Chrysler's Culture: A Case Study

Marchionne transformed Chrysler’s culture from a hierarchy to a flatten organization and eliminated the bureaucracy (Taylor, 2010). He wanted to engaged employees on all levels and create a culture of teamwork. According to Muller (2011), Marchionne had twenty-five direct reports, and each one would report to him weekly and always available to discuss work . Marchionne understood that in order to transform Chrysler’s culture he had to invest time in his people and build relationships. As a result of his personal interest in his employees, Marchionne was able to increase production and build a positive internal and external culture.

Marchionne not only focused on his people but also the condition in which they worked. When Marchionne took