Sergio Marchionne: The New Chrysler Culture

Frederick W. Taylor worked across the United States in the first 15 years of the 20th century looking to solve production problems (Owens & Valesky, 2011, p. 67). He was an engineer in steel manufacturing and studied developed what what is now known as the four principles of scientific management. These principles spell out what both managers and workers are to do. Two important principles include having the management set goals, plan, and supervise workers, and the workers perform the work, and that organizations should establish the standard where management “sets the objectives and the workers cooperate in achieving them” (p. 67). Taylor’s principles are still used today by some organizational leaders who fight the movement that management should work as a team with the workers (pp. 67-68). Taylor’s principles have led to things such as strict discipline, the idea that workers must focus on their task with little or no interaction with colleagues, and the idea of incentive

The founders of the Lincoln Electric Company left a legacy of an organization culture that promotes high productivity through sound management policies which have stood the test of time. The exponential growth of the company after the death of James F. Lincoln was a direct result of the establishment of a rich culture mix based on values that were widely shared and accepted by the members of the organization. Management empowered employees to become part of the decision making process through the contribution of ideas through the Advisory Board which was elected by the employees from amongst themselves. Reward management systems and all the other artifacts of the Lincoln Electric’s distinguished strong organizational culture will be analyzed in greater detail in this essay.

This report summarizes the history of work attitude for hourly workers and managers, who controlled the quality of the products and sale growth, at Ford Motor Company during and before Economic recession. It is representative of how Ford Management has run the manufacturing sector since 60s in order to meet demand. The purpose of this report is to analyze how Sharonville Plant of the Ford Motor Company can advance work behaviors, enhance training, establish work environment, and motivate workers.

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

In this “The Smile Factory: Work at Disney” case study, it clearly point out the power of organizational cultures that created by Disney itself. Organizational culture includes the values and assumptions that shared among whole organization. This culture is very important in improving employee motivation and company performance. It makes the companies operate smoothly and directs every employee toward “right” direction within organization. Every

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.

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.

Marchionne laid out his plan for Chrysler in great detail. He had discussed his plan and revealed in detail the products by segment and brand that he would revamp for the next five year. Mr. Marchionne also planned on boosting Chrysler by revamping their marketing and advertising strategy (Taylor, 2009).

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.

If you ask any successful and profitable company with a huge organization what makes their company continue to stay this way they will most likely tell you something along the lines of how they collaborate and infuse ideas from their group by communicating effectively to convey the message they are trying to get across. Organizations that keep their teams up to date on the company’s situation and also take into consideration their employees’ ideas and suggestions are far more likely to have higher morale which in turn leads to better productivity and drive in sales. At the Engstrom Auto Mirror plant in Richmond, Indiana 209 employees worked for a company that was starting to fall apart. This had been the business’s second year where

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

Holden is a totally had right hand of General Motors (GM), the world 's most paramount vehicle creator. Holden uses around 9,200 people far reaching and has made more than six million vehicles. The connection 's valid working workplaces are arranged at Fisherman 's Bend (particular center, alliance, and engine accumulating plant), Dandenong (affiliation parts operation) and Lang (showing ground) in Victoria; and what 's more at Elizabeth (vehicle social event plant) in South Australia. With a particular finished objective to sustain wishes for improvement, Holden must add to the movements and limits that will be required to fight in the general business focus. The test for connection is to be versatile and expense centered in things and procedures, while going on mechanically impelled things in volumes that may change by and large after some time. As a piece of this test, a key issue for Holden to consider is giving versatile working courses of action to delegates in an exceedingly managed and focused assembling environment, while ensuring future sensibility and general forcefulness. The general auto industry is encountering quick change with recommendations for Holden 's business. Holden is always considering developments in the outside environment that may affect the future suitability of its business and as an indispensable bit of this activity, is at present undertaking. Holden defying the weaknesses due the slant need in the business now Holden is endeavoring to address

The recommendation I would suggest to Marchionne is to focus on providing leadership training for executives and developing a strong clan value environment. For example, Marchionne restructured the organization’s goals, as his focus was more on profit that job satisfaction for Chrysler employees. This approach eliminated current executives and replaced with new employees. The current employees can succeed as Marchionne can demonstrate positive feedback, motivation, and encouragement.

Employee involvement was a key issue in product improvement because the line workers knew much better than management what was right or wrong with the production, their contribution to decision making became vital issue.