Changing Organizational Culture Did Mr. Marchionne Use At Chrysler
Which of the mechanisms for changing organizational culture did Mr. Marchionne use at Chrysler? Explain.
Chrysler needed a leader who would teach the employees by showing them how he thought Chrysler should operate to be profitable and competitive. “Changing culture amounts to teaching employees about the organization’s preferred values, beliefs, expectations, and behaviors. This is accomplished by using one or more of the 11 mechanisms” (Bethel, 2016 pg. 68-69). Mr. Marchionne issued formal statements of Chrysler’s organizational philosophy, mission, vision, and values. “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” …show more content…
74). Mr. Marchionne changed the location of his office, and included Fiat executives in meetings by using conferencing equipment. Mr.Marchionne desired to be with the employees who made the day to day decisions.
Mr. Marchionne organized goals for the business and conducted 15-minute interviews this was part of the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people. He allowed employees to interview to keep their jobs, and he promoted those that deserved to be promoted” (Bethel, 2016 pg. 76). This act showed the employees that job promotions were a result of being successful in their job requirements.
Mr. Marchionne’s reactions to critical incidents and organizational crises was swift and uncompromising. He was unhappy with the rebates that Chrysler was offering, and subsequently the employee that spearheaded the program was fired. This action showed the employees that he was committed to change within the organization, and if an employee was an obstacle to this change there was no position at Chrysler for them (Bethel, 2016 pg.
Chrysler needed a leader who would teach the employees by showing them how he thought Chrysler should operate to be profitable and competitive. “Changing culture amounts to teaching employees about the organization’s preferred values, beliefs, expectations, and behaviors. This is accomplished by using one or more of the 11 mechanisms” (Bethel, 2016 pg. 68-69). Mr. Marchionne issued formal statements of Chrysler’s organizational philosophy, mission, vision, and values. “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” …show more content…
74). Mr. Marchionne changed the location of his office, and included Fiat executives in meetings by using conferencing equipment. Mr.Marchionne desired to be with the employees who made the day to day decisions.
Mr. Marchionne organized goals for the business and conducted 15-minute interviews this was part of the associated criteria used for recruitment, selection, development, promotion, layoffs, and retirement of people. He allowed employees to interview to keep their jobs, and he promoted those that deserved to be promoted” (Bethel, 2016 pg. 76). This act showed the employees that job promotions were a result of being successful in their job requirements.
Mr. Marchionne’s reactions to critical incidents and organizational crises was swift and uncompromising. He was unhappy with the rebates that Chrysler was offering, and subsequently the employee that spearheaded the program was fired. This action showed the employees that he was committed to change within the organization, and if an employee was an obstacle to this change there was no position at Chrysler for them (Bethel, 2016 pg.