Analyzing The Mission Statement On Chrysler's Adhocracy Culture

The mission statement on Chrysler’s website is “The Group’s commitment: reduction of environmental footprint, safety and connected vehicles, increasing product competitiveness” (Fiat Chrysler Automobiles, 2014, para. 1). In question two, the culture of Chrysler was identified as an adhocracy culture. Its mission statement supports this culture, as well as the other cultures shown in the CVF. Just as was noticed when answering question two, there are signs of all four cultures in the mission statement. Since Mr. Marchionne had to break the bureaucracy and allow people to step up and show their talents and skills, he was able to nurture “the creation of innovative products and services by being adaptable, creative, and fast to respond to

changes in the marketplace” which are the characteristics of an adhocracy culture (Kreitner & Kinicki, 2013). Becoming sustainable was the only way Chrysler was going to be able to continue to exist, and the mission statement provides such values for the company to go in that direction.
Sustainability is defined as “a company’s ability to make a profit without sacrificing the resources of its people, the community, and the planet (Kreitner & Kinicki, 2013, p.

64). If this had not taken place, the company’s future would have remained grim. Many negative decisions had been made by the previous management, which cost the company an immense amount of money, and this stood in the company’s way of being profitable. It did not take Mr. Marchionne long to notice the negative impacts on the company. Mr. Marchionne and his team were able to achieve sustainability because the managers he put in place successfully motivated the organization. This is why Mr. Marchionne cleaned house per say, but it is the reason why “Chrysler’s restoration has been admirably methodical” too (Debord, 2011, para. 10). The team he created by using the proper PE fit, understood the organization’s “footprint,” and it continues to do so today in the same manner (Fiat Chrysler Automobiles, 2014, para. 1). Chrysler’s footprint is the overall environmental and social costs which Mr. Marchionne undoubtedly understands (Lueneburger, 2014). Sustainability was reached due to his leadership style of allowing those under him to make decisions and be accountable for such decisions (Sergio Marchionne (CEO Fiat and Chrysler), 2011). He encouraged his handpicked managers to take risks and think outside of the box (Kreitner & Kinicki,

2013).
Mr. Marchionne continues to increase product competitiveness as he begins a “broad strategic plan that is supposed to deliver a massive boost in sales and match profitability” (Marchionne magic, 2014, para. 1). Mr. Marchionne and his team have filled the gap and successfully motivated the organization in accomplishing its mission. Together they have worked to correct the reduction of “environmental impacts throughout the entire vehicle life cycle”, create safer vehicles “with a specific focus on all aspects of safety (active, passive and preventive) and on the development of efficient info-mobility systems,” and increase product competitiveness “with a focus on new vehicle architecture, performance, comfort and perceived quality” (Fiat Chrysler Automobiles, 2014, paras. 3-5). Mr. Marchionne brought a certain energy to Chrysler and continues to lead with this same energy that allows innovation for company growth (Kreitner & Kinicki, 2013). By doing so, the mission statement that thrusts at all cultures definitely fulfills that of an adhocracy culture where innovation and growth are key while allowing the company to have an external focus with flexibility.