General Motors

General Motors has moved to a Global Manufacturing System which helps GM operate globally. The GMS emphasizes the importance of communicating to achieve good business results. GM is looking to change their management styles. In the past, the style was to make a decision and tell employees what the decision was and that they had to do it. Changing the management style to create dialogue and to encourage managers to be more open to communication, will open communication channels.

Information richness also plays a role in the goals GM is trying to meet. Employees also need to understand why information makes a difference to them, for example, why should employees care about their market share? Employees need to understand that it affects their retirement and their job security. Helping the lines of communication and understanding will not only benefit the employee with high moral and job satisfaction but GM with better production.

General Motors brought in a new position in 2000, called a Business Communication Integrator. The role of the BCI is to pass on information but break it down so employees are able to understand why the information makes a difference to them. The BCI is a part of the company to help people get past interpersonal barriers such as management and line workers. It is the BCI who help get past the barriers to communication.

Like General Motors, Global Communications was also looking at going global. They were outsourcing to increase profit. GM was also looking to improve their emotional intelligence and organizational communication like Global Communications showing the employees that communication between managers and employees is important. For example, GM is looking to change their style from a autocratic management style to more of a democratic style. By improving on the emotional intelligence and organizational communication, GM will improve employee's organizational commitment. Unlike Global Communications, is showing their employees they want them to be more of a part of the company, GC by not communicating with the Union and the employees hindered the relationships.

Ford has moved in another way, due to a much needed quick recovery of over a billion dollars in 2005. Ford executives came up with a new plan, called the "Way Forward" plan. Anne Steven's Chief Operating Officer stated, "instilling a "change or die" mentality at a company known as one of America's most hidebound institutions. "The company was so successful for so many years," she says, "that most employees were out of touch with the reality of how quickly the marketplace was changing." (Tough Love at Ford) Complexity of managerial situation comes into play with this plan of action. The COO of Ford is getting up a stating this is the way things are going to be and you, the people under me are going to do it. Interpersonal barriers could be seen happening