...nizational Word Count [1,458] BMW-Organisational Structure History Bayerische Motoren Werke AG, commonly known as BMW or BMW AG, is a German automobile, motorcycle and engine manufacturing company founded in 1916. BMW was established as a business entity following a restructuring of the Rapp Motorenwerke aircraft manufacturing firm in 1917. After the end of World War I in 1918, BMW was forced to cease aircraft-engine production by the terms of the Versailles Armistice Treaty. The company consequently shifted to motorcycle production in 1923, once the restrictions of the treaty started to be lifted followed by automobiles in 1928–29. BMW is now headquartered in Munich, Bavaria, Germany. Span of Control Span of control is a term used in business management and it refers to the number of subordinates a supervisor has. The span is influenced by many different factors such as nature of nature of work, type of management, types of organization and type of workers. Just like any other organization BMW has its own span of control. At 31 December 2011, the BMW Group had a workforce of approximately 100,000 employees (BMW Group. (2012). It is very likely that BMW Group employs many managers as it is suggested that a manager should only be supervising from 1-10 subordinates at the same time. This is due to the fact that technology helps managers a lot when trying to present their ideas to the workers. Hierarchy Hierarchy structure refers to the pyramid shaped chain of command...
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... 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). Not being afraid...
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...Table of Contents Table of Contents 1 Executive Summary 2 Introduction 2 Innovative Companies 3 Innovative Solutions 4 Transferring Innovations 8 Success Factors 9 Conclusion 10 Self Evaluation 10 References 12 Executive Summary In order for Chrysler to be successful in a global market, they are going to have to shed the old ways of manufacturing cars and develop newer innovative ideas to compete in today’s economy. By implementing a new business plan, a knowledge sharing system and partnering with a design firm, Chrysler can become a dominant force in the auto industry, not just domestically but globally. The initial startup costs for implementing these innovations are quite high, yet the long term payoffs such as lower manufacturing costs, higher quality products, less waste, a variety of innovative designs, better supplier relationships, increased sales, profits, market share, and greater customer retention and loyalty, all support changing to a more innovative company. Introduction The target of this project was to find and research innovative methods to apply to a current existing company. Our team chose Chrysler to apply the innovations researched to help their company domestically and globally. With Fiat recently acquiring a 35% stake in Chrysler, it is necessary for Chrysler to focus on the global market to remain competitive in this day and age. This project takes an in-depth look at TaTa Motors business model, Toyota’s knowledge sharing...
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...achievement of organizational objectives. An effective leading included the manager to communicate effectively, motivate subordinates, and effectively use power. Some ways to become effective at leading is that managers must first understand their subordinates' personalities, values, attitudes, and emotions. Important information provide by personality research and studies of job attitudes as to how managers can most effectively lead subordinates. The automotive industry's Supersector leader has been named for the BMW group for the sixth consecutive year. Therefore, it becomes the most sustainable automobile manufacturer of the world. The BMW Group is an exclusive company in the automotive industry to have been named in this important group of sustainability indexes every year since it was organized in 1999 and named Supersector leader for each of the past six years. BMW Group is also the only German company in this year which to be ranked among the 19 Supersector leaders worldwide. Rated particularly highly by SAM Group analysts is an integral part of the fact that sustainability for the BMW Group's corporate strategy. One of the company's core strategic principles was declared sustainability back in 2000 by the Board of Management of the BMW Group. Besides, the BMW Group also accepts responsibility for its roughly 96,000 employees and is take part in the projects of social outside of its plants. The company built ecological and social sustainability. The BMW Group has been...
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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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...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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...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 with few hierarchical barriers to hinder innovation (BMW,s Dream Factory)...
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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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...NOVEMBER 1, 2001 STEFAN THOMKE BMW AG: The Digital Car Project (A) “Looks great,” thought Chris Bangle as he walked by a picture of the new BMW 3-Series which was about one year away from its scheduled 1998 launch in Germany. Bangle, a former Wisconsin native, who became the company’s director of worldwide design at age 35, glanced at his watch. In just 30 minutes, he would meet with other senior managers about project recommendations that might revolutionize the way cars had been designed over the past eight decades at BMW. The meeting was in the inner sanctum of BMW’s research and engineering building, the Forschungs-und Ingenieurszentrum, known locally as the “FIZ” (pronounced “fits”). Built in 1987, this massive building centralized the work of 40 facilities previously scattered through Munich. All work from product concept to pilot production occurred in the FIZ. But only a privileged few out of the five thousand who worked in the building had ever visited this corner of the company where the meeting was to be held. Bangle pulled out his card key that would let him pass through a sleek space-age security system that resembled an oval chamber. After negotiating a push card entry system, a set of doors slid close behind him and another set opened up to reveal the styling area—a world of future visions, inhabited by many life-size clay models of cars under development that would eventually come to life on roads of the next millennium. BMW had weathered several storms over...
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...| Bavarian Motor Works (BMW) | Rasheeda PaigeDeVry UniversityProfessor Michael Mcgivern Introduction to International Business03/27/2016 | | Table of contents Name, history, and ownership pg. 2 Country or countries where the business operates pg. 2 Stock exchange identifier and listing pg. 3 Description of the products and services (4 P’s) pg. 3 & 4 SWOT analysis pg. 5 & 6 BMW Competitors pg. 6 Demographics of consumer’s pg. 7 Organization structure pg. 7 & 8 Entrance and exit strategies pg. 8 Government structure and economic indicators pg. 8&9 BMW stands for Bayerische Motoren Werke, an automobile manufacturing company that is based in the country of Germany. BMW is a publicly traded and multinational company in the automotive industry. BMW headquartered is located in Munich, Germany and is well known as one of the best luxury brands in the automotive market. BMW logo is a blue-and-white circle in alternating quarters is represented of an airplane propeller on a blue sky, which is the color of the Bavaria flag. Karl Friedrich Rapp is a German engineer who founded Rapp Motorenwerke in 1913, which was an airplane manufacturing company. After realizing the company was struggling, Rapp reconstructed the company as the Bayerische Motoren Werke GmbH, which was the first use of BMW as a corporate logo. Gustav Otto was the second aircraft engine maker who merged with BMW, a founder of Bayerische Flugzeugwerke AG...
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...An analysis of the repositioning of the “BMW Mini” brand C. Simms and P Trott . Business School, University of Portsmouth, Portsmouth, UK Downloaded by Myongji University At 05:37 14 May 2015 (PT) Abstract Purpose – This paper aims to adopt a consumer behaviour perspective and investigate the extent to which BMW has repositioned the new “Mini”. It builds on a previous paper that explored perceptions of the “Mini” brand. Design/methodology/approach – The study adopted a two-stage approach to data collection, consisting of 66 in-depth interviews with a cross section of important stakeholders with high brand awareness and knowledge. The paper develops a conceptual framework and offers a novel way for firms to consider the effects of their repositioning strategies on consumers perceptions of a brand. Findings – The findings reveal a substantial repositioning of the brand’s functional appeal, moving away from the car’s price as an appeal towards product build quality. Furthermore, the Mini’s symbolic appeal, which is based on its fun and sporty image, has largely remained in place. Practical implications – Firms need to recognise the importance of repositioning at both the symbolic and functional level. Originality/value – The paper presents a novel conceptual framework for viewing repositioning strategies and presents evidence of repositioning at both the functional and symbolic level. Keywords Brands, Consumer behaviour, Cars, Brand image Paper type Research paper ...
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...1 1. Introduction 2. Definition of Network Organisations 3. Reasons For Networks a. Advantages 4. Three Types of Networks 5. Three Types of Managers 6. Examples of Networks a. Dell b. GM c. BMW 7. The Future of Networks a. Cisco Telepresence 8. John’s Personal Experience 9. Conclusion 2 By Team Four – Informal Definition By Miles, Snow & Coleman, “Managing 21st Century Network Organisations” – Formal Definition 3 “…multilevel hierarchies have given way to clusters of business units coordinated by market mechanisms rather than by layers of middle-management planners and schedulers.” “…linked competitive success to doing fewer things better, with less.” Dynamics, Snow C., Miles R & Coleman H. Managing 21st Century Network Organisations, Organizational Winter 1992, pp. 5-20. “Established firms downsized to their core competence, de-layering management hierarchies and outsourcing a wide range of activities. New firms eschewed growth through vertical integration and instead sought alliances with independent suppliers and/or distributors.” Summer Miles, R. & Snow, C. Causes of Failures in Network Organisations, California Management Review, 1992, pp. 53-72 4 Marketers and Distributers Producers Designers Suppliers 5 Globalisation • Competition has reduced all margins; thus, firms must cut costs and improve efficiencies – economies of scale • Strong new players at every stage of the value chain Technological Change and Technology Transfer ...
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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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...Word count: 2593 DATE: 9 NOVEMBER, 2015 ------------------------------------------------- annual operational marketing plan for jaguar Word count: 2593 DATE: 9 NOVEMBER, 2015 ------------------------------------------------- annual operational marketing plan for jaguar Table of Contents 1. Introduction 2 2. Marketing Objectives and Strategies 3 3. Marketing Mix A. Product 4 B. Price 7 C. Place 9 D. Promotion 11 4. Conclusion 13 5. References ...
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...Before world war 2 * BMW was founded by Karl Friedrich Rapp in October 1913, originally as an aircraft engine manufacturer, Bayerische Flugzeug-Werke. The Milbertshofen district of Munich location was chosen because it was close to the Gustav Otto Flugmaschinenfabrik site, a German aircraft manufacturer. The blue-and-white circular logo BMW still uses alludes to the blue and white checkered flag of Bavaria and also indicates a spinning white propeller on a blue-sky background. * In 1923 BMW built their first model motorcycle the R32. The R32 had notably a 500cc air-cooled horizontally-opposed engine. A feature that would resonate among their various models for decades to come... albeit with displacement increases and newer technology. Line and Staff Concepts in BMW The line and staff is defined by its clear chain of demand, with final approval on decision affecting the operation of the company still coming from the top down SPAN OF CONTROL * Span of control refers to the number of subordinates who can be contolled by the superiors. The span depends upon * The level of management * Nature of work * Types of organisation * Types of subordinates STAFFING While the line structure would not be appropriate for large companies, the line-and-staff structure is applicable because it helps to identify a set of guidelines for the people directly involved in completing the organizational works. Staffing involves providing specialized assistance and advices...
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