-gm-culture-crisis
Rubric
Guidelines for Submission: Milestone Two should follow these
formatting guidelines: 750 words minimum, double spacing, 12
point Times New Roman font,
one-inch margins, and citations in APA format.
Instructor Feedback: This activity uses an integrated rubric in

8. Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (85%) Needs
Improvement (55%) Not Evident (0%) Value
Evaluate Leadership
Theory: Leadership
Style
Meets “Proficient” criteria, and
description demonstrates a
nuanced understanding of
leadership styles and why they
can change
Describes a leadership style
used in the case study and why
there was a shift in leadership
style throughout the case study
Describes a leadership style

9. used in the case study and why
there was a shift in leadership
style throughout the case study,
but explanation is cursory
Does not describe a leadership
style used in the case study and
why there was a shift in
leadership style throughout the
case study
10
Evaluate Leadership
Theory:
Characteristics and
Decisions
Meets “Proficient” criteria, and
explanation demonstrates keen
insight into how the behaviors
of management in the case
study may have influenced the
shift in leadership style

10. Explain the characteristics and
decisions of management in the
case study that help explain the
shift in leadership style
Explain the characteristics and
decisions of management in the
case study that help explain the
shift in leadership style, but
explanation is cursory or
inappropriate
Does not explain the
characteristics and decisions of
management in the case study
that help explain the shift in
leadership style
10
Evaluate Leadership
Theory: Internal and
External Influences

11. Meets “Proficient” criteria, and
explanation demonstrates keen
insight into how internal and
external influences on the
organization in the case study
may have influenced the shift in
leadership style
Explains the internal and
external influences on the
organization that may have
caused the shift in leadership
style
Explains the internal and
external influences on the
organization that may have
caused the shift in leadership
style, but explanation is cursory
or inappropriate
Does not explain the internal
and external influences on the
organization that may have
caused the shift in leadership

12. style
10
Evaluate Leadership
Theory: Relationship
Meets “Proficient” criteria and
makes cogent connections
between a leadership style used
in the case study and the
decision-making processes
Describes the relationship
between a leadership style used
in the case study and the
decision-making process
Describes the relationship
between a leadership style used
in the case study and the
decision-making process, but
explanation is cursory or
inappropriate

13. Does not describe the
relationship between a
leadership style used in the case
study and the decision-making
process
10
Assess
Organizational
Culture: Internal
Culture
Meets “Proficient” criteria, and
the discussion is an especially
comprehensive overview of the
internal culture of the
organization
Discusses the internal culture
present within the organization
using terms relative to
organizational behavior

14. Discusses the internal culture
present within the organization
using terms relative to
organizational behavior, but
discussion is cursory or
inappropriate
Does not discuss the internal
culture present within the
organization using terms relative
to organizational behavior
10
http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf
Assess
Organizational
Culture: Examples

15. Meets “Proficient” criteria, and
identification demonstrates a
nuanced understanding of the
internal culture present within
the organization
Identifies specific examples from
the case study that demonstrate
the internal culture present
within the organization
Identifies examples from the
case study that demonstrate the
internal culture present within
the organization, but
identification is inappropriate
Does not identify examples from
the case study that demonstrate
the internal culture present
within the organization
10

16. Insights and
Conclusions:
Complement
Meets “Proficient” criteria, and
explanation demonstrates a
nuanced understanding of how
leadership styles and culture
complement each other
Explains why the leadership
style(s) and internal culture of
the organization complement
each other or do not
complement each other
Explains why the leadership
style(s) and internal culture of
the organization complement
each other or do not
complement each other, but
explanation is cursory or
inappropriate
Does not explain why the

17. leadership style(s) and internal
culture of the organization
complement each other or do
not complement each other
10
Insights and
Conclusions:
Influenced Each
Other
Meets “Proficient” criteria, and
explanation demonstrates a
nuanced understanding of the
influence that leadership styles
and culture have on one another
within the organization
Explains whether or not the
changes in leadership style or
internal culture of the
organization influenced each
other

18. Explains whether or not the
changes in leadership style or
internal culture of the
organization influenced each
other, but explanation is cursory
Does not explain whether or not
the changes in leadership style
or internal culture of the
organization influenced each
other
10
Insights and
Conclusions:
Employees
Meets “Proficient” criteria, and
explanation provides cogent
example for how employee
behavior was influenced by the
leadership styles and internal
culture of the organization

19. Explains how the leadership
styles and internal culture of the
organization may have
influenced the behavior of the
employees within the
organization
Explains how the leadership
styles and internal culture of the
organization may have
influenced the behavior of the
employees within the
organization, but explanation is
cursory or inappropriate
Does not explain how the
leadership styles and internal
culture of the organization may
have influenced the behavior of
the employees within the
organization
10

20. Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of

21. ideas
10
Total 100%
1
OL 342 Milestone One
2

22. OL 342 Milestone One
Latonya Tyer
Southern New Hampshire University
OL 342 Milestone OneIntroductionA. According to the article
“The GM Culture Crisis” by Tim Kuppler it describes how GM
as an organization is formed with dysfunctional cultures and
still manages to attain significant results in work and worldwide
scale. According to the author, the critical attributes behind GM
are mainly through the changes that were introduced by Barra
Mary after the ignition of GM switch to recall the crisis. Some
of the initiatives incorporate the willingness to acknowledge
openly the aspects undesired of the culture introduced in GM
and the efforts that she is taking in an effort aimed at creating a
resolution (French, & Schermerhorn, 2008). One of the most
significant weaknesses encountered is the inability of the
company to acknowledge that there is lack of functional
leadership and culture as the primary cause of issues facing the
company. II. Organizational Modelling A. After reading the
case study, one can describe the present behavioral model in the
organization as a Custodial Model. The reason behind the
selection of this model is because money is the motivating
factor behind the managerial orientation (French, &
Schermerhorn, 2008). The other motivating factors are security,

23. employee orientation, benefits and performance results that are
passive in cooperation. Indeed, all these elements are mentioned
in the case study. B. The present behavior in the organizational
modeling comparison to the model mentioned in (a) is based on
two factors like Autocratic Model and Supportive Model. Under
autocratic Model is based on powers. Furthermore, the authority
is based on the orientation from the management (Kuppler,
2014). The other factor is obedience from the employee
orientation. Equally, the psychological results from the
employees are under the decision by the management. In this
method, the employees need to meet sustenance, and there is a
minimal result in performance. An excellent example of this
technique of military and soldiers (French, & Schermerhorn,
2008). Under the supportive model, the method depends on
leadership. Equally, the support comes from the orientation
from the management. In this technique, job and performance
form the basis of employee orientation. The other factor is
participation resulting in employee psychology. Furthermore,
the needs of the employees are recognition and status, and the
result of performance is awakened drives. An excellent example
of this model is software companies since the leadership in
these organization gives the required support to the employees
in performing the projects and tasks (French, & Schermerhorn,
2008). The other model is the Collegial Model where is reliant
from a partnership and there is teamwork in the managerial

24. orientation. Equally, responsible behavior is the orientation
basis of each employee. The other factor is self-discipline
psychological results for the employees. Similarly, the
employees require self-actualization, and there is a moderate
enthusiasm for performance (French, &Schermerhorn, 2008). An
excellent example of this model is a social organization like the
blood bank. Lastly, there is the System model where it depends
on understanding, community, and trust. There is a
compassionate and caring approach from the management.
Psychological ownership forms the basis of employee
orientation. In this model, mental result of the employees is
self-discipline. Equally, the result of performance is the
commitment, organizational goals and passion an excellent
example of this model is a corporate firm.C. The reasons behind
different models’ application are that various organizations
have different cultures. There exist some agencies that
encourage relationship among employees and employer while
other organizations like the military do not function properly if
there is no strict leadership from the control group.D.
Considering that the culture in GM is changing for the better,
the organization is implementing the supportive model. The
model has resulted in the culture of the organization since there
is a reward by the employees once the "Speak Up concerning
Safety" and the management has now implemented the
communication that the employees need to raise more awareness

25. concerning safetyE. Formerly, the organization was not
operating on an organizational model since it is an automobile
manufacturer with the set code of ethics the company is
expected to live up. Equally, the company was not operating in
an organizational model that has a unique identity, and there
was the loss of many lives (Kuppler, 2014). Currently, Mary
Barra has started the changes in the organization that GM is to
make a conscious effort in operating at the correct model in the
group.F. Personally, I do not feel that there is a drastic shift in
the motivational model as the model trends in the organization.
The organizational model has the same objective includes the
willingness in exerting the high level of the efforts in reaching
the goals and objectives of the team with a conditional effort
and the ability of safety for the needs of the individuals
(Kuppler, 2014). Indeed, the organizational model has different
objectives in the other different perspectives including shifting
the drastic models.
References
French, R., & Schermerhorn, J. R. (2008). Organizational
behavior. Hoboken, NJ: John Wiley & Sons.
Kuppler, T. (2014). The GM Culture Crisis: What leaders must
learn from this culture case study. Retrieved November 17,

26. 2017, from http://switchandshift.com/the-gm-culture-crisis