Essays on Evaluation of the Volkswagen 2011 Emissions Scandal Case Study

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The paper "Evaluation of the Volkswagen 2011 Emissions Scandal" is a great example of a case study on management. Leadership plays a critical and vital role in the development and execution of overall organizational development and wellbeing in the global market. In this case, through a number of evaluations, analyses argue that the ultimate success and failure of any venture originates from the type and nature of leadership approach and style applied (Trahms, Ndofor, and Sirmon, 2013, p. 1279). Thus, in the most dominant crisis and failures in the global market have been attributed to the leadership approach applied, However, this should be understood to imply that although this cannot be linked to the leadership approach alone, the leadership approach has an influence on all aspects that shapes such a challenge in the market.

This analysis offers a critical evaluation of the Volkswagen 2011 emissions scandal as one such major crisis in the market. Context Analysis The Volkswagen Company has over the years been a rising market giant in the automobile industry. The automobile industry has faced a number of market competitions from other ventures such as Ford and the GM Corporations among others.

This led the venture into declaring a vigorous expansion and growth strategy to expand and exceed its market competition. One such expansion strategy was the development of new Volkswagen vehicle models. The only barrier was that in order to acquire an inspection and authorization certificate in Germany, it was required to pass an emission test, where the vehicles were supposed to have an emission level in line with the overall market regulations, as a means of conserving the environment (Whiteman and Hoster, 2015, p. 38).

The challenge was that the developed design had been developed in a rush and thus had their emission levels higher than the allowed legal limits. This led the company to devise new software that could help cheat the test results. Through the use of the software that was allegedly installed in over 2 million vehicles the company successfully showcased that the vehicles had a lower emission rate. However, this was not the reality as it would later be established, and the company top executive would admit.

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