organizational behavior Essay

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

The organization which I attended to analyze their organization, based on the three levels of culture discussed in class was Moe’s Southwest Grill. Over the past couple of years, my friends from Bloomington-Normal have raved about how good Moe’s food is. I thought that this class assignment would be a good opportunity to take up one of my friend’s offer to go to Moe’s. Doing so allowed me to get some great food and to further look into the company’s culture. From walking in, to getting food, and eventually leaving, it was evident what the employees at Moe’s believe in and the culture within the organization. Specifically relating to artifacts, espoused and enacted values, and basic assumptions, Moe’s organizational culture was extremely apparent.

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

1. Gerald Mahoney’s attitude and performance dramatically changed after a few months on the job. What type of training should Mahoney have immediately received from John Timmson that might have avoided this?

4) Given the culture described at Johnson Engine Company. Apply the Strategy-Culture Matrix discussed in the text what implementing strategies would you select? Support your answer.

Explain how each of the following factors had an impact on what the AIM leaders wanted to accomplish: (a) timing; (b) demands; (c) intercultural barriers; and (d) institutionalized racism.

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?

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.

1. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler's culture? According to the article Chrysler was facing bankruptcy and liquidation in 2009. Also in 2009 Chrysler received $4 billion in government money to be bailed out.

This paper will be written as a two segment paper that will discuss the espoused values and beliefs of the CVS Health Corporation (CVS) and the espoused values and beliefs of the South West airlines Company. Additionally, the CVS Corporation and Southwest Airlines Company’s (SWA) organizational cultures will be analyzed. The analysis of both organizations' cultures will include, the exploration of the physical characteristics of their respective corporate headquarters and what these features portrays to consumers as well as investors. Additionally, the paper will evaluate the availability of public documents that are instrumental in capturing the different cultures within the CVS Health Corporation and the Southwest Airlines Company. Furthermore,

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.

　　This analysis reveals that Quinn and Rohrbaugh 's Competing Values Framework serves as an appropriate structure for displaying aspects of the culture of organizations. This framework is derived from the two dominant dimensions of opposing values which are flexibility versus control and internal versus external orientation. Through this article, that framework provides

When reflecting on the history of Ford Motor Company, the name Henry Ford is synonymous with the success of the company. Henry Ford created a culture of innovation and creativity (Brady & Haley, 2013), and also one in which he doubled workers’ wagers to further highlight them as valuable assets to the company (Harnish, 2012). However, by 2006, the culture that Henry Ford created had drastically changed and the company was facing potential bankruptcy. To recreate the once powerful culture of Ford, Alan Mulally was brought in as CEO to overcome the dysfunctional culture and was able to prevent the company’s downfall (Brady & Haley). The following will outline the changing culture that Mulally created.

The competing values framework represents a theory, based on the crucial indicators of an effective organization. It revolves around four major components of organizational culture, which measure the organization's leadership style, institutional bonding, strategic emphases and general cultural characteristics. Leaders and managers benefit from this conceptual framework as it offers teaching tools and helps interpret various organizational functions and processes. In order the examine the organizational culture more in depth, this framework has been extended (Quinn and Kimberly, 1984, p 298). They identified the two main dimensions upon which the competing values framework of cultured is based : the competing demand of change and stability, and the conflicting demands created by the internal organization and the external environment. These dimensions were reflected by other scholars as Thomson

By the mid-1990s, Daimler Benz, a German-based auto manufacturer, had established itself as the second largest manufacturer of luxury vehicles in the world market (Main, 2010). The organization’s