Gm organizational change
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what is organizational change, quick analysis about organizational change of GM, general change process of any organization.
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General motors' exit from indian market
After a long but unprofitable stint at India's automobile market, General Motors has finally decided to wind up its sales operations, as well as sell off one of its two manufacturing units. What led to this sudden decision? Who is at fault and for what reasons? Who all are affected? What will be the effect of this and who is going to suffer the most? View this brief presentation to find out !!!!
General Motor Strategic Management Analysis
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
General Motors - complete report
This document provides an analysis of General Motors' strategic management project. It includes an executive summary of GM, its mission and vision statements, objectives, strategies, brands, vehicle engines/transmissions, marine engines, and services. It also contains SWOT, EFE, IFE, competitive profile, SPACE, and QSPM matrices that analyze GM's internal/external factors. Business strategy recommendations focus on increasing electric/hybrid vehicles and markets in areas like India and Thailand while addressing threats like declining light vehicle demand, rising fuel prices, and increased healthcare costs.
General motor strategic management report
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This PPT says about the unethical practises practised by the company and how ethics plays its role in the business world
General Motors 2005: Crisis and Way Out
In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
General Motors_Strategic Management
General Motors formed several strategic alliances in Asia to gain access to new technologies and lower production costs. This included joint ventures with Toyota and Isuzu, equity partnerships with Suzuki and Nissan, and taking management control of Daewoo. GM also partnered with components suppliers in Japan through joint ventures and equity stakes. However, GM's Asian partners often benefited more from the partnerships by using GM's investments and knowledge to later compete against the company. This contributed to GM's declining market share in the US from over 40% in the late 1970s to under 30% by the late 1980s. To address this, GM needs to consider more centralized control, effective ownership stakes, or decentralized relationships to better manage partnerships
Hyundai motors
The document summarizes information about Hyundai Motor Company and its operations in India. It discusses that Hyundai is a South Korean automaker founded in 1967 and is now the fifth largest automaker globally. In India, Hyundai Motor India Ltd is a wholly owned subsidiary established in 1996 and is now the second largest car manufacturer in the country, selling 10 models. The company aims to provide high quality vehicles while being responsible stewards of the environment and community.
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General motors' exit from indian market
After a long but unprofitable stint at India's automobile market, General Motors has finally decided to wind up its sales operations, as well as sell off one of its two manufacturing units. What led to this sudden decision? Who is at fault and for what reasons? Who all are affected? What will be the effect of this and who is going to suffer the most? View this brief presentation to find out !!!!
General Motor Strategic Management Analysis
Best report of Strategic Management . We apply these tools strategic formulation, implantation and evaluation on general motor very effectively. we hope u will got help from this report. .
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This document provides an analysis of General Motors' strategic management project. It includes an executive summary of GM, its mission and vision statements, objectives, strategies, brands, vehicle engines/transmissions, marine engines, and services. It also contains SWOT, EFE, IFE, competitive profile, SPACE, and QSPM matrices that analyze GM's internal/external factors. Business strategy recommendations focus on increasing electric/hybrid vehicles and markets in areas like India and Thailand while addressing threats like declining light vehicle demand, rising fuel prices, and increased healthcare costs.
General motor strategic management report
full fill the requirements of strategic formulation, strategic implimentation, strategic evaluation. By my group members
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This PPT says about the unethical practises practised by the company and how ethics plays its role in the business world
General Motors 2005: Crisis and Way Out
In 2005, General Motors (GM) – the world's largest automotive manufacturer is now stepping to the point, where strategic thinking, planning and breakthrough are necessary. Three consecutive years of global market share declines, high pressure from world-class competitors, health care and retirement burdens, and rapid changes in consumer profile are the reason of that. How GM should minimize such threats and in the same time capture potential opportunities with its strengths is very interesting issue in term of strategic management and policy.
This presentation was composed to fulfill the requirement of my masters degree subject. The analysis and solution in this presentation were originated from a business case blended with my knowledge, research and idea. Even though, they may not 100% correct, or not reflect the current situation and solutions of GM, I still hope that this presentation would help those who is interested the situations occurred in 2005
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General Motors formed several strategic alliances in Asia to gain access to new technologies and lower production costs. This included joint ventures with Toyota and Isuzu, equity partnerships with Suzuki and Nissan, and taking management control of Daewoo. GM also partnered with components suppliers in Japan through joint ventures and equity stakes. However, GM's Asian partners often benefited more from the partnerships by using GM's investments and knowledge to later compete against the company. This contributed to GM's declining market share in the US from over 40% in the late 1970s to under 30% by the late 1980s. To address this, GM needs to consider more centralized control, effective ownership stakes, or decentralized relationships to better manage partnerships
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The document summarizes information about Hyundai Motor Company and its operations in India. It discusses that Hyundai is a South Korean automaker founded in 1967 and is now the fifth largest automaker globally. In India, Hyundai Motor India Ltd is a wholly owned subsidiary established in 1996 and is now the second largest car manufacturer in the country, selling 10 models. The company aims to provide high quality vehicles while being responsible stewards of the environment and community.
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General Motors is a global automaker headquartered in Detroit. [1] It aims to be the world leader in transportation through continuous improvements and innovation. [2] GM faces challenges from falling US market share and the economic downturn, but sees opportunities in expanding globally and developing more fuel-efficient vehicles. [3] It uses differentiation across its brands like Cadillac, Chevrolet, and GMC.
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GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
General motors
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G E N E R A L M O T O R S
General Motors is the worldwide leader in car manufacturing, producing around 83 lakh vehicles annually across 43 countries. In India, GM strengthened its presence through new launches like the Chevrolet Optra and Chevrolet Tavera. GM India's plant in Halol produces various models and aims to register a 90% growth in sales from 2005 to 2006. The company focuses on quality and technological innovation to provide superior customer value.
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General Motors filed for Chapter 11 bankruptcy in June 2009 after facing a liquidity crisis due to declining sales and revenues exacerbated by the global financial crisis. The company received $13.4 billion in federal loans from the US government to restructure its operations and reduce costs. However, GM still faced challenges emerging from bankruptcy due to lingering brand issues, an unfavorable shift in consumer preferences away from trucks, and the potential for government influence over product decisions as the largest shareholder.
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General Motors faced huge losses in the early 1990s due to inefficient operations and a bloated workforce. Their first restructuring in 1991 closed plants and laid off workers but did not go far enough, as competitors improved and GM's market share continued to drop. A second restructuring in the mid-1990s consolidated operations, reduced models, implemented lean manufacturing techniques like just-in-time inventory, and outsourced more assembly tasks. This made GM more efficient and profitable, allowing them to surpass Ford by 2002 through improved productivity, quality, and profitability.
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- A SWOT analysis found strengths in their brand reputation and technological advancements, but also weaknesses like recalls and threats from increasing competition.
- BMW uses strategies such as product development, market expansion, and moving into emerging markets for continued growth. They aim to treat customers like family and provide more
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General Motors is a multinational automobile manufacturer founded in 1908 and headquartered in the United States. It employs about 266,000 people worldwide and manufactures cars and trucks in 35 countries under brands like Chevrolet, Cadillac, GMC and more. While once the ninth largest publicly traded company, GM has struggled financially in recent years, losing $38 billion in 2007. It now needs to focus on revising its strategic plan to incorporate alternative fuel vehicles and remain competitive against companies like Toyota, Ford, and Honda.
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This document provides a summary of a case study on General Motors from 2005. It discusses GM's losses in the first two quarters of 2005 due to issues in North America operations. To address this, GM adopted a strategy of offering employee discounts to boost sales by 47% and increase its market share. The document also provides overviews of GM's products, mission, vision, history, current situation, organizational structure, financial analysis, SWOT analysis, competitor analysis, and recommendations.
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Gm Marketing Strategy1[1]
General Motors is a global automaker headquartered in Detroit. [1] It aims to be the world leader in transportation through continuous improvements and innovation. [2] GM faces challenges from falling US market share and the economic downturn, but sees opportunities in expanding globally and developing more fuel-efficient vehicles. [3] It uses differentiation across its brands like Cadillac, Chevrolet, and GMC.
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GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
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General Motors is a large multinational automaker headquartered in Detroit, Michigan. The document outlines GM's vision, mission, brands, global sales, models, pricing, environmental analysis, competitors, SWOT analysis, and financial results. It was presented to discuss GM's management style, marketing strategies, and distribution network.
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General Motors is the worldwide leader in car manufacturing, producing around 83 lakh vehicles annually across 43 countries. In India, GM strengthened its presence through new launches like the Chevrolet Optra and Chevrolet Tavera. GM India's plant in Halol produces various models and aims to register a 90% growth in sales from 2005 to 2006. The company focuses on quality and technological innovation to provide superior customer value.
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This document discusses several mergers and acquisitions in the automotive industry and some of the challenges they faced. It summarizes the Daimler-Chrysler merger in 1998 that created the world's third largest automaker but struggled with cultural differences between the German and American companies. Specifically, it highlights issues around leadership styles, decision-making processes, and national cultures that hindered realizing synergies from the merger. The document stresses the importance of integrating company cultures, having a clear strategic goal, understanding customer demands and markets, as well as involving employees in change execution to help mergers succeed.
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The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
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General Motors filed for Chapter 11 bankruptcy in June 2009 after facing a liquidity crisis due to declining sales and revenues exacerbated by the global financial crisis. The company received $13.4 billion in federal loans from the US government to restructure its operations and reduce costs. However, GM still faced challenges emerging from bankruptcy due to lingering brand issues, an unfavorable shift in consumer preferences away from trucks, and the potential for government influence over product decisions as the largest shareholder.
General motors case study
General Motors faced huge losses in the early 1990s due to inefficient operations and a bloated workforce. Their first restructuring in 1991 closed plants and laid off workers but did not go far enough, as competitors improved and GM's market share continued to drop. A second restructuring in the mid-1990s consolidated operations, reduced models, implemented lean manufacturing techniques like just-in-time inventory, and outsourced more assembly tasks. This made GM more efficient and profitable, allowing them to surpass Ford by 2002 through improved productivity, quality, and profitability.
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Toyota launched the Aygo mini-car in Europe through a joint venture called Toyota Peugeot Citroën Automobiles (TPCA) with Peugeot and Citroën. The Aygo had over 93% common parts between Toyota, Peugeot, and Citroën models. It targeted younger customers and had low emissions. Toyota used innovative marketing strategies like viral marketing and sponsoring music events to promote the Aygo to its target demographic. The alliance helped Toyota enter the new mini-car segment and gain economies of scale through a shared factory while learning from PSA's European market expertise and supplier relationships.
Case analysis on bmw
BMW is a German automobile company founded in 1916. It is known for luxury vehicles and sports cars. Some key points:
- BMW focuses on high quality and innovation in their vehicles. Their mission is to sell products with the highest quality and integrity.
- Their main competitors are Audi, Mercedes, Lexus, and Porsche. They have adopted strategies like differentiation to gain competitive advantages over rivals.
- A SWOT analysis found strengths in their brand reputation and technological advancements, but also weaknesses like recalls and threats from increasing competition.
- BMW uses strategies such as product development, market expansion, and moving into emerging markets for continued growth. They aim to treat customers like family and provide more
Aig scandal
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General Motors is a multinational automobile manufacturer founded in 1908 and headquartered in the United States. It employs about 266,000 people worldwide and manufactures cars and trucks in 35 countries under brands like Chevrolet, Cadillac, GMC and more. While once the ninth largest publicly traded company, GM has struggled financially in recent years, losing $38 billion in 2007. It now needs to focus on revising its strategic plan to incorporate alternative fuel vehicles and remain competitive against companies like Toyota, Ford, and Honda.
Xerox & Fuji Xerox
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
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Toyota Motors is one of the leading automobile brands globally. It was founded in 1933 in Japan and started automobile manufacturing in 1937. After World War 2, Toyota expanded globally and now dominates markets in Europe, America, and Asia. In China, Toyota faced challenges due to the legacy of World War 2 but overcame obstacles through fuel efficient cars and low pricing. It established joint ventures and factories in China to train personnel and develop the automobile industry locally. Currently, Toyota has nine production companies and four distributors in China and continues contributing to China's automobile sector development.
Chysler fiat
The 2009 strategic alliance between Chrysler and Fiat provided both companies opportunities to address weaknesses. Chrysler gained access to Fiat's fuel efficient vehicle platforms and technology to comply with its government bailout conditions, while Fiat gained entry into the lucrative North American market. However, challenges integrating the corporate cultures and brands exist. The alliance allowed both companies to survive the economic crisis but synergies have been slow to realize. Fiat has continued restructuring in Europe with job cuts due to financial losses while Chrysler's new Dart model from the alliance has struggled with slow sales.
Ford Motor Strategic Management
Ford Motor Company is the largest industrial company in US history. Henry Ford founded the company in 1903 and pioneered mass production techniques, including the moving assembly line. By 1924, Ford produced the 10 millionth Model T car. Currently, Ford faces competition from Toyota, GM, Honda, and others but has maintained a strong brand and market share in North America through innovation. Ford aims to deliver profitable growth through its "One Ford" strategy of having one team, plan, and goal.
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Toyota Motor Corporation is the world's largest automaker, selling over 7.5 million vehicles annually worldwide. Toyota was founded in 1937 and has been shaped by Japanese values and principles of quality and efficiency. Toyota pioneered the just-in-time manufacturing system to minimize waste and costs. While Toyota dominated the Japanese market for decades, it began facing challenges in the 1990s from losing market share to competitors and appealing to younger buyers in Japan. Toyota embarked on an aggressive restructuring by developing new youth-oriented models, improving dealer networks, cutting costs and streamlining operations to reinforce its position as the top automaker in Japan.
#Toyota
Toyota is the world's largest automaker by revenue. It sells vehicles in 170 countries through 53 overseas manufacturing companies. Toyota is known for its reliable and fuel-efficient vehicles like the Corolla and Prius hybrid. Through careful market research and targeting different customer segments, Toyota offers a wide range of affordable and luxury vehicles. This product diversity, along with a focus on quality, innovation, and understanding local markets, has allowed Toyota to become significantly larger than other automakers and highly successful worldwide.
Toyota
Toyota is the world's largest automaker by revenue. It sells vehicles in 170 countries through 53 overseas manufacturing companies. Toyota is known for its reliable and fuel-efficient vehicles like the Corolla and Prius hybrid. Through careful market research and targeted branding of its Lexus and Scion brands, Toyota understands different customer segments and their priorities. The company invests heavily in R&D, achieving industry-leading innovations in hybrid and hydrogen fuel cell technology. With efficient "lean" production methods, Toyota can meet global demand while maintaining high quality standards, leading to widespread popularity and admiration as a car manufacturer.
Gm corporation (long verrsion) copy (1)
General Motors Corporation (GM) is the world's largest automaker, employing 284,000 people worldwide. Headquartered in Detroit, GM manufactures vehicles under brands like Chevrolet, Buick, GMC, Cadillac, and more. In 2006, GM sold over 9 million vehicles globally. While once dominant in the US, GM has faced declining market share since the 1970s from increased competition. GM operates in over 33 countries and has partnerships with other automakers. The company aims to strengthen brands like Chevrolet and Cadillac. One recommendation is for GM to further penetrate the large Chinese market to regain customers and reputation.
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Toyota was established in 1937 and is now the world's third largest automaker. It produces over 5.5 million vehicles annually. Toyota uses the 4 P's of marketing - product, price, place, and promotion. It has strengths in financial standing, customer loyalty, and fulfilling corporate responsibility. However, opportunities remain in marketing to younger buyers and developing more fuel efficient small cars. Toyota's success is due to its manufacturing flexibility and understanding diverse customer needs globally.
Japanese Marketing Case Study52
Since first industrial revolution, huge amount of products emerged, eftsoons disappeared. Internal appetite to move it smoothly, or unburden, call to react on these consumer needs, automobile world had been changed our surrounding, enable to attain the goal. That might be crunch time around European Union, but there the birth place of seed for original evolution.
Toyota company.jub
Toyota is a Japanese automaker that began as a textile company in 1926. It established an automobile department in 1933 and became Toyota Motor Corporation in 1937. Toyota produces a variety of passenger vehicles and commercial trucks. It is known for innovations like hybrid electric vehicles and its Toyota Production System. Toyota has a global presence with manufacturing in over 26 countries. It focuses on high quality, fuel efficiency, and environmental sustainability.
Business & Business Environment
This slide I have made for those who are interested in starting a business. From the slide the new business comers will learn many more things about a business and also environment of business.
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Toyota traces its origins to 1924 when Sakichi Toyoda founded Toyoda Automatic Loom Works. In the 1930s, his son Kiichiro began studying automobile production and established a research laboratory. Toyota aimed to develop a unique Japanese production system considering the country's limited resources and population's skills. Toyota has since grown to become a global leader in the automotive industry with over 50 manufacturing plants worldwide. It offers a wide range of vehicles including cars, SUVs, trucks and hybrid models. Toyota is known for its focus on quality, durability, innovation and environmental friendliness.
Week13
Toyota experienced a downfall worldwide due to various factors such as a 4% decrease in sales from 2008 to 2009 due to the Lehman shock. Toyota is trying to bounce back by implementing the 80-point principle of focusing on achieving at least 80 points across all qualities rather than pursuing individual functions, and differentiating old models from competitors. The document examines the causes of Toyota's downfall and strategies for recovery.
Saturn an image makeover
The Saturn Corporation was established in 1985 as a subsidiary of General Motors to compete with successful Japanese automobile imports. Initially, Saturn marketed itself as a "different kind of car company" focused on customers, employees, and communities. It was successful early on but always missed profit targets. By 2008, Saturn planned to significantly expand its portfolio but struggled amid the economic downturn. Ultimately, Saturn failed because GM insisted on centralized control and demanded Saturn conform to traditional practices, despite its innovative culture being key to its early success. GM discontinued the Saturn brand in 2009.
GM Strategic Audit
This document summarizes the history and strategic problems of General Motors. It outlines GM's leadership in automobile production through the 20th century but also its struggles in recent decades due to competition from Asian brands and an overly reliance on trucks and SUVs. The document identifies problems with GM's brand identities and lack of competition in certain market segments. It provides recommendations for GM such as spinning off the Corvette brand, rebranding GMC to compete with Jeep, embracing its American identity, and entering new vehicle categories to strengthen its position.
BOOK SUMMARY OF: Alfred Sloan\'s My Years With General Motors
You have seen the decline of GM. But are you familiar with its rise? General Motors was the company that invented the phrase \'professional management\'. The co on which Peter Drucker wrote his book on Corporations. The one book to be read on management, acc to Bill Gates. Now in a summary by Ravi Raj Sagar.
Toyota: Creating Value
Toyota was founded in 1933 by Kiichiro Toyoda and is now the second largest automaker. It responded well to the 1973 oil crisis by launching fuel-efficient models like the Corolla and Corona. Toyota uses the 4 P's of marketing - it offers a wide variety of products across segments and prices vehicles affordably while promoting through various channels. It differentiates itself through efficient production, meeting demand surges cost-effectively, and providing reliable service. Toyota has been successful due to its innovative assembly methods, global production network, and focus on quality, fuel efficiency, and the environment.
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Check out our June display of books on voluntary organisations
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Gm organizational change
- 1. A process in which a large company or organization changes its working methods or aims, for example in order to develop and deal with new situations or markets: Sometimes deep organizational change is necessary in order to maintain a competitive edge. Organizational change : A Brief Introduction Harshita.P.V
- 2. The organization must follow three steps for successful change management Unfreezing Changing Refreezing Lewin’s force field theory of change
- 3. Organizational Change: Case Study of General Motors Harshita.P.V
- 4. About General Motors • The worlds second largest auto manufacturing company • Founded on September 16, 1908; 110 years ago • Situated in the united state with its head quarter at Detroit. • Number of locations – 396 facilities on six continents • Production output – 83,84,000 vehicles (2018) • Revenue - $147.049 billion (2018) • Founders – William C. Durant
- 6. Change Management at General Motor General motor established in 1908, that time company was the sole carmaker dealer in the region, e.g. Michigan Alfred salon, due to his leadership the company was producing new style and design car every year. In 2001, the sale graph of the GM was in declined trend, because the Toyota had captured the market, this way the GM received loan from American government and Canadian government to support the company in that crises period. During 2009, the company had faced a bankruptcy and had closed several brand and sold out to china based company.
- 8. In the year 2010 due to organizational changes GM Corporation By 2014 leadership was resistant to change Edward Whitacre was the new person introduced to take over General motors company . GM Company ( new corporation was born)
- 9. Types of changes Structural change Cost change Process change and cultural change
- 10. Thankyou