Organizational Culture Of The Chrysler Group - 1283 Words

There are several layers of organizational culture. Three of which consist of observable artifacts, espoused values and basic assumptions. The Chrysler Group has a certain culture that has existed for decades. Due to the fact that they had to file bankruptcy, this culture needed to be changed. The observable artifacts in the Chrysler Group were the fact that they were known to have drastic price cuts when they found out that sales had decreased (Kreitner, Kinicki, 2013). The Chrysler Group had the idea that offering huge discounts would increase their sales and make them a greater profit. This idea was their espoused value but was not found to be true. It was only an aspiration. Chrysler had a norm for offering large rebates as well as other things to entice customers to buy their automobiles. The chief operating officer assumed that because another company was offering high rebates that this is what Chrysler Group should do as well. The goal of Chief Executive Sergio Marchionne was to make Chrysler a profitable organization again. For this to be done a plan had to be set in order. The competing values framework is an excellent tool used to analyze and change a company’s organizational culture (Kreitner, Kinicki, 2013). Marchionne’s plan for Chrysler incorporates the entire competing values framework; clan, adhocracy, market and hierarchy cultures. The clan culture is a culture that incorporates working together and team members communicating and developing a commitmentShow MoreRelatedGeneral Strategic And Cultural Change At Chrysler Group1582 Words   |  7 Pages****** 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. 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