...Culture Ricky Burks Excelsior University In this analysis we will examine the organizational culture of Chrysler Group LLC in order to understand the mission or vision that the company was built on, while taking a look the components of the company’s culture that made it recognizable to others as the Chrysler brand or their known way of functioning. These components would include its observable artifacts, espoused values, and basic assumptions that are related to the specific culture of Chrysler Group. In addition to understanding the company’s past culture we will explore the changes made by their CEO Sergio Marchionne in order to revamp the company’s culture and make Chrysler a more profitable company. This will be done by bringing an understanding to the competing value framework Chrysler has and how Sergio Marchionne has made changes to the company itself. This requires looking at changes made within PE fit and the mechanisms that were used created organizational change for Chrysler. First, one can tell that Chrysler functions under a market culture; therefore, “a market culture has a strong external focus and values stability and control (Kreitner & Kinicki pg.70).” The market culture did not completely change for the company as they still function under the same culture but previous observable artifact and espoused values have been changed in order to align the culture with the company’s goals. One of the main espoused values that were expressed...
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...decline in sales isn't the only big problem facing Chrysler Group LLC. Another, according to Chief Executive Sergio Marchionne, is the almost in grained tendency to react to falling sales by slashing pnces. In Detroit, "there's almost a fanatical, maniacal interest in [market] share," Mr. Marchionne told reporters Monday on the opening day of the North American International Auto Show. But rarely, he added, has heavy discounting in pursuit of high volumes helped automakers generate profits in the long term .... For the past seven months, the 57-year-old Italian-born Canadian has been working to shake up Chrysler and move the company away from old ways that forced it into bankruptcy reorganization last year. He has ousted several veteran executives, flattened its bureaucracy, and, according to people who have worked closely with Mr. Marchionne, injected an element of fear into its ranks. One of the more frustrating problems for Mr. Marchionne has been the use of heavy rebates and other incentives to maintain sales-an issue that has plagued General Motors Co. and Ford Motor Co.over the years. Last July, for example, when the U.S. government offered as much as $4,500 in "cash for clunkers" rebates, Chrysler's sales chief at the time, Peter Fang, drew up a plan to offer an additional $4,500 from Chrysler, two people familiar with the matter said .... But when Mr. Marchionne found out about it, he was furious, these people said. In an August meeting with Mr. Fang and his sales team...
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...same time. Chrysler Corporation had common economic interest, however they had conflicting cultural and moral views. In order to create value in and for organizations, it is sometimes effective to focus on expanding options, creating new ideas, self-organizing, and collaborative learning. Executive Chief Sergio Marchionne put a great deal of emphasis on changing the corporate culture at Chrysler. One way to assess his vision for Chrysler’s new culture is to classify it using the competing values framework (CVF). CVF provides a practical way for managers to understand, measure, and change organizational culture. The four basic types of culture include clan, adhocracy, hierarchy, and market (Kreitner & Kinicki 2013). As is the case with Chrysler, organizations may possess characteristics of each type, but they generally have one that is more dominant. At first glance it appears that Chrysler’s functions under a market culture; “a market culture has a strong external focus and values stability and control (Kreitner & Kinicki 2013).” It is clear that the primary goal of Marchionne was profitability, giving the company an external position. Secondly, Marchionne implemented change by his reaction to incidents and organizational crises making it known that he strongly disliked practices set forth to meet margins. He stressed quality which is an internal focus most related to a hierarchy culture, yet he disseminated much of the executive power in the fashion of a clan culture...
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...decline in sales isn't the only big problem facing Chrysler Group LLC.A nother, according to Chief Executive Sergio Marchionne, is the almost in grained tendency to react to falling sales by slashing pnces. In Detroit, "there's almost a fanatical, maniacal interest in [market] share," Mr. Marchionne told reporters Monday on the opening day of the North American International Auto Show. But rarely, he added, has heavy discounting in pursuit of high vol umes helped automakers generate profits in the long term .... For the past seven months, the 57-year-old Italian-born Canadian has been working to shake up Chrysler and move the company away from old ways that forced it into bankruptcy reorganization last year. He has ousted several veteran executives, flattened its bureaucracy, and, according to people who have worked closely with Mr. Marchionne, injected an element of fear into its ranks. One of the more frustrating problems for Mr. Marchionne has been the use of heavy rebates and other incentives to maintain sales-an issue that has plagued General Motors Co. and Ford Motor Co.o ver the years. Last July, for example, when the U.S. govern ment offered as much as $4,500 in "cash for clunk ers" rebates, Chrysler's sales chief at the time, Peter Fang, drew up a plan to offer an additional $4,500 from Chrysler, two people familiar with the matter said .... But when Mr. Marchionne found out about it, he was furious, these people said. In an August meeting with Mr. Fang and his sales...
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...1. Introduction What is the effect of a third who joins into a negotiation which was initially distributive and bilateral? Can this entry at the table shift the negotiation, which is now multilateral, from distributive to integrative? How? The deepening of the decision-making processes commonly known as "negotiations" has been always dear to scholars in management, within the studies on strategic cooperation between companies(Fisher, Ury, & Patton, 1981; Komorita, 1985; Kramer, 1991; Lax & Sebenius, 1986; Lewicki, Weiss, & Lewin, 1992; Raiffa, 1982; Sheppard, 1984; Walton & McKersie, 1965; Zartman, 1977).Over the years, these studies have contributed to the construction of the so-called negotiation theory, which has assumed the development of techniques and models designed to solve political problems as the primary target of investigation. Management studies relating to negotiations have mainly focused on negotiation processes between companies, customers, suppliers, and industrial relations. The negotiations involving two companies that design strategic paths of cooperation – or have to implement a designed one – are less investigated, especially those concerning the effect of the intervention of outside (third) parties. I intend to focus on the latter. Through the analysis of the case studies relating to the negotiation between Fiat and Chrysler to establish a strategic alliance in the automobile sector, the article would like to investigate how the entry of interested third...
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...Case Study: Sergio Marchionne What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? An observable artifact is defined as the physical manifestations of an organization. These artifacts can include a company’s dress code, stories about the company, and rituals within the company (Kreitner & Kinicki, A.2013). The main observable artifact that Chrysler had, and the reason Mr. Marchionne was in distress was about, was the way manager Fong doubled rebates in order to make profit from the dealership sales. This approach was part of the culture that led the company to diminished lucrativeness. Another observable artifact came with the changes Mr. Marchionne implemented, such as his weekly meetings with his staff. Espoused values can be defined as the normal standards in which a company conducts business. A few of the espoused values mentioned in the text are, “the margins and vehicle quality needed to improve and better control over pricing was imperative” (Kreitner & Kinicki, 2013, p.87). Mr. Marchionne went to 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 the company’s behavior (Kreitner & Kinicki, 2013, p.87). Mr. Marchoinne implemented major changes at Chrysler by expelling executives, removing its bureaucracy and adding fear to the workforce. How is Mr. Marchionne trying to improve the PE...
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...same time. Chrysler Corporation had common economic interest, however they had conflicting cultural and moral views. In order to create value in and for organizations, it is sometimes effective to focus on expanding options, creating new ideas, self-organizing, and collaborative learning. Executive Chief Sergio Marchionne put a great deal of emphasis on changing the corporate culture at Chrysler. One way to assess his vision for Chrysler’s new culture is to classify it using the competing values framework (CVF). CVF provides a practical way for managers to understand, measure, and change organizational culture. The four basic types of culture include clan, adhocracy, hierarchy, and market (Kreitner & Kinicki 2013). As is the case with Chrysler, organizations may possess characteristics of each type, but they generally have one that is more dominant. At first glance it appears that Chrysler’s functions under a market culture; “a market culture has a strong external focus and values stability and control (Kreitner & Kinicki 2013).” It is clear that the primary goal of Marchionne was profitability, giving the company an external position. Secondly, Marchionne implemented change by his reaction to incidents and organizational crises making it known that he strongly disliked practices set forth to meet margins. He stressed quality which is an internal focus most related to a hierarchy culture, yet he disseminated much of the executive power in the fashion of a clan...
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...------------------------------------------------- Project Failures From the Top Down: Can Marchionne Save Chrysler When Chrysler merged with Fiat on June 10, 2009, there was cause for hope and optimism. After an endless string of bad news, perhaps, the auto industry was not dead yet. On paper it looked like a good deal for everyone. Fiat would return to the US market and sell its popular 500 (Cinquecentro), Chrysler would acquire a line of cars that consumers might actually buy, and tens of thousands of workers would keep their jobs. But the real prize might just be Sergio Marchionne, CEO of Fiat and now CEO of FiatChrysler. When he first became CEO of Fiat in 2004, Marchionne inherited a company on the brink of failure. It manufactured a lackluster product line and had suffered more than $12 billion in losses over the previous five years. To transform the company he embarked on several strategic and operational projects. He fired senior managers, upended a bloated bureaucracy, and brought a team of young aggressive managers on board. Then, he reviewed all projects and killed those that could not pass the market test. And he hired new designers, and demanded a portfolio of exciting projects that would bring customers back to dealer showrooms. In less than three years he succeeded in one of the most impressive turnarounds in automotive history. Now, as part of his plan to grow Fiat into a global competitor he has taken on Chrysler. But, can he perform his magic again? Can he save...
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...DATE: November 13, 2012 SUBJECT: Chrysler Business Profile Here is the Business profile that you requested on Chrysler LLC, on November 09, 2012. Chrysler is committed to fostering cultural and global diversity, and dedicated to protecting the environment for current and future generations. Chrysler LLC 1000 Chrysler Drive Auburn Hills, MI 48326 Phone: 248-576-5741 Annual Sales: $55 Billion Total Employees: (June 2012) 64, 200 Primary Line of Business: Automotive Major Brands: Chrysler, Jeep, Dodge, Ram, SRT, Fiat, and Mopar Manufacturing Facilities: (December 2011) * 12 Assembly * 7 Engine * 3 Transmission * 10 Stamping, Casting, Machining, Axle, Tool and Die Management Directory * Sergio Marchionne, President and Chief Executive Officer * Doug D. Betts Vice President of Quality * Laurie A. Macaddino, Vice President of Audits * Nancy A. Rae, Human Resources Executive Business Profile Chrysler Group LLC is an American based multinational automaker, in global strategic alliance with its majority owner, Italian manufacturer Fiat, since 2009. Chrysler first organized as the Chrysler Corporation in 1925. Its core brands are: Chrysler, Jeep, Dodge, Ram, SRT, and Mopar vehicles and products. The company is headquarted in Auburn Hills, Michigan, United States. On June 10, 2009, Chrysler LLC emerged from a government backed chapter 11 reorganization as Chrysler Group LLC, in alliance with Italian automaker Fiat....
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...Soila English 102 28 February 2015 Movie Poster Comparing Analysis Any reader who comes across the two posters gets an immediate sense that it is an advertisement (purpose) of western movies (genre). These posters are intended to promote to action packed movies: The Good, The Bad and The Ugly and A Fistful of Dollars. This is clearly portrayed by the images of the cast whose dress code is western where cowboy hats and natural beards are evident. In addition the use of bold western font and the color selection, particularly of sunset-like orange and brown, makes it so western. More revealing, is the prominence of the guns. Clint Eastwood prominently occupies the central portion of the poster. In the poster on the left (Good, Bad, and Ugly), he is smack in the center. On the poster on the right he dominates at least two thirds of the poster. On the poster on the left, the reader will notice scenes of action casting heated gun battles and on the forefront are three men standing in confrontational postures. These features would quickly capture the interest of an audience that is interested in western movies (genre) that is also interested in real action, energy, or those with a fascination for violence (logos). This action and energy is suggested by the mean faces and guns (one each per poster). The two posters are engaging in that they equally draw the reader who is interested in action to look further into the background and see further portrayal of action. Facial...
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...Test ------------------------------------------------- Fuerza Latina ------------------------------------------------- Clase 1 ------------------------------------------------- Preparación previa Raul Rivera – America Latina condenada al éxito AL no es tan fea: tiene muchas ventajas. Latinoamericanos tienen un punto de visto sobre su región bastante pesimista. Es un error. Las barreras son dentro de sus cabezas. AL es una región de clase media, pobreza es en África y Asia. * Ejemplo de Chile que se ha abierto al comercio con reformas * Los países aprendieron que reducir el déficit era importante para reducir la inflación Una cuestión primordial es la del papel de México: asumir su papel y asociarse con el sur del continente o dar este papal al Brasil. En los 60s, México estaba solo, porque era la década perdida de AL. México ha elegido asociarse con los EEUU, pero hoy es EEUU-dependiente. Es grave dar la espalda a EEUU y al Tratado De Libre Comercio De America Del Norte, pero es aun mas grave no asociarse con los que compartan tu cultura. Si no lo hace, Brasil tendrá que hacerlo. México es visto como un país indeciso: soña de una mexamerica donde es México y EEUU son solos. Con 100m de personas, México no puede ser un país vasallo de otro. Debe aprovechar de la remisas de los mexicanos en EEUU + asociase con este modelo de desarrollo y de libre empresa de Chile, Columbia y Perú. Necesidad de instituciones para la defensa y abordar el narcotráfico...
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...Corbucci's classic Spaghetti Western is quite influential for a variety of reasons. Firstly, it introduced Franco Nero as a cool leading man, taking cues from Eastwood's performance in Sergio Leone's work, but managing to establish his own character. Django's weapons are rememberable as well, such as his trademark coffin which he drags behind him. The coffin holds his signature weapon: a large machine gun turret (a reference to this film can be seen in Robert Rodriguez' Desperado, which had guns within a similar looking guitar case). Corbucci's film also added to the foundations of the standard spaghetti western that Leone had established, by introducing gory violence and scenes of torture, which added a darker element to the genre. Ears are...
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...Chapter II Methodology Research Method and Design The descriptive method of research is used in this study. Since descriptive method is a fact finding study with adequate and accurate interpretation of findings that describes what actually exists in current conditions. Consequently, descriptive method of research is best suited in attaining the purpose of this study because this research involved a description, recording, analysis and interpretation of what actually existed in current conditions. Respondents of the Study The respondents of this study were the 42 students of fourth year, Section V, of Manuel A. Roxas High School. The 42 students were interviewed and undergone tests to successfully determine the result of the study. Research Instruments The researcher formulated reading comprehension test that was utilized as a survey instrument. The test contains 45 questions based on the three short selections they have read. Procedure After acquiring the necessary permits to conduct the test regarding reading comprehension, it was administered by the researcher himself to the students and collected the answer sheets after completion. Then all data collected were used for interpretation. Statistical Treatment Data analysis was done using the statistical treatment. Rating scale, frequency, and percentage were used to identify the students status in reading comprehension. Chapter III: Presentation, Analysis, Interpretation of Data This chapter presents the results and...
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...Taylor Pittman Professor HubbardLiba 102 sec. 497 December 2008 Mother of The West It goes without saying, that the Western film genre is a male dominated society. Often times the importance of female roles are shoved to the side for that of a mere sex symbol. In 1968’s Once Upon a Time in the West, director Sergio Leone opted to forgo that route and instead cast the iconic beauty Claudia Cardinale as the resilient Jill McBain. Through her steadfastness in times of immense adversity and creative symbolism, Leone develops Jill McBain as a mother to the new West. Director Sergio Leone wished to capture the audience the moment Jill is introduced in the film. As the camera pans over the train which carries Jill, jubilant background music can be heard. The score in this scene is a complete contrast to the sinister sounds which filled the opening scenes of bloodshed. Knowing the diligent attention Leone gave to sound, this song can be perceived as Jill’s theme, much in the same way as Harmonica. Jill is first shown smiling and looking over the train-yard and then gracefully helping herself down the steps. This one shot establishes Jill as a person who is eager to live somewhere new, boldly stepping down into the dust filled West while maintaining her pleasant disposition. As Jill begins to walk through the crowd she pays special attention to numerous types of people. Leone chose to include blacks, Native Americans, Union soldiers and young and old of all type of people in this...
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...The case study provided many specific examples of observable artifacts, espoused values, and basic assumptions that shadowed the Chrysler Group during this transition. Sergio Marchionne went head-to-head with an organizational culture that was not ready for change. The observable artifacts that were dominant during this study was Sergio Marchionnes’ approach to change of company behavior. Mr. Marchionne began to implement weekly and daily meetings to ensure his staff, as well as, himself were all on the same page and moving forward. In addition, Mr. Marchionne took an office amongst the staff instead of the separating himself from his employees. These actions show a great deal of Mr. Marchionnes’ care of the company and his staff. Employee...
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