M2A Case Analysis: OB in Action:
Sergio Marchionne Undertakes Major Strategic and Culture Change at Chrysler Group
Jennifer Crossen
Organizational Behavior
Mike Sefransky
September 14, 2017
Part 1: Chrysler functions with the underlying assumption that a company should protect its market share at any cost. Its values thus emphasize on promoting volume of sales through discounts and rebates to preserve its market share. Espoused Values are always deep-seated and not always apparent to the external observer. Observable values, on the other hand, represent the more visible part of an organizations culture through a display of awards, nominations, current undertakings, strategic maneuvers or accomplishments of the company. The most obvious value at Chrysler at present is its emphasis on Person-Environment-Fit and preservation of its rich heritage and pride as a car manufacturer.
Part …show more content…
Marchionne uses a micromanaging style of leadership. The internal meetings stress on the deficiencies of the organization, and little attention about cooperation. Thus the structure is centered around internal assessment and control, thereby making it a Hierarchical Structure.
Part 4: Chrysler's mission statement is: "Cars, Customers, and Returning to Profitability." Though the company initially started with the vision, "Design with purpose." its present vision statement is: "Our vision is to build cars and trucks people want to buy, will enjoy driving and will want to buy again." (Farfan, 2017) The day-to-day operations and accomplishments of the company are completely in-sync with its vision and mission statements.
Part 5: Marchionne used the Person-Environment Fit concept to bring about a change in organizational culture. He stressed on the fact that a person may be qualified / competent for a job, but he may not be compatible with the organization’s internal culture. For best performance, it was necessary to find the perfect
Sergio Marchionne Undertakes Major Strategic and Culture Change at Chrysler Group
Jennifer Crossen
Organizational Behavior
Mike Sefransky
September 14, 2017
Part 1: Chrysler functions with the underlying assumption that a company should protect its market share at any cost. Its values thus emphasize on promoting volume of sales through discounts and rebates to preserve its market share. Espoused Values are always deep-seated and not always apparent to the external observer. Observable values, on the other hand, represent the more visible part of an organizations culture through a display of awards, nominations, current undertakings, strategic maneuvers or accomplishments of the company. The most obvious value at Chrysler at present is its emphasis on Person-Environment-Fit and preservation of its rich heritage and pride as a car manufacturer.
Part …show more content…
Marchionne uses a micromanaging style of leadership. The internal meetings stress on the deficiencies of the organization, and little attention about cooperation. Thus the structure is centered around internal assessment and control, thereby making it a Hierarchical Structure.
Part 4: Chrysler's mission statement is: "Cars, Customers, and Returning to Profitability." Though the company initially started with the vision, "Design with purpose." its present vision statement is: "Our vision is to build cars and trucks people want to buy, will enjoy driving and will want to buy again." (Farfan, 2017) The day-to-day operations and accomplishments of the company are completely in-sync with its vision and mission statements.
Part 5: Marchionne used the Person-Environment Fit concept to bring about a change in organizational culture. He stressed on the fact that a person may be qualified / competent for a job, but he may not be compatible with the organization’s internal culture. For best performance, it was necessary to find the perfect