The paper "Leadership Style of GM Holden Ltd " is a good example of a management case study. Holden is a subsidiary for the lucrative multinational of General Motors. GM Holden Ltd was created in 1856 and began as a saddlery business. It then moved onto the automotive field which allowed it to become a subsidiary of General Motors in 1931. Holden is now an Australian automaker based in Port Melbourne, Victoria. This company has not limited its ventures to Australia alone. It has diversified and spread onto neighboring areas, making the potential and size of the organization considerably larger.
It is in charge of General Motors not only in Australasia but is also partially responsible for the General Motors Daewoo that is prevalent in South Korea. Holden is famous for the diversity and quality it presents. The bodyworks, engines and assembly plants function all over the different states in Australia: Queensland, Victoria and Western Australia. Thus, the entire works of the company are spread onto a very large scale, leaving a huge responsibility on its managers. The company has an interest not only in the production of cars alone.
Like all major auto producers, it also deals with races and participates in racing because of its ample association with cars. Since the 1960s, Holden models have provided the racing fields with a consistent group of domestic touring car racing. It has also established its own racing team. The quasi-factory Holden Racing Team (HRT) has successfully participated in V8 Supercar racing (Toll HSV Dealer Team News). Thus, the organization has not limited itself to the production of cars alone but is also involved in other aspects of auto production.
This allows them to stretch their hemispheres to greater horizons. Though these ventures make for a great deal of commercialism, they also put immense responsibility on the shoulders of the individuals responsible for running the organization. The job of a leader for Holden will be one that incorporates its various sectors and empowers them to run to the best of their capabilities. According to Casey Stengel, player and manager of an American baseball team, a leader’ s is able to get together a group of great players, but the difficult part arises in compelling them to play together (Walker 2002).
With a company like Holden, the responsibility of the managers is to enforce the importance of the repute of this multinational company. As a representative of General Motors, Holden is expected to run at the same successful and profitable standards, thus placing a great deal of responsibility on the leaders of the organization. This essay will discuss the role played by Andrea Grant as HR as the Executive Director of Holden when she was appointed in 2000. Andrea Grant was the first woman to join the Board of Directors at Holden.
When Grant first came into power she was given a very conventional method of leading the Human Resources department. The department kept most of its attention focuses on the administrative and industrial parts of the organization (Robinson 2005). This personnel policy and procedure department had seen very little change, Despite prior efforts to create new leadership programs, the attempts had been futile because of the lack of credibility held by the HR department was immensely low.
Thus, the result was the Grant took power she wanted to bring about two changes within the company. One was to establish a human resources department that gave value to the Holden organization. Her second aim was to assist the organization in creating a capability and culture that allowed it to be able to easily meet with any business challenges that arose in the future.
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