BMW’S Dream Factory & Culture Essay

1. Describe the flori stopping point of BMW.Organizational culture is an radical in the field of Organizational studies. A culture is pull ind through the individualist experiences, attitudes, shared values or common perceptions that are held by all(prenominal) member of an transcription. Organizational culture affects such outcomes as productivity, exploit, commitment, ego confidence, and honourable behavior. Within the auto industry, Bavarian Motor Works, or BMW recently chose to puddle a paradigm shift from a divisional style of leading to an organic championship. A value system has evolved within the organization that drives passion, which in turn brings forth energy and ownership from leadership to associates of the bon ton.Founded in 1916 by a merger of two companies Rapp Motoren Werke and Gustav Flugmaschinefabrik, its origins as a social club specialize in airplane engines, and then creating the inspiration for its current logo, introduced in 1920, the handbi ll design of an aircraft propeller. BMW is a comp whatever with a hierarchy, moreover the decisions are take form at the level where capability rests. The decisions that are made in the company are a result of informal net full treatment, along with numerous mental capacity storming sessions. Department managers have the ability to decide without a committee which omits unnecessary bureaucracy. Regardless of your suppose title all levels work together to score ideas to better the brand and product.2. Discuss the model of leadership illustrated at BMW and the link up impact on the organizational culture.Management at BMW is critical to the last-ditch viability of the organization. In 1997, BMW chose to change their leadership style from classic to organic. This change was receivable in part to the leadership at BMW recognizing the value of the employees and listening totheir ideas. The company chose to cultivate their own career managers from within the organization and not hiring any top executives from outside the business unless special needs were presented and an internal contain was not possible (Avery, G. C. 2004). BMWs structure is based on teams which complicate a supervisory board consisting of 21 members. The board of management consists of 10 members, and there are several other networks of teams which are all self managing. At the companys assembly line, the culture of being prophesier changed the hierarchical leadership model to teams that independently solve problems and make decisions. BMW has choose a concept of having visionary leadership where Avery, G. C. (2004) contends that the companys scat from a hierarchical culture made its leadership to move immediate to its employees, which in turn made the workers take ownership of how the organization works and operates in business matters. Teamwork and collaboration have become the corporate culture of BMW since this new style of leadership has taken effect.3. Analyze why employees d erive mellow rail line satisfaction at BMW, using the concepts illustrated in the job characteristics model (see chapter 5).BMW has enjoyed tremendous success as the ultimate driving gondola, but it was the culture of BMW that drove the roadmap for decorum of its employees. The company determined that to represent the needs of the business it needed to use various models of reinforcements to motivate the employees thus creating a culture of receptiveness, incentive, and confidence (Hellriegel, D., & Slocum, J. W., Jr. 2010) The same culture gave its employees high job satisfaction with its inclusiveness and job ownership impression. Employees have a deport idea of the mission that has to be accomplished. Hellriegel and Slocum (2010, p. 140), contend in their analysis of the job characteristics model that If all three psychological states are positive, a reinforcing motorcycle of strong work motivation on self-generated rewards are activated. A job without meaningfulness, respo nsibility, and feedback is incomplete and doesnt strongly motivate an employee. BMW chose to empower their workers by using material rewards which translated into a new pay plan. The company offers the best salaries to the employees along with health benefits that make sure of employees motivation being invariably high at the work. The culture at BMW allowsemployees to feel they are value and that their ideas are appreciated.4. Discuss the attributes of organizational creativity that are fostered at BMW.BMWs organizational creativity produced a business model focused on excellence and vision. Establishing an enterprising work culture includes various factors to be considered, with BMW concentrate on expecting their employees to think in entrepreneurial terms, self managed, and inventive ways which benefit all involved. The company demanded that this type of creativity in an organization could foster a operative side by side address that produced a rebranding of mindset in the quality of open door dialogue in its corporate culture. Until the new system was implemented, employees were paid whether they worked or not, but using the new organic culture, employees earned vacation time for working longer hours. The pay off of this system produced workers who had tendencies of being more accordant in their learned behavior because of this reward system. (Hellriegel, D., & Slocum, J. W., Jr. 2010).5. Discuss how the culture and work environment impact the performance results of BMW.BMWs visionary design was to accelerate performance, job satisfaction, and increase their bottom line. With a revamped organic culture, BMW provided a positive work place, rewarded and recognized it employees, and involved and increased employee engagement. By underdeveloped the skills of its workforce and by promoting from within, and most importantly continued to evaluate and make improvements the company saw overall increased profitability. The result of ordinary business acti vity in the BMW automobile segment was up by 5.1% to 2.106 one thousand thousand euro in 1997. The financial services division was successful, sales increased by 6.6% (Kasperskaya, Y. 1999). The implementation of BMWs corporate culture took vision, acceptance, and dedication. The responsibility for change and performance improvement rests squarely on the shoulders of leaders at all levels. A motivating environment is one that gives workers a sense of pride in what they do.ReferencesAvery, G. C. (2004). Understanding Leadership. London Sage. Hellriegel, D., & Slocum, J W, Jr. (2010). BUS520 Organizational 2010 custom edition. (12th ed.)Mason, OH South-Western Centrage Learning.http//www.allbusiness.com/human-resources/employee-development-teambuilding/800-1htmlKasperskaya, Y. (1999) causal agent Study of the 1999 BMW Group