Sergio Marchionne Chrysler Culture Change Essay

When Sergio Marchionne first took the helm at Chrysler he was handed a company that had just declared bankruptcy and accepted a bailout loan from the U.S. government (McNulty, 2014). Needless to say, it was not a successful culture. He knew before he would ever see success he would have to change the way employees behaved, what they valued, what they expected, and make them believe that with his guidance they could be successful again. He knew he would have to change the entire makeup of the organizational

suggests that changes in organizational culture will not occur until managers make adjustments in basic assumptions (Kreitner & Kinicki, 2013). The Chrysler company was in need of a major revamp given their recent financial woes. An existing organization’s culture is more difficult to transform than that of a new organization, as people are inclined to adapting to a new culture, but more resistant to change (Sims, 2000). New leadership was imperative to change Chrysler’s organizational culture and the

The crisis of Chrysler stemmed from falling sustainability, complacent bureaucracy, and misguided management. Sergio Marchionne (CEO of Fiat) was named CEO of Chrysler June 2009. Two managerial challenges that Mr. Marchionne is facing at Chrysler are managing for both competitive advantage and information technology. Prior to Marchionne taking the reins, rebates were being given by Chrysler per the sales chief Mr. Fong to match the amount given by the government. Once Mr. Marchionne took over, the

looking at the case study of Sergio Marchionnes’ takeover of Chrysler and revamp of the corporate culture, it seems to me that Marchionne utilized several mechanisms for embedding the corporate culture that he desired. I feel that Marchionne utilized six of the eleven ways of embedding culture that was covered in the text. First being the second mechanism on the list, which is the design of physical space, work environments, and buildings (Kreitner & Kinicki, 2013). Marchionne taking an office on the

**************************************** 1. Sergio Marchionne Undertakes Major Strategic and Cultural Change at Chrysler Group (p.86) ********************************************************************************************************** 2. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler 's culture. Explain Student Answer: According to the text, there are three layers of organizational culture: observable artifacts, espoused values, and basic

values, and basic assumptions associated with Chrysler's culture? According to the article Chrysler was facing bankruptcy and liquidation in 2009. Also in 2009 Chrysler received $4 billion in government money to be bailed out. In 2009 Sergio Marchionne was also appointed as Chryslers CEO. When Marchionne took over he had a new approach to bring Chrysler out of bankruptcy. In 2009 Marchionne launched the Fiat series and by May 2011 Marchionne repaid the money back to the U.S. and Canadian government

been either made or born with the trait. Sergio Marchionne, Chief Executive Officer of Fiat Chrysler Automobiles, is an example of a great leader. His leadership style and traits contributed to the success of the multi-billion dollar company after suffering a major financial crisis in 2009. The most significant leadership styles that Sergio Marchionne possesses are Democratic and Laissez-Faire. When necessary, he can be autocratic and bureaucratic. Marchionne encourages participation from his employees

********************************************************************************************************** 1. Sergio Marchionne Undertakes Major Strategic and Cultural Change at Chrysler Group (p.86) ********************************************************************************************************** 2. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler's culture. Explain Student Answer:       Corporate values and morals important to an organization. Espoused

Sergio Marchionne is a man of integrated power and confidence backed by a drive, intelligence, and knowledge. Although some consider it questionable, his leadership skills and accomplishments have earned recognition receiving the Deming Cup, the Dwight D. Eisenhower Leadership Award and others. What is more, Mr. Marchionne seems to have found the right blend of power styles by combining an autocratic and democratic leadership style to propel his companies to success. Thus, he has become a leader

Three distinct layers compose the culture of any organization. Observable artifacts make up the first layer. “Artifacts are the physical manifestations of an organization’s culture” (Kreitner & Kinicki, 2013, p.84). Observable artifacts can range from awards in the lobby at the corporate headquarters to team building displays in shared spaces. From an outsider’s perspective, the most easily accessible view of Chrysler’s observable artifacts is found on their website www.chrysler.com. A section