General Strategic And Cultural Change At Chrysler Group

1582 WordsNov 7, 20177 Pages
Complete Name: Complete Unit #2 Student Name: Clayton, Nicholas ********************************************************************************************************** 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 & Kinicki, 2013, p.63). Observable artifacts are the physical manifestation of an…show more content…
86).).Chrysler doubled rebates as part of their company’s culture. Chrysler was not proofing under the leadership of Fong(p.86). Correct Answer: n/a ********************************************************************************************************** 3. Use the competing values framework to diagnose Chrysler 's culture. To what extent does it possess characteristics associated with the clan, adhocracy, market, and hierarchy cultures? Discuss Student Answer: The case study provides examples of all of the organizational culture types. Mr. Marchionne took advantage of the adhocracy culture by shaking things up at the firm and moving the firm away from its old ways that forced it into bankruptcy (Kreitner & Kinicki, 2013, p. 70, 86). The fact that Chief Executive Sergio Marchionne fired executives and made employees interview to keep their job is an example of the competitive nature of the market culture (p. 70, 86). He has also created an “element of fear” in the company (p. 86).Mr. Marchionne displayed characteristics of the clan culture by setting up his office with the engineers instead of in the separate executive tower (Kreitner & Kinicki, 2013, p. 68-69, 86). He used video equipment so that executives from Fiat could participate in the weekly management meetings (p. 86). Lastly, the fact that Chief Executive Sergio Marchionne appeared to display characteristics
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