Bmw Business Management

Bavarian Motor Works (BMW) was created in 1916 as an aircraft engine manufacturing company. After World War I, they were prohibited from manufacturing aircraft and aircraft engines. They moved into the automobile business in late 1928. Since then, BMW has been known for making high quality automobiles. The question really is, how does BMW maintain such high quality? How do they continue to produce automobiles known for precision and performance? The answers to these questions lie within BMW’s organizational culture and their employees.
Culture
The corporate culture of BMW focuses on employees as the company’s success factor. Culture is the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations (Hellriegel & Slocum, 2009). BMW’s culture is value-based on the guidelines of the value-oriented and values-based personnel and social policies of the BMW Group. It is based on eight principles that help set standards for BMW’s employees. At BMW they believe in treating everyone with mutual respect and empowering all of the employees to make decisions and suggest ideas to help better BMW. They also have good communication skills. They try to make sure all employees and managers are aware of all changes taking place within the company. This helps to give the employees a greater sense of responsibility and belonging.
Model of Leadership The model of leadership at BMW is empowering the employees. At BMW, they believe in giving employees the responsibility of making decisions. Employees are equipped with the skills necessary to carry out their jobs. BMW is committed to providing employees its employees with the necessary skills to make decisions own their own. They place an importance in each employee taking a personal responsibility for the success for the company. It is very important to BMW that everyone works together as a team and everyone is agreement in helping the company achieve their corporate goals.
Job Satisfaction Job satisfaction is a very key component of having successful happy employees. When employees are satisfied and happy with their jobs, they tend to perform better and are better employees in general. The job characteristics model involves increasing the amounts of skill variety, task identity, task significance, autonomy, and feedback in a job (Hellriegel & Slocum, 2009). Employees should have the skills and knowledge needed to perform a job. At BMW, they want their employees to be fit mentally and physically. They provide the employees with extensive on-going training. This training helps prepare the employees for future success with BMW. BMW also encourages performance with their employees. They use flexible working time models to give all of their employees the greatest possible freedom in how they work and to motivate them to full use of their skills (www.bmwgroup.com). They also offer their employees attractive compensation packages and great financial benefits. BMW also encourages their employee’s to be creative and share their ideas. An example of this innovation is BMW expects everyone in the company to offer ideas which help increase optimization and propose solutions as part of BMW’s improvement management programme (www.bmwgroup.com). In return, employees are awarded a bonus for their suggestions.
Attributes of Organizational Creativity BMW’s contributes their organization creativity to making their employees feel empowered. BMW believes satisfied employees are the best endorsement (www.bmwgroup.com). Working with BMW offers many possibilities and personal development. Employees are encouraged to make contributions. BMW has developed the 300 working time model. This concept gives BMW employees the opportunity to have flexible working times. They give employees the chance to meet with their managers and set up schedules which optimize how they organize their work. BMW also takes pride in offering its employees appropriates salaries. They believe in keeping their employee’s motivation and performance high. Their employee salaries are in the top third for the industry and also take into account individual performances (www.bmwgroup.com). They also believe in continuing to assist their employees once they no longer work. They offer pensions and private retirement plans. Finally, attributes of BMW’s organizational creativity are fostered by helping their employees balance work and family. BMW believes all employees should have a healthy balance between their work life and family life. They offer different solutions to employees, whether they are part-time, young professionals, or employee’s who are caring for other relatives.
Culture and Work Environment BMW contributes their success to their employees and outstanding performance. When employees are motivated and have the competencies to perform their job, they are more successful employees and perform better. In the most recent employee satisfaction survey done at BMW, 90%of the BMW Group employees worldwide are satisfied to highly-satisfied with their employer. BMW’s also has a reputation for producing high quality automobiles.

References
BMW Group. Retrieved from http://www.bmwgroup.com
Hellriegel, D., Slocum, J. (2009). Organizational Behavior and Key Competencies. In M. Staudi & M. Stranz (2101 ed.), Organizational Behavior (pp. 19). Ohio: Cengage Learning.
Hellriegel, D., Slocum, J. (2009). Motivating Employees. In M. Staudi & M. Stranz (2010 ed.). Oganizational Behavior (pp. 139). Ohio: Cengage Learning.

References: BMW Group. Retrieved from http://www.bmwgroup.com Hellriegel, D., Slocum, J. (2009). Organizational Behavior and Key Competencies. In M. Staudi & M. Stranz (2101 ed.), Organizational Behavior (pp. 19). Ohio: Cengage Learning. Hellriegel, D., Slocum, J. (2009). Motivating Employees. In M. Staudi & M. Stranz (2010 ed.). Oganizational Behavior (pp. 139). Ohio: Cengage Learning.