Chrysler's Four Cultures

The use of the competing values framework was demonstrated through Ralph Langley’s management style. He leveraged the four distinct models collaboratively as he led the production staff of the nuclear assembly room. His management approach help lead to the following: an increase in profits for the tube manufacturing operations, team cohesiveness amongst the production staff, individual ownership and problem solving during the production process, staff pride in meeting production goals and deadlines, and respect as well as admiration for management in the assembly room. The current positive direction of the nuclear assembly room staff under Langley’s leadership was in contrast to the department two years prior to him assuming the role as general foreman. It can be concluded that Langley displayed mastery of the competing values framework within the scope of his role as general foreman for the assembly room at American Radiatronics. He was able to develop a word class staff that was able to work as a team to accomplish the goals of the production unit and the company.

Lueneburger, Christoph (2014). Lessons from Chrysler: how to rev up a purpose-driven corporate culture. Retrieved from

The purpose of this exercise is to apply the dimensions of the Integrated Cultural Framework to the movie "Gung Ho". Each company is discussed separately using examples from the movie and then summary values provided.

Using the competing values framework as a point of reference, how would you describe Verizon’s current organizational Culture? Provide examples to support your conclusions.

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

When Sergio Marchionne came in to change the culture at Chrysler, one of the first changes he made was to change the basic assumption that price was the primary factor driving sales in the automobile industry (Kreitner & Kinicki, 2013). Not only was that assumption changed, but also the staffing of many executive level positions whose predecessors operated under that original assumption (Kreitner & Kinicki, 2013). In an effort to flatten the organization, Mr. Marchionne flattened the organization by conducting very short interviews with existing executives in order to decide who to keep and who to dismiss. Legendary mass firings of this type are stories that become deeply embedded in a culture and are not soon forgotten.

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. A hierarchical structure is used to manage the company.

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

dimensions with Italy only ahead by 8%. Each society is similar in regards to men and women in an organization however; Italy has more respect towards elders and women. Italy surpasses the United States in the Uncertainty Avoidance dimension. In the United States we do not like change, but in Italy it is something they thrive on. When it comes to the Long and Short Term Orientation, both Italy and the United States are low. Italy leads by a slight percentage. Both countries have a short term when it comes to business planning. These cultural differences are not extreme. This does not seem like a big enough threat for the Fiat Chrysler alliance or merger. In many ways Italy and the United States appear to be similar countries. In many ways they are different too. Fiat and Chrysler still have to be cautious of even the smallest cultural difference because it can be the difference between success and failure.

There are four major culture types within an organization, namely the Clan, Adhocracy, Hierarchy and the Market (Kim & Quinn, 1999). These four cultures are translated into a model, named the Competing Values Framework. This framework shows the cultures, organized between two dimensions. The framework shows which culture coincides with which dimension, to show the effectiveness of the organization and the organizational culture.

A difference in culture creates many challenges for American companies trying to break into foreign markets. How you view situations is shaped by culture and experiences, which differ wildly among people; and so, it becomes easy for misunderstandings to occur between people who have differing cultures. In many Asian cultures, those whose speak directly are considered to lack sophistication and subtlety. However, in American culture being direct and clearly stating what you mean is considered the norm. By being aware of these differences in perception, you can more easily navigate relationships and deal with people from across the globe (Rivers & Lytle, 2007).

The culture that the executives wished to maintain is one of big ideas, large thinking, and a strong emphasis on creativity. It is one that opposes bureaucracy and rigidity without cause, and despises formality without passion. And it is one that strives to stay relevant, fresh,

Oticon, a Danish company founded in 1904 was the first company in the world to invent an instrument to help the hearing impaired. In the 1970's, Oticon was the world's number one manufacturer of the "behind the ear" hearing aids. During the 1970's and 1980's as the market for "in the ear" hearing aid grew, Oticon's fortune suddenly declined and they lost money and market share. The main problem for all of this was that Oticon was a very traditional, departmentalized and slow-moving company. Even though Oticon had 15 sites and 95 distributorships around the world, Oticon was operating in a market dominated by Siemens, Phillips, Sony, 3M and Panasonic and most importantly, Oticon manufactured the "behind the

     Thomas C. Mawhinney has a different approach to making a good corporate culture. His six ideas are the managers behavior, employee selection, the external culture, establishing a clear corporate mission, keep the mission up front, managers must reflect the desired culture, and employee’s learning must be ongoing, (Mawhinney, 23-74). Mawhinney’s first idea is the manager’s behavior. “Studies indicate that the single greatest influence on the work culture is the manager” (Mawhinney, 28). “The speed of the boss is the speed of the team”, said Chrysler chairman Lee Iacocca.

This paper investigates the corporate culture profile of the company, Henkel, in multiple aspects as suggested by T & H-T’s corporate culture styles and dimensions. Henkel (Henkel AG & Company, KGaA) is a multinational corporation headquartered in Germany, a leading manufacturing company with a broad employee base of 47,000 from more than 120 countries worldwide. The company is built on three business units and they are household products, cosmetic products and adhesive technologies. The 132-year-old German group has a branch in Hong Kong, located in Fortress Hill with more than 20 workers including managers, and their lines are mainly hair supplies. In fact, there are many significant differences between Germany and Hong Kong, not only geographically, but also in a cultural sense, especially in the