Observable artifacts are the outward viewable signs of an organization. These artifacts indicate a company’s dress code, rituals within the company and stories about the company. The main observable artifact that Chrysler had and was the way manager Fong doubled rebates in order to make sales. This is not a good strategy, because it did not make any profits. Another observable artifact came with the changes that Mr. Marchionne implemented such as his weekly meetings with his staff. Espoused values can defined as the normal standards in which a company conducts business. A couple of espoused values that mentioned are the “margins and vehicle quality needed to improve and better control over pricing was imperative” (Kreitner, Kinicki, 2013). Mr. Marchionne went Chrysler to change these values to make the company profitable again. Basic assumptions are the values of a company that have not been followed and begin to represent a company’s behavior. For Chrysler, Mr. Marchionne made major changes to the company by expelling executives, removing its bureaucracy and adding fear to the workforce. PE fit is defined as the compatibility between an individual and a work environment that occurs when their characteristics are well matched. Mr. Marchionne felt that he needed to take drastic measures in order to pull Chrysler out of its downward spiral. In trying to improve the PE fit he held a dozen interviews with Chrysler executives to promote them to a management position. “Sources who have worked for Marchionne at Fiat say he swept out many executives when he took over that company in 2004 and even fired some managers during meetings” (Kiley, 2009). He felt his old management team CVF provides a practical way for managers to understand, measure, and change organizational culture. According to the Competing Values Framework, the external focus of Chrysler probably is