Organizational Culture at Chrysler - 2332 Words

Organizational culture Organizational culture can loosely be defined as the shared assumptions, beliefs, and normal behaviors (norms) of a group. These are powerful influences on the way people live and act, and they define what is normal and how to sanction those who are not normal. To a large degree, what we do is determined by our culture. Organizational culture is similar to, say, regional culture. The same person in different organizations (or parts of the same organization) would act in different ways. Culture is very powerful. (One example is the cultural change effort at British Airways, which transformed an unprofitable airline with a poor reputation into a paragon of politeness and profit). An example: Cultural change at†¦show more content†¦Rather than have a small number of people control new products, Jeep/Truck product manager Jeff Trimmer said planners were speaking out for customer wants and needs in the initial stages...and working along with each of the various functional groups...The role becomes more advisory. Everyone who would be involved participated to harness the best ideas and creativity. Even the assembly line workers were included; with the new Ram trucks, they were working with engineers six months before production started. Mechanics were consulted early, to help prepare the cars and trucks for real-life maintenance. Product teams followed vehicles through their development to identify systems and process issues. Today, we feel we have a lot more facts, and more of a groundswell of information that comes from groups of people who know exactly what were trying to do, reported Robert Johnson of Dodge Trucks. Agreeing on Objectives One change which helps to keep projects pure is setting down objectives clearly, at the beginning. Core objectives were agreed on at the beginning by all parties; because Everybody agrees up front and we stick to the plan, (Bernard Robertson, Jeep/Truck team), there were no last-minute changes in focus, which can result in expensive disasters (such as the Corvair, Vega, and Fiero). Because everyone was involved in setting goals, they took responsibility for living up to them. Learning Changes in the way cars were made beganShow MoreRelatedOrganizational Culture Of The Chrysler Group1283 Words   |  6 Pagesare several layers of organizational culture. Three of which consist of observable artifacts, espoused values and basic assumptions. The Chrysler Group has a certain culture that has existed for decades. Due to the fact that they had to file bankruptcy, this culture needed to be changed. The observable artifacts in the Chrysler Group were the fact that they were known to have drastic price cuts when they found out that sales had decreased (Kreitner, Kinicki, 2013). The Chrysler Group had the idea thatRead Moreorganizational behavior Essay1748 Words   |  7 Pagesassumptions associated with Chrysler’s culture? Explain. 2. How is Mr. Machionne trying to improve the PE fit of his direct reports? 3. Use the competing values framework to diagnose Chrysler’s culture. To what extent does it possess characteristics associated with clan, adhocracy, market, and hierarchy cultures? Discuss. 4. Begin by looking up Chrysler’s mission or vision statement on the company’s website. Now answer the following question: To what extent is the culture type you identified in questionRead MoreGeneral Strategic And Cultural Change At Chrysler Group1582 Words   |  7 Pages****** 1. Sergio Marchionne Undertakes Major Strategic and Cultural Change at Chrysler Group (p.86) ********************************************************************************************************** 2. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler s culture. Explain Student Answer: According to the text, there are three layers of organizational culture: observable artifacts, espoused values, and basic assumptions (Kreitner KinickiRead MoreThe Culture of Chrysler Essay693 Words   |  3 PagesThe Culture of Chrysler What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? An observable artifact is defined as the physical manifestations of an organization. These artifacts can include a company’s dress code, stories about the company and rituals within the company. The main observable artifact that Chrysler had and the reason Mr. Marchionne was upset about was the way manager Fong doubled rebates in order to make sales. This tacticRead MoreResearch838 Words   |  4 Pageswith Chrysler’s culture? An observable artifact is defined as the physical manifestations of an organization. These artifacts can include a company’s dress code, stories about the company, and rituals within the company (Kreitner amp; Kinicki, A.2013). The main observable artifact that Chrysler had, and the reason Mr. Marchionne was in distress was about, was the way manager Fong doubled rebates in order to make profit from the dealership sales. This approach was part of the culture that led the companyRead MoreOrganizational Behavior ( Ob ) Studies The Influence That Individuals, Groups, And Organizational Structure1486 Words   |  6 PagesOrganizational behavior (OB) studies the influence that individuals, groups, and organizational structure have on behavior within organizations. More succinctly, it is the study of how people interact in organizations. This paper will briefly review the following five topics that are included in the organizational behavior study process: 1. Managerial Functions 2. Corporate Culture 3. Organizational Culture 4. Strategic Planning 5. Tactical Planning â€Æ' Managerial Functions Management is theRead MoreExample of an Organizational Conflict819 Words   |  3 PagesOrganizational Conflict Example Conflict Overview There were many potential benefits that were thought to gained through the merger of the U.S. Chrysler Corporation and the German Daimler Group. First of all, the combined product lines from each company complemented each other well and each would benefit from a more comprehensive product line. Chrysler focused on comparatively lower cost cars and sport utility vehicles while Daimler and Mercedes primarily operated in the luxury market. As a resultRead MoreThe Daimler-Chrysler Merger: a New World Order?1202 Words   |  5 PagesCase No. : 3 The Daimler-Chrysler Merger: A New World Order? In May 1998, Daimler-Benz, the biggest industrial firm in Europe and Chrysler, the third largest carmaker in the US merged. The carefully planned merger seemed to be a ``strategic fit.’’ Chrysler with its lower-priced cars, light trucks, pickups, and its successful minivans appeared to complement Daimler’s luxury cars, commercial vehicles, and sport utilities. There was little product-line overlap with the exception of the Chrysler’sRead Moreâ€Å"a Cultural Mismatch† Essays997 Words   |  4 PagesChapter Nine (Organizational Design, Culture, and Change) Application Case: â€Å"A Cultural Mismatch† 1) Based on the experiences of Chrysler and Diamler-Benz AG, what is the importance of culture in the change process? Culture effects performance! Each structural culture operates differently; in order for them to properly function they must combine their processes. These processes would include management styles, pay structures, capacity to communicate, compromise, understanding and acceptingRead MoreThe Theory, Organizational Behaviors, And The Interconnectedness Of Employees1221 Words   |  5 Pagesits culture and behaviors from an occurred situation. This includes the organization realizing a repeated pattern of behaviors that is not growing or helping the organization in the right direction. When organizations admit to certain truths or facts and acknowledge flawed behaviors, then change can start. Organizations attempt to change by restructuring and reorganizing the company. Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning