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When asked to describe the culture at BMW, to do that one must first give a few definitions of the word culture that would give the most accurate description. First would be “The sum of attitudes, customs, and beliefs that distinguishes one group of people from another. Culture is transmitted, through language, material objects, rituals institutions which can be connected to motivation, and art, from one generation to the next.” Motivated employees that show commitment to their tasks has proven to be a crucial factors that help to motivate employees to work in line with the goals and aspirations of the company.
Secondly we would use “Intellectual and artistic activity and the works produced by it.” Thirdly one would use “The behaviors and beliefs characteristic of a particular social, ethnic, or age group.”
At the German BMW Plant, employees there have the perception that their culture is quite unique because the atmosphere is very cheerful and friendly which allow everyone to be at ease with their work. The employees take pride in having the opportunity to express their opinions as well as their likes and dislike in their departmental meetings.
BMW has proven to be a huge competitor in the auto industry with more than $60 billion dollars in sales, which is still much smaller than its American rivals. There are few companies that have been as consistent as BMW in integrating and producing its ever-changing product line, with its luxurious features and its unmistakable quality.
Much of BMW’s highly rated success stems from an entrepreneurial culture that is rare in most corporations but is common in the ideology that the Germanys believe in. With diversity being a priority for the BMW Company still over three quart...
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... one can be and making those around them be the best they can be as well. Also when one has a product that is second to none and one can be a part of a team that done so will give one a since of proud as that the BMW founders have in themselves and what they are able to build. Working in such an environment where diversity is what shows the people who they are and what they have done to make their product on the cutting edge of technology and performance will be an identity that one will be able to walk with your head held high knowing that they are the best.
Works Cited
Alvesson Mats & Berg Per Olof(1992). Corporate Culture and
Organizational Symbolism. Berlin: Walter de Gruyter& Co
Bang Henning(1999). Organisationskultur. Lund Studentlitteratur
Hofsted, Geert(1991). Cultures and Organizations Software of the
mind. McGraw Hill International UK
Lincoln Electric Company has a very distinguished culture, after my readings over the case study it is clear that the strong culture they have prominently reflects their success.
The company’s approach to motivate employees has been working in a positive way. The employees are satisfied with the family style community, and the productivity has increased as well. The company’s style of treating employees as important partners has been successful in other manufacturing companies too. For example, when Honda opened its first factory in the U.S., the CEO and employees shared the same cafeteria, just like Lincoln.
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
In the Fall of 2015, Volkswagen was accused and found guilty of cheating on emissions tests that were put in place by the United States government in order to regulate the amount of harmful gases released when driving vehicles. In the aftermath of the scandal, their CEO Martin Winterkorn was replaced by Matthias Muller who found himself in need of drastically changing the corporate culture in order for VW to once again be a reputable automobile manufacturer. In order to understand why the scandal occurred in the first place an analysis of the historical culture that had dominated the company until recently. Volkswagen was established by the Nazi’s with help from Ferdinand Porsche and the majority of the company continues to be held by his descendants. Nazi Germany is infamously known to have been extremely authoritarian with orders being strictly followed coupled with a unparalleled sense of self-righteousness. This culture inevitably influenced how VW operated and led to it’s CEOs demanding perfection, setting
The organizational culture of the automotive industry is one that underwent a drastic decline between 2008 and 2009 (Goolsbee & Krueger 2015). However, within a few years the Chrysler organization made enhancing adjustments for the better. The catalyst for the transformation from negative to positive within Chrysler organization was Sergio Marchionne, who took radical measures to realign the organizational culture (Kreitner & Kinicki 2013). Through carefully adjusting the espoused value of the company and guaranteeing that they matched the enacted values he was able to generate a high Person-environment fit (PE fit) that guided the company out of bankruptcy. By using attentive deliberation of the Chrysler culture we can learn about the
BMW- differentiation strategy, high price, breadth of product line is moderate, known for their cars being in the shop constantly and high maintenance bills.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Market Segmentation, Positioning and targeting for BMW 1.1 Introduction This report aims to examine the market segmentation, positioning and targeting of BMW (automobile company). BMW will be examined giving information about the company and where it is now and any recommendations that we feel are appropriate. 1.2 BMW Company Profile BMW was formed in 1917, from the merger of two small aero engine makers. Their famous blue and white symbol stems from the colours of the Bavarian Luftwaffe and is said to resemble the view of the one of their plane through a propeller. BMW is renowned for its sporty, sophisticated & luxury image which has been built up since the 1970's with many motor sport victories ranging from Touring Car to Formula 1.
Organizational Structure and Culture of Rolls Royce Rolls Royce is a technology and global leader. They employ 35,200 people and operate in 48 countries. Headquarter is based in England UK. Large manufacturing plants are located in American, Singapore and China.
In a world that has grown increasingly smaller due to mass media, world travel, and readily available information, the workplace has grown increasingly diverse in both gender and cultural aspects. Individuals no longer live and work within the confines of their geographic locations. At almost any position with any company the individual employee is a part of a larger world economy that harvests assets from the ends of the earth. Because of this, companies seek to capitalize on diversity to become more creative and flexible in their business models.
Simply speaking, a company’s structure and design can be viewed as its body, and its culture as its soul. Because industries and situations vary significantly, it would be difficult and risky to propose there is a “one size fits all” culture template that meets the needs of all organizations” (Nov 30, 2012). Those organizations who have shared beliefs and values and have organized methods on chain of command going to have positive outcomes. This will help shaping their employees views and performances. The growth and profit of the business relays on their employees and their performances. Culture is the core which will help and encourage all different level workers. If the core itself is weak, it will weaken the atmosphere of the business. Many companies announce that they have great culture but fail to implement to the lower level of workers. The basic issue is when organization has one set of culture and thinks one culture will meet the needs of all the workers. Each business is different and each individual is unique and have different beliefs and behaviors. The culture that is right for one individual might not work the same for the others. The ideal approach in this case would be, looking at the bigger picture of diverse working environment and give importance and respect to what are the ranges of business firms to achieve the perfect culture for organization. Sometimes one size fits all will not going to fit anybody, so the organization have to keep their ideas open and value everyone’s presence respecting all of their culture for the betterment and
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
This case focus on the dilemma that the president of BMW Manufacturing Corp., Al Kinzer, faced in 1995 in relation to BMW's new plant at Spartanburg, South Carolina and a dramatically increased demand in the U.S. market for the Z3 model.