Examples Of Observable Artifacts At Chrysler

Harvard Business Review case, The Nuclear Tube Assembly Room, is an excellent example of how managing and leading a team effectively can make a substantial difference in terms of results and goals achieved, all the while creating new ambitious expectations for workers. This particular case revolves around Ralph Langley, general foreman of the process department at American Radiotronics Corporation. Within the first 24 months of being promoted to general foreman, Langley has swiftly changed the mentality and efficiency of the workers in the nuclear tube assembly room. He has changed their terrible reputation into one of the most

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

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

McCoy’s Building Supply Centers and Chick-fil-A are two 70 years old, successful companies withstanding the test of time. They continue to sustain growth and longevity through economic turbulence, and remain competitive with new and upcoming companies. What is the secret to their success one might wonder? As we examine each company, we begin to recognize the existence of a solid organizational culture. The organizational culture of a company is the anchoring core values, which permeates throughout the company and its employees (Schermerhorn, Osborn & Uhl-Bien, 2012, pp. 9).

Some individuals elect to take a long less traveled road to success. Others elect to take the fastest most frequently traveled road to success. The majority of people electing the fastest most traveled road to success are individuals that are accustomed to taking the same road every day. Mr. Marchionne is not that type of individual, he is a tough no-nonsense type of guy. When he took over as Chief Executive Officer of Chrysler he was well aware of the earthquake he was going to cause to change the organizational culture. Mr. Marchionne is trying to improve the PE fit of his direct reports by relocating his office, conducting weekly meetings, and continual company security.

The mechanisms for changing organizational culture that Mr. Marchionne used at Chrysler were to change the workflow and the structure of the organization. The old ways of Chrysler were not working as the company was forced into bankruptcy. In a reaction to failing sales, the previous management at Chrysler slashed prices, which was not a valid solution to the problem. However, Mr. Marchionne has a different approach. When he took over, he fired top executives, took away the layers of bureaucracy, and injected fear into those that were left. The hierarchy model was no longer working at Chrysler, so Mr. Marchionne got in the trenched with those he select as his management team and together they worked together to bring Chrysler out of bankruptcy. In return, the culture at Chrysler moved to an adhocracy in that leaders were empowered to seek innovation to create sustainable growth for the organization (Kreitner & Kiniski, 2013).

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?

Understanding employee values is extremely important for management as many companies consider employee’s to be their greatest asset. To create value it is important that employees’ values are congruent with organizational values (Pohlman, 1997). Decision makers have to recognize what each employee values and determine ways in which they can be incorporated into the organization to create the most success. Once firms find employees with values congruent to the organization it is a continuous process to ensure employee, customer and the organization’s cultural value remain harmonious. With this continuous

I think it very difficult to give meaningful recommendations to Marchionne with his history of restoring failing automotive companies to profitability. One of the biggest recommendations to anyone who has a history of success is to not lose sight of where your success came from. It could be easy for Marchionne to lose focus on keeping high-potential employees in positions where they are able to realize their potential. Marchionne’s successful history of changing organization culture from the management down revolved around identifying people at all levels of the companies with potential, and then thrusting them into positions that allowed them to affect the greatest change (Kreitner & Kinicki, 2013; Marchionne, 2008). My recommendation on this strategy is to continue to make this a priority. Just because Marchionne identified someone with potential, gave them a chance, and they succeeded, doesn’t mean they will continue to excel. Staying vigilant in ensuring he has good management, that has not gotten complacent, is important to retaining the culture he established.

The espoused values of Chrysler were to work together as a team with management working just as close. Chrysler needed a leader to make sure that mistakes weren’t being made to cut profits, as well as, lead the new alliance that was going to take place with Fiat. “Mr. Marchionne took an

On February 2, 2018 at approximately 1950 hours, I observed a 2006 Chrysler utility vehicle bearing Florida tag HWHB51 exiting the Walmart parking lot located at 8701 US HWY 19 Port Richey, FL. The vehicle made a right turn at a posted left turn only exit. I observed the Chrysler to not have an operational tag light. I initiated my unmarked patrol vehicle’s (116) emergency equipment in an effort to conduct a lawful traffic stop in the area of US HWY 19 and Ridge RD.

Bragman, P. 2009. A Good Way to Change a Corporate Culture, June 25, Available: http://blogs.hbr.org/2009/06/the-best-way-to-change-a-corpo/

The new Chrysler culture stems from Sergio Marchionne and his philosophy of developmental relationship strength, as well as strategic planning and onboarding. The unconventional methods used by Mr. Marchionne has proven successful throughout the organization. As Mr. Marchionne explained, “mediocrity will kill you. We can’t accept it” (Welch & et al., 2009). Mediocracy, as Mr. Marchionne revealed, is not a standard in which Chrysler can afford to accommodate. Instead, it has set the bar high to increase the teamwork, motivation, socialization and internal knowledge to meet the improvement in productivity as well as the product itself. Quite the change, from the hierarchical values, basic assumptions and culture, set previously by the organization of employee’s roles and knowledge being taken for granted and unappreciated.

3. Lincoln’s culture could not be imposed but must be nurtured. “Willis retained the existing managers of most of the acquired companies to take advantage of their local knowledge, but directed them to implement [underlined by author]Lincoln’s incentive and manufacturing systems [p 6].” While Willis appreciated the benefits of implementing Lincoln’s systems, he did not consider James Lincoln’s caveat that “All those involved must be satisfied that they are properly recognized or they will not cooperate – and

     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.