Mr. Marchionne's Case Study

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

An organization’s culture and structure play a significant role in its adaptability and perceptions by employees. The case of CH2M HILL provides a business example of this issue. While the company’s historical employee-focused culture and decentralized structure gave rise to its success (Newman, 2013), this same culture and structure eventually hindered its ability to retain and develop leaders for the future. The following analysis of CH2M HILL provides insight into how the company’s problems arose and offers potential solutions senior leaders may use to remedy the situation.

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

The culture type is consistent because if Chrysler hadn’t made the changes, who knows where they would be now. The old management at Chrysler had made many decisions that were costing the company money and it caught the attention of the higher executives and Mr. Marchionne.

I believe Chrysler would be a great organization to work for because Mr. Marchoinne’s passion and work ethic make Chrysler an exceptional organization to be a part of. To see the top executive have such dedicated devotion and passion for his profession inspire me. He was brilliant and was able to dedicate seven workdays a week to this corporation. It is both amusing and amazing how he could manage 5 separate cell phone lines while doing this. I believe that this type of dedication, fortitude, and attitude will trickle down to the workforce. This type of leadership may lead others to continue expanding on the success of Chrysler.

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

One would find Chrysler Chief Executive Officer (CEO) Sergio Marchionne’s approach to organizational change heavy handed. Mr. Marchionne’s decisive terminations and quick judgement calls on executives to surround himself with were a shock to the organization (Kreitner & Kinicki, 2013). Leaning more toward a Market culture in the Competing Values Framework would appear to have been a more direct and effective way to shift the direction of the organization (Kreitner & Kinicki, 2013). Control was Mr. Marchionne’s top objective and he accomplished this goal, but at what cost. With the Market quadrant as a primary guide, Mr. Marchionne could have pushed quicker into being competitive and molded the company to be more customer focused (Kreitner &

Based on the condition that Mr. Marchionne inherited from Chrysler, there is not too many changes I would have made. Mr. Marchionne had to shock the culture in order to revitalize it. His intentions were very good, however, the way he handled or reacted could have been better.

To me the new culture change in Chrysler made a major impact on the mangers. They had to step up and make sure the rest of the employees were up to par. One way mangers understood Chryslers new culture was the competing values framework better known as CVF. Competing values framework is a way for mangers to understand, measure, and change organizational culture. (Citation).Within the CVF there are four types of cultures. They are Clan, Adhocracy, hierarchy, and market. Within the Chrysler organization all could be possessed but there is always going to be one that overpowers the others. When Marchionne started the new culture change he broke it down into dimensions. In dimension 1 it focused on Marchionne primary goal of profitability.

Three distinct layers compose the culture of any organization. Observable artifacts make up the first layer. “Artifacts are the physical manifestations of an organization’s culture” (Kreitner & Kinicki, 2013, p.84). Observable artifacts can range from awards in the lobby at the corporate headquarters to team building displays in shared spaces. From an outsider’s perspective, the most easily accessible view of Chrysler’s observable artifacts is found on their website www.chrysler.com. A section highlights many awards received for safety (Choose, 2017). An interactive timeline illustrating popular Chrysler products of each time period along with related notable achievements of the period sends a subtle message to the reader that Chrysler

When looking at the new culture that Marchionne created at Chrysler you can see characteristics from each of the four types of cultures that are found in the competing values framework. These characteristics all were relevant components of the reinvention of Chrysler’s culture and their product line, in addition to their ability to remain a main player in the auto industry.

This normal for Ford's authoritative culture is about adequacy in fulfilling clients and accomplishing business objectives. The organization additionally highlights obligation and responsibility. By conveying results, Ford boosts monetary execution through its hierarchical culture. Moreover, this component of the hierarchical culture rouses Ford's representatives to accomplish more elevated amounts of vocation improvement to convey more to clients and different partners.

In my current profession the organizational behavior and direction of change is influenced by the organization’s culture. Organizational behavior occurs in all organizations but and shapes and develops the culture without the employees ever being aware. Culture can be described as the particular roles and values that people are accustomed to in a workplace. Culture can vary from organization to organization. Before taking this course at Cornerstone, organizational behavior and change was an unfamiliar notion. After taking this course I have a better sense of my role as a leader within my current profession. I have been able to further expound on the concept of what drives people at work, whether it is prestige, money or power. I am now able to utilize the concepts from the CQ model and recognize our own use of the steps in Kotter’s Model.

Previously establishing cultural change in GM had been like forcing to impose something on an extremely bureaucratic organization. The cultural changes were top down. Each division competed amongst themselves. There were times when the senior management resisted change and there were times when the workforce was against it. This time around however, cultural change was easier and swifter due to the near death experience of bankruptcy (Smerd, 2009). Employees and management alike collaborated because they knew that things could not operate like they did formerly. The cultural change was also focused on the base, middle and senior levels instead of simply establishing a top down cultural change approach. According to CEO Fritz Henderson, this time around, GM made cultural changes at speeds not ever seen before (Smerd, 2009). All layers of bureaucracy was removed and replaced with a single 8 person committee which led to more focus, effectiveness and efficiency. The new culture also implemented an open door policy to bring transparency into the organization and made use of focus groups to gain more knowledge about their

     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.