...Running head 1 BMW's Dream Factory & Culture Christian Chenard Strayer University Dr. Theresa J. Bowen Leadership and Organizational Behavior - BUS 520 April 2010 BMW's Dream Factory & Culture 2 How would you describe the culture at BMW? Entrepreneurial culture is rarely the norm in German corporations. Employees at BMW are innovative because management has learned from experience that listening to assembly workers' ideas and customers likes make for a very creative culture. The employees at the plant, to include engineers, assembly line employees and management are known to brainstorm when a problem arises with a car model in production. The task force concept is a powerful tool BMW has learned to use when it needs to either solve a problem or create a new concept of operation for a project. (Hellriegel, D. & /Slocum J, 2007, pp.522-524). Managers came to realize that they don't necessarily have all the right answers. Audi and Toyota are BMW's closest market rivals in Germany and this keeps everyone at BMW thinking from top to bottom. No sooner does an innovation hit the market, people at BMW stay on their toes to see if that is something their clientele might go for in a "Bimmer" or not. Norbert Reithofer, the current CEO at BMW stated "we push change through the organization to ensure its strength. There are always better solutions". (Hellriegel, D, 2007, p522)....
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...Running head: BMW'S DREAM FACTORY AND CULTURE BMW's Dream Factory and Culture BUS/520 BMW's Dream Factory and Culture BMW, with more than $60 billion in sales, is much smaller than its American rivals. However, the U.S. auto giants could still learn some things from BMW (Reh, n.d., para.1). BMW’s culture could be considered one driven highly by teamwork. BMW’s 106,000 employees have become a network of committed associates with few hierarchical barriers to hinder innovations. Individuals from all levels of BMW work side by side. Which creates informal networks where even the most unorthodox ideas for making better Bimmers or boosting profits can be voiced? The difference at BMW is that managers don’t think they have all the right answers, their jobs are to ask the right questions (Reh, n.d., para. 2). Leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision, influencing other to embrace them in their own behaviors, and making hard decisions about human and other resources. The model of leadership used at BMW would be one of delegate style where the leader permits the team to make the decisions within prescribed limits (Hellriegel, & Slocum, 2010). A good example of this model/style being used would be when the demand for the 1 Series compact soared, plant manager Peter Claussen volunteered to temporarily use the brand new factory in Leipzig, Germany which had be designed for the 3...
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...BMW’s Dream Factory and Culture Priya Prasad Strayer University Dr. Sheila Monjeau Letica BUS520- Leadership and Organizational Behavior January 30, 2010 Question: Describe the culture at BMW? The culture at BMW is employee oriented and employee driven. As stated in the article BMW’s Dream Factory by Business Week, “Much of BMW's success stems from an entrepreneurial culture that's rare in corporate Germany, where management is usually top-down and the gulf between workers and managers is vast. BMW's 106,000 employees have become a nimble network of true believers with few hierarchical barriers to hinder innovation. From the moment they set foot inside the company, workers are inculcated with a sense of place, history, and mission. Individuals from all strata of the corporation work elbow to elbow, creating informal networks where they can hatch even the most unorthodox ideas for making better Bimmers or boosting profits” (BMW’s Dream Factory by Business Week, Oct 16, 2006). Hence it is clear that employees play in a key role in the company’s innovation and success. As stated in the textbook, “If people are happy, they are more efficient. If they are unhappy, they are not going to bother making suggestions” (Organizational Behavior, Hellriegel & Slocum, Pg.112, 2010). Hence the culture at BMW motivates employees to work harder and participate in the company’s quest for innovation. Question: Discuss the model of leadership illustrated at BMW and the related...
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...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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...Business 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...
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...BMW Dream Factory 3 BMW’S Dream Factory and Culture According to Schlegelmilch, Lehbrink and Osterroth (2008), the origins of BMW date back to one of three documents found in the Munich Register of Companies which states, Bayerische Flugzeugwerke AG (Baverian Airplane Works or BFW) was founded March 7, 1916. (p. 08). Its main purpose: manufacturer and commercial distributer of airplanes. After the managing director and distinguished engineer, Karl Rapp, left the company, it was renamed Bayerische Motoren Werke (BMW). (p. 08). This was according to another document registered July 21, 1917. Under the leadership of a new managing director, the company diversified. It would now produce “land, air and water vehicles, automobiles and bicycles. During the time of this new shift, the company’s trademark, the rotating propellers with the letters BMW, was registered. With its new name and new trademark, BMW designed its first six cylinder airplane engine. Employing over 3500 people, BMW went public on August 13, 1918. But by the end of the year, The Treaty of Versailles was signed imposing a ban on the construction of aviation engines and the use of heavy artillery, gas, tanks and aircraft in Germany. Although the company managed to stay afloat, it was a tough time for BMW. The company had relied on the manufacture of aircraft engines for its existence and more specifically the aero engines for warplanes. (Taylor, 2000 ). As a temporary solution BMW secured a contract to manufacture...
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...BWMs Dream Factory and Culture [TYPE THE COMPANY NAME] [BMW’s Dream Factory & Culture] [Assignment # 1] Shahzad.Tahir Instructor’s name: Professor: Jaichand Sewkarran BUS 520: Leadership and Organizational Behavior Strayer University 4/24/2010 [This paper is about a case study, “ BMW’s Dream Factory & Culture .”It tries to examine five specific issues. First, it describes the culture at BMW. Second, it discusses the model of leadership illustrated at BMW and the related impact on the organization culture. Third, it analyzes why employees derive high job satisfaction at BMW, using specific job characteristic models. Fourth, it Discuss the attributes of organizational creativity that are fostered at BMW. Finally, it discusses how culture and work environment impact the performance results of BMW.] 1|Page BWMs Dream Factory and Culture QUESTION 1: Describe the culture at BMW. ANSWER: BMW (Bavarian Motor Works) that founded as aircraft engine factory in 1916, made first motor cycle in 1923 and in 1928 buys its first car factory and since then it is known and the one of the leader in production of luxury automobiles (BBC; 2000). The case of BMW presents interesting insights in to the organizational cultures that lead to the success of the BWM for almost over a century. It is important to explain the term organizational culture before describing the culture at BMW. Meridian Group explains the organizational culture in terms of the ‘distinctive personality’ of...
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...BMW’s Dream Factory and Culture Assignment 2 To Professor Kahlita D. Miller By Allyson Cook Strayer University- Prince George’s Campus Winter 2010 BMW’s Dream Although, it’s considered to be one of the smaller companies in the U.S auto world, BMW generates more than $60billion dollars in sales. It seems as though some of the bigger auto companies could learn a lot from this smaller company. BMW’s management system is flat, flexible, entrepreneurial, and fast. This system has been working for years. BMW’s success stems from an entrepreneurial culture. This particular type of culture is very rare in most corporate Germany. Having 106,000 employees that are a network of committed associates that has fewer hierarchical barriers to help hinder innovation. Each employee gets a sense of history and the mission of the company as soon as they come aboard. Individuals from all levels work side by side, creating an informal network. This definitely makes BMW’s culture unique. BMW has a sense of history as well as making each and every one of their employees feel like a family. Each new employee learns about the history of the company. Letting each employee know about the beginning of the company in 1959 when BMW was once nearly bankrupt, and would have been taken over by Mercedes if it had not been for Germany’s wealthy Quandt family that bailed the company out. The 1959 story that is told at each employee, during a new employee...
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...Culture at BMW Much of BMW’s success stems from an entrepreneurial culture that is rare in corporate Germany. BMW’s employees are a network of committed associates with few hierarchical barriers to hinder innovation (Hellriegel, D., & Slocum, J. W, Jr. 2009). The corporate strategy at BMW is identify potential, encourage growth, and recognize where their strength lies which leads to making the best of every opportunity (BMW Group, 2008). It is important to have a culture of openness where employees can experience a sense of place, history, and mission (Hellriegel, D., & Slocum, J.W, Jr. 2009). Corporate culture is very important to BMW’s success. It is shaped by clear responsibility, mutual respect and trust (BMW Group, 2008). Culture is the dominant patter of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously to subsequent generations (Hellriegel, D., & Slocum, J.W, Jr. 2009). This definition of culture identifies the beliefs and standard in which BMW wants to communicate to the public. The culture at BMW is the key to the company’s success. Motivating employees, encouraging feedback and self efficacy has BMW a sort out place to work for. Model of leadership illustrated at BMW and the related impact on organizational culture Avery (2004) defines leadership as influence; that is the art of process of influencing people so that they will strive willingly and enthusiastically toward the achievement...
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...Assignment Two: How Personal Can Ethics Get? BUS 520 Abstract BMW’s Dream Factory & Culture The History Bayerische Motoren Werke (BMW) is a German automobile company that was founded in 1916. With over 90 years of experience BMW has driven its way to the top of the auto industry and is best known for its performance and luxury vehicles. BMW is the ultimate driving machine. While BMW celebrates its successes, the company remains humble and recognizes that things can go wrong. In 1959 the company nearly went bankrupt after it badly misjudged the market trends of the era. The company would not be here today if it did not receive a bailout from a wealthy German family and the continued support of their workforce. This served as a pivotal point in BMW’s history that would drive the company’s performance. As a part of the on-boarding orientation training BMW makes a point to share the story of 1959 with each new plant associate. From day one BMW employees understand the vision, mission, and goals of the company; this in turn creates a sense of placement for the employee within the company. Employees are not only armed with the training and knowledge they will need to be successful at BMW but know how they have and continue to impact the company. The Culture & Leadership BMW has created a workplace that embraces an entrepreneurial culture. BMW believes that there are always better solutions and everyone in the company is expected to help find those solutions. BMW...
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...The Culture of BMW Much of BMW’s success has derived from cultivating the concept of an entrepreneurial culture. They have adopted the idea to provide a place where workers feel connected, feel more like a family, and where work is compared more ofto a lifestyle. “From the moment they set foot inside the company, associates experience a sense of place, history, and mission” (Hellriegel & Slocum, 2009, p. 522). The conversation and communication can be formal, but it is often informal. Decisions are made and ideas are voiced from all members of the team to come up with a great product. Their eAll employees work side by side and are treated equally. BMW, as a company, is based on commitment of their workers and less hierarchical barriers. They believe a hierarchical structure barriers gets in the way of innovation. To remember where they came from and to motivate worker’s performances, they revisit their downfall of 1959 at every orientation for new hiresemployees. The company is fast paced, andthat promotes growth opportunity and career advancements. , which mean, th This allows thee workers have to be flexible and creative. Managers that are willing tostriving to achieve excellence are promoted with little time for training. They have to work closely with subordinates and peers to learn the important information. Model of Leadership at BMW and the Related Impact on the Organizational Culture Today BMW owes its history so that BMW has been running its business...
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...Worldwide competition One of the product categories in which global competition has been easy to track in U.S.is automotive sales. The increasing intensity of competition in global markets is a challenge facing companies at all stages of involvement in international markets. As markets open up, and become more integrated, the pace of change accelerates, technology shrinks distances between markets and reduces the scale advantages of large firms, new sources of competition emerge, and competitive pressures mount at all levels of the organization. Also, the threat of competition from companies in countries such as India, China, Malaysia, and Brazil is on the rise, as their own domestic markets are opening up to foreign competition, stimulating greater awareness of international market opportunities and of the need to be internationally competitive. Companies which previously focused on protected domestic markets are entering into markets in other countries, creating new sources of competition, often targeted to price-sensitive market segments. Not only is competition intensifying for all firms regardless of their degree of global market involvement, but the basis for competition is changing. Competition continues to be market-based and ultimately relies on delivering superior value to consumers. However, success in global markets depends on knowledge accumulation and deployment.[1] tiwana. [edit]Evolution to global marketing Global marketing is not a revolutionary shift,...
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...Top 100 Most Valuable Global Brands in 2013 Brand Value, Mission & Vision: APPLE Brand Value: Founders of Apple Steven Wozniak and Steven Jobs both dropouts of school Apple was incorporated in the state of California on January 3, 1977 Apple II debuted at a local computer trade show No. 20 on “Brand of the Year 2009” award The recession won’t take a bite out of this Apple Revenue of first quarter $15.68 billion in 2009 ($3.98 billion more than 2008). Apple has a branding strategy that focuses on the emotions Lifestyle & simplicity “ Easy use” Religion = Trust, safety, Loyalty & love It is a big tribe, everyone is one of them. You are part of the brand Brands are more important than products. Designed in 1977 The Apple logo is one of the most famous logos in the world The mystery of identity Computer term ‘byte’ Stripes to rebel Aqua logo 2001. It's always about people “ For Apple it is not about money. It is about the people you have, how you are led, and how much you get it. Apple are no longer selling products, they are selling brands. Apple is gaining market share in every category and, given the premium price of their products, that is a significant achievement. Mission & Vision: Apple recognizes that by integrating awareness of the environment, health and safety management practices into all aspects of our business; we can offer technologically innovative products and services while conserving and enhancing resources...
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...China Media Research, 9(3), 2013, Zheng, Case Study of Audi’s Brand Repositioning in China A Case Study of Audi’s Brand Repositioning in China Lu Zheng University of Florida Abstract: Based on a comprehensive review of Audi’s press releases published from 1999 to 2007 and in-depth interviews with Audi’s public relations professionals, this case study identified media relations, event sponsorship, and corporate social responsibility as Audi’s main public relations strategies for its brand repositioning in the Chinese market. Each strategy and related tactics were first illustrated by specific examples and then surveyed in light of contemporary public relations and mass communication theories. [China Media Research. 2013; 9(3): 64-73] Key words: Audi, brand, reposition Introduction Audi, a subsidiary of German car manufacturer Volkswagen, entered the Chinese automobile market in 1988. In the late 1990s, or one decade after its China debut, Audi, with the help of Ruder Finn, a New-York based independent PR firm, began to implement a brand repositioning strategy in China. By the mid-2000s, thanks to its unremitting PR efforts, Audi has successfully repositioned itself from a government car brand to a premium car brand targeting successful business professionals (Ruder Finn, 2007). Since the launching of its China production in 1988, Audi was designated as the “premium government car brand” dedicated to serve high-rank government officials. In contrast, middle and low ranking government...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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