| This study examined the impact of reorganizations on the informal network of a regional operations center within General Motors Corporation (GM). GM underwent a profound reorganization along the lines of lean enterprise in 1998. By examining the patterns of interaction among affected GM employees before, during, and after the reorganization that took place in 1998, the researcher sought to describe micro-organizational processes at work in a theorized realignment between the formal and informal structures within the organization. Surveys were sent to employees and returned to the Researcher to be analyzed. Four respondents were randomly selected for interviews. Results showed that respondents went from working out problems by interacting with coworkers and only seeking out managerial help when the problem could not be resolved before the reorganization, to relying on managerial help at the expense of coworker input at the present time. |
