In eight pages this paper contrasts and compares Saturn's early unitarism with General Motors' pluralist organization. Six sources are cited in the bibliography.
Name of Research Paper File: CC6_KShrPluralism.rtf
Unformatted Sample Text from the Research Paper:
landmark article "Marketing Myopia" first published in 1960, Harvards Theodore Levitt argued that the purpose of any business is to first get - and then keep - a customer, that
all other objects of corporate pursuit would fall in line after that. After the American car-buying public discovered the high quality and lower price of Japanese imports during the
international oil crisis of 1973-74, Detroits auto makers began losing their formerly captive purchasing audience. All of the "big three" were greatly adversely affected, but Chrysler introduced the industry-changing
minivan in the mid-1980s and Ford adopted its "Quality is Job One" philosophy in 1981. General Motors (GM) had planned to ride out what it believed to be a
temporary market change. Losing hundreds of millions annually by the early 1980s, GM realized that the industry had changed and that if it were to survive, it would have
to do the same. Employee Relations Changes in the 1980s GM sent task force teams to Japan to tour the manufacturing facilities of
companies such as Toyota and Nissan. They watched in horror as line workers at one plant halted the production line after discovering a quality problem. The speed of
the production line had been a tool that management used against labor in the auto industry from the days of Henry Ford, when the adversarial relationship between management and labor
in the auto industry experienced its beginnings. GM was determined to make changes, but it feared that the traditional philosophy was so ingrained
that it would not be able to make any meaningful changes quickly enough to bring any mid-range benefit to GM. Its answer was to form the Saturn division, a