Bmw's Dream Factory and Culture Essay

1003 Words Nov 19th, 2010 5 Pages
BMW’s Dream Factory and Culture

Business 520
Organizational Behavior

Describe the culture of BMW.
A company’s culture is very important. It incorporates a firms shared values, beliefs and traditions (Hellriegel & Slocum, 2010). Most importantly it is the rules and role model for behavior. BMW’s entrepreneurial culture has no doubt assisted them in being the successful company that they are today.
An entrepreneurial culture is one that values creativity, the tolerance of creative people and allow freedom to grow and fail (Murrary, Poole, & Jones, 2006). It is clear that BMW’s culture was built around these factors. According to studies, new workers have no problem adjusting to this type of culture. This is because BMW’s
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This is all part of the transformational leadership model. Managers at BMW do not think that they have all the right answers but instead think that it is important for them to ask the right questions (BMW’s dream factory and culture, 2010). This insured that they had the best ideas selected and that the best cars were made in the company. Together BMW’s management and employees create new alternatives that are better than their individual efforts. This is called synergy, and BMW’s transformational model of leadership fosters this (Hellriegel & Slocum, 2010, p. 305).

Analyze why employees derive high job satisfaction at BMW, using the concepts illustrated in the job characteristics model. The job characteristics model involves increasing the amount of skill variety, task identity, task significance, autonomy, and feedback in a job (Hellriegel & Slocum, 2010, p. 139). According to the text, there are three critical psychological states: (1) experienced meaningfulness of the tasks performed, (2) experience personal responsibility for tasks outcomes, and (3) knowledge of the tasks performed. We can gather that managers at BMW seldom have formalized training to learn their jobs. This forces them to work closely with other managers and their teams to figure out ways to improve the business. This is another example of how employees are tightly knit and feel as if their opinions matter. The line between management

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