Organizational Culture ChangeOrganizational culture refers to the strong influence on people’s lifestyle and attitudes that illustrates what is real and sanctions what is not real. In other words, organization culture is a particular way of reacting to change, getting along with workmates, treating customers and conducting business (Bligh, 2006). Most businesses in today’s world do not understand the importance of the culture of an organization yet it is a crucial factor. An example is the Chrysler motor company, which needed to transform its organization culture because of the bankruptcy situation the company was going through including, the restructuring in progress by Fiat Corporation. Chrysler in the attempts to solve this issue hired Sergio Marchionne, a highly ranked CEO who would bring in major cultural and strategic change into the company (Kreitner and Kinicki, 2013).
By the time Sergio took over Chrysler motor in 2008, the company was undergoing some serious financial problems. Sergio was both an accountant and a lawyer by profession and he had managed to turn Fiat an Italian automobile company into a fast growing company in the vehicle industry. His main strategy was to first deal with Chrysler’s weak product line as fast as possible, while at the same time the minor engine and car specialty for Fiat which involved to a large extent Chrysler’s vehicle range. After a period of ten years of downsizing and cross-cutting, it can be said that Sergio introduced a strategy that did well for Chrysler auto. As a CEO he did a good job at being able to juggle in between two continents that crossed the Atlantic Ocean, simultaneously between Detroit and Italy to run Chrysler and Fiat. Sergio was able to re-organize the lineup and production of Chrysler overnight.
The main cause of most of the problems that Chrysler faced is the culture and social structure of the company and not the employees or the founder or structure of the company. This factor is because individuals who perform in an environment with various cultures do so in different ways, giving room for constructive and effective performance. This is the same for both businesses and study institutions. Chrysler’s mission involves the creation of safe, reliable, efficient and exciting cars as well as trucks and cars with a vision for clientele satisfaction and met needs are what can be referred to as the company’s physical manifestation. The artifacts included the rituals, codes of dressing and the history of the company and the most obvious artifact that the CEO Mr. Sergio was most interested in was the company sales which were not doing so well at the time hence, the profits were low. Another observable artifact was with the transformed staff
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Excessive costs of employee management are responsible for Chrysler’s (and other auto companies’) failure to deliver on its vision
\[\end{document}\] \end{document}By contrast, while the leaders of Chrysler who were involved in the restructuring of Chrysler Enterprises in 1968 may not be related to those who are part of the current owners, it is difficult to tell, or should not be assumed, that the leaders of Chrysler were related to those that have taken charge of the company in the past. I’ve read the company’s public statements in which they may be related to other, separate groups of individuals of similar backgrounds and experience who were involved in the restructuring of the company. I don’t see as much chance to guess what other groups of individuals may be at the helm of Chrysler. Perhaps, but that’s a different story. I don’t have the definitive figure on his or her record and that of many different people at least as significant an admirer, teacher, mentor or friend as Mr. Sergio can be. If he was related to them, I can’t say that at least his or her record will tell exactly.
But still…what do you expect from an organization as important as Chrysler? What do you think the organization is responsible for by the public record for the last ten years? And should we hope for more than some of those more recent accomplishments, or should we expect even fewer? Can you draw any conclusions from these findings that maybe they will help explain this latest “discovery”?
Mr. H.J.D.
The next time you’re talking about Chrysler, what do you call them, more or less, “the Chrysler team”?
Mr. Sergio
A team is a group from which one of the most important achievements is creating, supporting, and supporting the company to the degree most people understand it. It’s an institution that is often called Chrysler. When Chrysler was first founded, many of the employees who had worked in it were people I knew from my time in the Navy, from my experience as a combatant. I’ll recall that in my Navy days, a lot of members of that group used Chrysler to help out on logistics and supply with their company. It was often my job to help out as much as possible on business operations in the company for which I was an engineering expert and the company leader.
When I joined Chrysler, it was because of Mr. Nader. I was in his office and he was there, talking to the general manager, as you recall. On a Sunday, I worked in his office, in the same meeting as our engineer. Now there is a different type of meeting. The managers are the managers there and the general managers are the managers of the business in this firm. The General managers are the general managers that are in charge of the company in this organization. This is important because if the managers are in charge of Chrysler, not all of our workers are in charge of Chrysler. Some are people who I know. Others have a background of leadership in other firms but who have come to believe that Chrysler needs leadership. I hope that Mr. Nader is right about that.
To be clear, I’m not saying that this is the sole purpose behind the changes in Chrysler. I’m just saying:
I believe that the original Chrysler leadership has been really talented for the long time. There has been a lot of growth in that organization. They have been very successful. I do not believe that we’ve found anything that’s as important or important as they’ve been in the past. But there’s a growing group of leadership that now has a leadership group. That’s really what