...BMW's Dream Factory & Culture Trillis Wideman Strayer University Leadership and Organizational Behavior 520 Professor Jones July 05, 2010 BMW's Dream Factory & Culture Describe the culture at BMW? Much of BMW’ Success stems from over 90 years in the industry having an entrepreneurial culture that is very rare in Germany. Regardless of your job title at BMW’s all workers of many levels works together to create better ideas so that they can better the brand and product. Their team brainstorming is done on a regular basis because; everyone’s input is valued at the company of BMW’s. BMW creates informal networks where many unorthodox ideas for making better BMW’s Discuss the model of leadership illustrated at BMW and the related impact on the organizational culture. Their leadership is one that values their employee’s ideas and listens to their ideas. The open door of BMW’s leadership allows for many of their employees to feel as if they have value to the company and many of their achievements. Many employees from all different departments are known at times to get together and work on many single projects. The model of leadership that is illustrated at BMW is the Entrepreneurial culture because they have a commitment to experimentation, innovation and being on the leading edge. Analyze why employees derive high job satisfaction at BMW, using the concepts illustrated in the job characteristics model. Many of the employees at BMW derive their strength from being...
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...1. How would you describe the culture at BMW? 2. What model of leadership is illustrated at BMW? How does this impact BMW’s culture? 3. Using the concepts illustrated in the job characteristics model, analyze why employees derive high job satisfaction at BMW. 4. What attributes of organizational creativity are fostered at BMW? SOLUTION 1. BMW has an entrepreneurial culture that is characterized by high levels of risk taking and creativity. There is a commitment to experimentation, innovation, and being on the leading edge. Effectiveness means providing new and unique products and rapid growth. Individual initiative, flexibility, and freedom foster growth and are encouraged and well rewarded BMW’s entrepreneurial culture is rare in corporate Germany where management in Germany is usually top-down. BMW’s 106,000 employees are a network of committed associates with few hierarchical barriers to hinder innovation. From the moment they set foot inside the company, associates are overcome with a sense of place, history, and mission. BMW’s human resources department receives more than 200,000 applications annually. Those who make it to an interview undergo elaborate daylong drills in teams that screen out big egos. For the lucky few who are hired, a Darwinian test of survival ensues. Individuals from all levels of BMW work side by side. 2. BMW uses self-managed teams with team...
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...board. This accounts for almost 90 percent of vehicle produced thus a scramble for available markets, attention now turns to upcoming economies like Russia, Latin America and Eastern Europe, Governments in developing economies aware of the value of their prospective growth auction off their market share to the highest bidders, like BMW, this investors hoping to increase manufacturing capacities so as to build their intended market bid away their economic returns and in so doing multiply the overcapacity problem on a large scale (Griffin & Pustay 2009). Risks involved in venturing into new markets weigh in and most companies aware of the consequences of losing a market place bid, this either plays out in the company over bidding or throwing in the towel and losing the market. Differentiation Successful ECO-Specialties must emphasize their differentiation. Differentiation means that the marketing mix is distinct from and better than what is available from the competitor; product differentiation is the core to a healthy market share. An abundance of option for the vehicle buyers exists with vehicle models with almost similar functional characteristics, BMW is now forced to manufacture unique products for a particular region at a point in time, and this is to cope with tastes and fickle needs of consumers. This differentiation wanes on their budget heavily since financial consequences of missing a market are disastrous (Prahalad & Hamel 1990). Innovation Commitment to innovation...
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...520 Assignment # 1– BMW’s Dream Factory & Culture Strayer University The Culture of BMW When we think of culture must do not equate it the work environment. However, culture plays a very important role in the work environment. This is something that those at BMW have realized. Seeing that the culture of a corporation effects the way employees interact and view their jobs BMW makes their work culture one of the most important factors throughout their corporation. At BMW they feel the culture of the corporation plays a big role in production as well as achieving all the goals set forth by the corporation for the corporation. Part of the reason for culture having a major role is BMW feels that everyone benefits from a great working environment. As a result of this new employees adjust to the culture at BMW very quickly. The corporate culture at BMW can be viewed as an entrepreneurial work culture. As stated in the article, “Much of BMW’s success stems from an entrepreneurial culture that is rare in corporate Germany (Kurylko, D.T).” What is so rare about this culture is employees join in all areas of the organization creating a feeling of teamwork or a “family” type feeling. All employees have a clear understanding of the mission and commitment of BMW. All employees work side by side at the same level. By doing so it is creating a better understanding of their fellow co-workers and their roles within the corporation. “The culture has become a network of committed associates...
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...------------------------------------------------- CASE 2-1 BMW Taps the Emerging Chinese Luxury Markets ------------------------------------------------- MAR 4503 Consumer Behavior FIU JEREMIAS CUADRA, CHARLES KETTEL Abstract BMW is one the largest automobile industries in the word, when you think of BMW you can surely say it's a high quality luxury car. The focus is to re-position itself in a new market. Which is the Chinese luxury market. How does a powerful company like BMW get ahead start in this un-tapped market with so much potential for growth? Leading to more global exposure and also more revenues. (JEREMIAS CUADRA) Q1. There is often a natural tendency to assume that in collectivist cultures such that in China, luxury products would not be popular. a. Explain how luxury products such as the BMW automobile might fulfill needs even within the traditional collectivist value set of China. I believe by growing this economy will give Chinese citizens more opportunity and more purchasing power to one-day own a luxury vehicle. Also social status is something that can represents that you’re doing well. I also believe it can lead to a showing off culture. b. Explain other factors that might be driving the desire for luxury in China. Well we all want what we can’t have, I believe that's human nature, but in China I other factors could play a role such as advanced luxury shopping experiences. More options would be available theirs a perfect gift for everyone...
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...By a raise of hands, how many of us today have done any foreign trade with another country? Nobody, well that’s what I figured. Today I will be informing you about some of the customs of Germany and how you would go about doing business with someone or a German company. I will also talk a little about the luxury car industry in Germany and I’m sure everyone here is familiar with which brands these are. First of all, German is the official language of Germany, who figured. It is spoken as the first language by 95% of population of nearly 83 million people according to Kwintessential. The average German is not very welcoming to tourists because they usually don’t have a clue how to speak German. Germans are often considered the masters of planning. Germans like to always know what they are going to be doing at any certain time of the day. When the business day ends, you are expected to leave the office. If you must stay after normal closing, it indicates that you didn’t plan your day properly. German’s take their days off work very seriously and there is a law that assures no unnecessary noise is made on Sundays and Holidays. No one is seen working outside. That means no washing your car or even hanging up your laundry to dry. Not only are you required to be quiet on Sundays and Holidays, but you are also required by law to be quiet during the posted “Quiet Hours”. Germans take a lot of pride in their homes. They are kept clean and tidy at all times with everything...
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...Bavarian Motor Works company better known as BMW, is one of the world’s most respected automakers. The German based company is most known for producing luxury vehicles that offer superior levels of driving enjoyment. With its ever changing product line, few companies are able to compete with BMW’s vast array and quality of vehicles. Culture is a term that is difficult to express distinctly, but everyone knows it when they sense it. For BMW, it’s culture is expressed from the bottom to the top of this evergrowing company. BMW incorporates ideas from all of its associates from the bottom up. When one would expect a large company of its status to ignore the ideas of simple laborers as opposed to employees higher on the corporate ladder, BMW incorparates brainstorming sessions to make sure the needs of its consumers are well considered. Associates who work for the company experience a sense of place, history, and mission from the moment they set foot inside the company. Without forgetting it’s humble beginnings and shortcomings along the way, BMW has become a network of dedicated associates with few hierarchial barriers to delay innovation. The process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent is how leadership should be defined. The leaders at BMW encourage their associates to take in active role in the company’s product innovations. BMW has developed a mature partnership with...
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...| 5/4/2015 | | | | | | | | | | | | Impact of Leadership On Merger & AcquisitionsImportance of Leadership to M&A success or its failure | | | | | | | | | | | | | | | | | | | | | | | | By Shreyash Kumar Sharma | Assignment Details 1. Scope Highlight the impact of Leadership on Mergers and Acquisition. Focus on one success and one failure story 2. Assignment Flow 3.1 Executive Summary 3.2 Failure – BMW and The Rover Company * Summary * Acquisition Details * Analysis * What Went Wrong? 3.3 Success – AkzoNobel N.V – Imperial Chemicals Industries plc. * Summary * Acquisition Details * Analysis * Success Story 3 Closure 2.1 - Executive Summary In the current knowledge based economies, in order to gain access to one of the most important intangible asset of one business – the brand –, the companies merge or acquire the targeted brand (Kumar & Blomqvist, 2004) Today’s business world deals with an increasing phenomenon of Mergers and Acquisitions (M&A‟s), a process through which companies gain access to some tangible and intangible resources. The benefits of mergers and acquisitions (M&A) include, among others: * a diversification of product and service offerings * an increase in plant capacity * larger...
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...environment, strategy plays a very critical role in ensuring the success of a company. This report gives a limelight on the extent to which strategy has contributed to the superiority of BMW in the UK automobile industry. In analysing this, the report will begin with an evaluation of BMW as a premium car manufacturer. The report then employed the use of PESTEL and Porters five forces to analyse the external car industry environment. The internal environment are analysed by use of value chain analysis. Bowman’s Strategy Clock is also explored in understanding the marketing strategy used by BMW Company. Finally, Resource/ competence framework has also been explored in understanding the key competencies and resource capabilities that has enabled the BMW to maintain market leadership position. In compiling this report, major sources of information used were journals, empirical literature and the internet. The findings of this report show that strategy has played a pivot point in BMW’s overall performance. Generally, the report shows that unstable political environment in the UK and the global market is greatly affecting the industry. Moreover, socio-cultural environment greatly affect the industry as consumers are becoming more environment conscious. This has especially reduced the sales volume of BMW. The UK government legal policies have also been addressed in the report. Advances in technology have also spurred competition in the industry thereby reducing the significance of branding...
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...PART II: – THE CHANGE ANALYSIS – IMAGES OF CHANGE This part of the project is presenting to readers an analysis of the images of change found in the two companies – Royal Philips Electrical and BMW. A review of the said companies is made and comparison based on their change stories. The image of change possessed by any manager is determined by how best he/she is able to plan, direct and control the organization's resources (human, finances, materials/equipment and time) in the best possible way. Rodger Dean Duncan (2013), maintained that managers of change should be gardeners as he presented it in a sub-heading “ Be a Gardener, Go for Growth; A first tendency of many business people is to fix things. But successful leaders invest energy in growing rather than fixing. They know the organization is a living organism with many interrelated elements capable of extinction or growth. Successful leaders are gardeners, they create a nurturing environment and they cultivate with care.'' The above quotation has given us a clear picture of how managers of change should look like and what they need to do in order to keep the organizations in continuous growth. Therefore, it is necessary to present a critical analysis of change images in organizations which may apply to any situation of management and not limited to any specific organization. 2.1 Review of the changes in each of the case study organizations: 2.1.1 Royal Philips Electronics Company: ...
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...BMW cars in Germany BMW is developing new cars in Germany. BMW’s headquarter is in Germany. Team C would be talking about market plan in growth, trends, market size, growth rate and how much profit they make. Team C also would be providing some details about BMW legal issues that involves with risk of rates, technologies, political, economic, and culture diversity. Sustainability BMW is currently expanding many more new cars coming out such as mini cooper ( with their new designs), 1 series, hybrids, number of series (1,3,5,6,7) and X1, x3 and x5. New hot trends are: new design of Mini Cooper (4 doors), series-1 and X1. BMW have been on the list for 14th time and eighth time it has come out on top from journalauto.com. Factors of Trends, Size market, Growth and profitability BMW cars keep growing each year which evidently show that they are continuing increasing the profits for Germany. BMW Group sales in/up to March 2012 at a glance | In March 2012 | Compared to previous year | Up to/incl. March 2012 | Compared to previous year | BMW Group Automobiles | 185,728 | +12.0% | 425,528 | +11.2% | BMW | 153,004 | +13.4% | 356,548 | +11.0% | MINI | 32,421 | +5.6% | 68,210 | +12.1% | Rolls-Royce Motor Cars | | | 770 | +6.5% | BMW Motorcycles | 12,295 | +5.3% | 24,373 | +5.5% | Husqvarna Motorcycles | 1,182 | +74.9% | 2,642 | +36.2% | | | | | | References: BMW (2012). BMW Group Sales reach all-time high in March. Retrieved...
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...Analysis) Introduction Specialized in the production of automobiles, Bayerische Motoren Werke commonly known as BMW Group is globally considered one of the most successful companies in the world. BMW continues to be one of the best players in the luxury automobile sector, growing despite the European markets’ crisis. The group is well positioned in worldwide market with 24 manufacturing facilities in 13 different countries, and it can count on a distribution network in more than 140 countries. Long term thinking, ecological and social responsibility in the value chain, strong investment in research and development, and an effective speed and agility in sustaining the changes in the market, are some on the key reasons for BMW success. The company has always promoted high-performing product trough a high-profile brand since the early stage; this perception is still present and evident in the company’s culture and has always been the guideline to narrow the strategic path of the group. Competitor analysis The German automaker experienced a steady increase in sales in the last few years, as it has always been able to respond to the attacks of its competitors with an increasing level of technology and innovation that characterizes its products. The design is also a fundamental and integrant part of the competitive advantage of BMW. As far as competitors concern, the BMW has always faced the competition of the compatriots manufacturers such as: Mercedes, Audi, and Porsche which benefit...
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...BMW Company study Abstract: BMW is one of the leading luxury car makers in the market today. This study provides an insight into the company’s history and background. Also it contains an examination of BMW’s quality system, six sigma’s application and an observation of the quality control process throughout the different stages of the production phase. In addition, detailed information is presented on the number of employees and the training they receive before and during their work time in BMW. This project also reveals BMW’s customers relation policy: sharing customer’s feedback, meetings with customers and the adopted strategies in order to assure customers retention. It reveals the company’s place in the automobile market and its position among its competitors. Finally, at the end of the paper, a brief summary is found. It discusses the company’s strengths and weaknesses along with some proposals on how to deal with them. Purpose: The purpose of this thesis is to analyze BMW’s quality systems and quality control procedures. Also it aims at identifying BMW’s place in the market today and its relationship with its customers, employees and suppliers. Methodology: Primary and secondary Data used in this study had been collected from different sources: essays, books, articles and BMW’s annual reports. Results and conclusion: BMW is a well known and highly valued brand and has a high diversity in the products portfolio. It possesses high internal competence and a...
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...innovation across the retail industry. From pioneering the concept of designer partnerships to consistently being best in class in store design, Target remains focused on not only meeting, but exceeding, its guests' needs. To remain relevant to its guests over time, Target continually reinvents its stores, including layout, presentation and merchandise assortment, to create an engaging shopping experience. BMW Summary BMW can trace its roots back to Karl Rapp and Gustav Otto. In 1916, the Flugmaschinenfabrik Gustav Otto Company had merged into Bayerische Flugzeug-Werke AG (BFW) at government behest. Elsewhere, in 1917, the Rapp Motorenwerke Company morphed into Bayerische Motoren Werke GmbH, which was duly converted into an AG (public limited company) in 1918. BMW AG subsequently transferred its engine construction operations – including the company and brand names – to BFW in 1922. The date of BFW’s founding, 7 March 1916, has therefore gone down in history as the birth-date of Bayerische Motoren Werke AG. BMW embarks on a new era of electric mobility. With the BMW i3, the new BMW i brand presented the...
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...171 a 1 Question 1 - Success of the BMW Group 1. Introduction The BMW Group was founded in 1917 and today is one of the leading. automobile and motorcycle manufacturers worldwide with a workforce of more than 100,000 associates in over 100 countries (BMW Group 2012). The company possesses three of the stron gest premium brands in the car industry, BMW. MINI and Rolls-Royce, as well as holding. a strong market position within the motorcycle sector (Innovation Leaders 2011). According to Linkedln (2012) the company aims to create profitable growth and returns that are above-average by focusing on the premium segment of the automobile market internationally. 2. Approptiate Measures for Success 2.1 Revenue and Profit According to the BMW animal report (2011), the company sold 1_668.982 automobiles and the overall revenue for the compan y was e68.8 billion at the end of the 2011 financial year, with the net profit standing at 64_9 billion, Furthermore the report shows that the 2011 fiscal year was the best in the history of the company, with sales volumes, revenues and profits reaching, new highs and exceeding annual targets set by the BMW Group. This is reinforced when comparing current profits to those before the worldwide economic recession; net profit in 2007 was E3,14 billion, meaning 2011 showed a 51_7% increase in profit from that year. This is a clear indication of the recent success of the BMW Group on a financial basis, as the company is outperforming their set...
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