How Does Bmw Motivate Its Employees?

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.

significant improvements in the product line. BMW wanted to position itself as the "best" rather

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

So the technologies inside of cars can be anything from the power outlet in the ash try to locks that open when you get close to the car with the key fob. Well surely every car has a cigarette lighter in the ashtray and more than likely everyone

The wind pushed on the car, as it went down the motorway in lightning speed. I could barely hear the 370 horsepower engine roar, as the bluster of the wind out matched it. The car rode smoothly even with greater speed and handled perfectly, as forty thousand pounds’ worth of German engineering should be. I then fiddled with the radio to fill my ears with some classical music. The interior of the mighty BMW M2 Coupé included fantastic, adjustable, heated sports seats in luxurious black leather with contrast stitching in polar blue. The steering wheel was also in the luxurious black leather with the embossed M logo in the middle and the circular dials with blue needles added to the sporty nature of the car. The vehicle also included advanced technology with lots of gadgets to play around with to enhance the driving experience, which added to the car's the irresistible

Replicability: BMW capabilities that are based on complex and legendary organizational routine are not easy to replicate. BMW development of alternative drivetrains and innovative fascinating cars, investing in traffic solution, engineering, reduction in resource consumption along the value chain, and research on recycling and Second Life use of

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.

When Sergio Marchionne first took the helm at Chrysler he was handed a company that had just declared bankruptcy and accepted a bailout loan from the U.S. government (McNulty, 2014). Needless to say, it was not a successful culture. He knew before he would ever see success he would have to change the way employees behaved, what they valued, what they expected, and make them believe that with his guidance they could be successful again. He knew he would have to change the entire makeup of the organizational culture. Here I will outline some of the mechanisms Marchionne utilized to change the organizational culture of Chrysler.

Based on the experiences of Chrysler and Diamler-Benz AG, what is the importance of culture in the change process?

New technology will be equipped in new vehicles. Internet will be plug in into vehicles which is to accomodate current trend among people. Internet connection to computers,smartphone or wireless will increase vehicle sales number. Looking forward, cars may soon be “talking” to each other and to the roadway. Car-tocar information sharing can alert vehicles miles behind that cars ahead have come to a halt, warning drivers to prepare to slow down. “Smart” intersections will allow stop signs and traffic lights to communicate with vehicles, as sensors

Thesis: From 1916 to the present day BMW has earned the title of "The Ultimate Driving

An entrepreneurial culture is one that values creativity, the tolerance of creative people and allow freedom to grow and fail (Murrary, Poole, & Jones, 2006). It is clear that BMW’s culture was built around these factors. According to studies, new workers have no problem adjusting to this type of culture. This is because BMW’s

BMW is currently the 1st most valuable car brand in the world and the 23rd most valuable brand in the world; in 2011 it was the 2nd right behind Toyota. BMW’s brand value increased 10% while Toyota’s brand value decreased by 10%. It currently own “Rolls-Royce Motor Cars” which is a British manufacturer of luxury automobiles and “MINI” which is a British automotive marque which specializes in small cars.

The increasing numbers of sub-model cars can also affect the brand quality through increasing any risk issues once launched to the public. Furthermore, according to (Stephen, 2004) Mercedes customers have high expectations about the high quality promised by the company. In 2003, the company disappointed many customers when they sold over 2000 vehicles with an extra option for a navigation system, which were not ready to be delivered at the right time, also accompanied by other mechanical issues. On the other hand, the company made an announcement about its new high quality hydraulic breaking system, which increased its competitiveness in terms of safety and quality against other competitors in the industry.

in appearance yet remaining exceptional in performance. BMW’s full range of cars now include the 1