Com 600 Final Project Subjects - Company: General Motors

Com 600 Final Project Subjects Company: General Motors Communication Subject

Com 600 Final Project Subjects Company: General Motors Communication Subject: These General Motors documents chronicle upper management’s handling of a known defect in their automobiles. Sample Article: Now Is Your Chance to Get a Look at the First Batch of GM Documents

Paper For Above instruction

Introduction

The automotive industry is one characterized by intense competition, technological innovation, and high stakeholder expectations. One of the most critical aspects for automobile manufacturers like General Motors (GM) is effective communication, especially during crises that threaten brand reputation and consumer trust. This paper adopts the role of a communication consultant analyzing GM’s organizational communication strategy regarding a documented defect in their vehicles. The analysis will focus on identifying key leaders influencing communication, describing organizational operations through a systems theory lens, elucidating GM’s mission, vision, and culture, and outlining the internal and external audiences for GM’s communication efforts.

Key Leaders Affecting Organizational Communication

At the core of General Motors' communication framework are its top executives, notably the CEO, the Vice President of Communications, and the heads of product safety and quality assurance. The CEO sets the tone for corporate transparency and accountability, especially during product crises. For example, during the known defect scandal, GM’s leadership faced pressure to communicate promptly and transparently to sustain consumer confidence. The Vice President of Communications plays a pivotal role in managing message dissemination, ensuring consistency across internal memos, press releases, and media interviews. Other senior leaders, including the Chief Safety Officer and Regional Managers, influence operational responses and communication strategies tailored to specific markets and demographics. These leaders collectively shape the organization’s crisis communication approach, demonstrating the importance of leadership visibility and credibility.

Organizational Operations from a Systems Theory Perspective

Applying systems theory to GM’s operations involves viewing the organization as a complex network of interrelated components, including manufacturing, research and development, quality assurance, marketing, and customer service. Communication flows bidirectionally within these subsystems, facilitating coordination and adaptation. During the defect crisis, GM’s manufacturing units identified the defect, while Quality Assurance and R&D worked on remediation strategies. The marketing and communication departments crafted messages to inform consumers and stakeholders, balancing transparency with brand preservation. External feedback, such as consumer complaints and media reports, fed back into the system, prompting adjustments in communication and operational responses. This interconnectedness underscores GM’s reliance on effective internal communication channels within a dynamic environment characterized by rapid information exchange and decision-making.

Mission, Vision, Goals, and Organizational Culture

GM’s mission emphasizes producing innovative, safe, and reliable transportation solutions that meet consumer needs and foster sustainable mobility. The company's vision focuses on leading the transformation toward electric and autonomous vehicles, aiming to improve safety, efficiency, and environmental impact. GM’s goals include enhancing product quality, advancing technological innovation, and strengthening customer relationships. A core element of GM’s organizational culture is commitment to safety, accountability, and continuous improvement. This culture underpins how GM approaches crisis communication—prioritizing transparency, speed, and stakeholder engagement. The dedication to safety and innovation shapes communication narratives that highlight GM’s efforts to rectify issues and regain consumer trust after defects are disclosed.

Internal and External Audiences of GM’s Communication

GM’s internal audiences encompass employees across manufacturing plants, R&D facilities, customer service teams, dealers, and management personnel. Effective internal communication ensures alignment of operational responses with corporate policies and maintains morale during crises. External audiences include customers, regulatory agencies, shareholders, media, local communities, and advocacy groups. For example, during a defect crisis, GM’s communication targeted external audiences through press releases, social media updates, and direct customer notifications to manage perception and demonstrate accountability. Transparency and consistency are essential in addressing stakeholder concerns, and tailored messaging is crucial for diverse external audiences to foster trust and credibility.

Conclusion

Analyzing GM’s organizational communication concerning a known vehicle defect reveals the centrality of leadership in shaping responses, the interconnectedness of operational systems, and the importance of tailored messaging for both internal and external stakeholders. By understanding these dynamics, GM can better strategize its crisis communication to protect its reputation and ensure stakeholder confidence in its ongoing commitment to safety and innovation.

References

Getz, T. (2012). The CEO’s Guide to Crisis Management. Routledge.

Coombs, W. T. (2014). Ongoing Crisis Communication: Planning, Managing, and Responding. SAGE Publications.

Fisher, C. D., & Brown, M. (2019). Building a Culture of Safety: Organizational and Leadership Approaches. Safety Science Journal.

Liu, B. F., & Coombs, W. T. (2014). Issues in Crisis Management. Routledge.

Hannah, D. R., & Lester, P. B. (2009). Appraising Leadership Effectiveness Across Cultures. Journal of Business Ethics.

Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business Review Press.

Barnett, W. (2010). The Role of Corporate Culture in Crisis Management. Business Horizons.

Argenti, P. A. (2013). Corporate Communication. McGraw-Hill Education.

Seeger, M. W., & Sellnow, T. L. (2011). Communication and Organizational Crisis. Wiley-Blackwell.

Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2010). Effective Crisis Communication: Moving from Crisis to Opportunity. SAGE Publications.