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Chrysler Mission Statement

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Once Chrysler fell into a rut and had to file bankruptcy, they started to make decisions with the intent to restore the business, which just did not work. The managers started using strategies to increase sales, like giving incentives for purchasing a Chrysler, which ended up causing them to lose profit. Some of the observable artifacts were instead of Chief Executive Sergio, having his office in the executive suites, his office was located in the middle of engineering, where he can be in the middle of everything. Sergio was also spending a great amount of his time working, just to ensure that people were making decisions that will help the company, and not hinder the company anymore. Mr. Marchionne had to get rid of some of his direct reports …show more content…

Marchionne used a reorganization strategy which resulted in him having 23 direct reports, some were seasoned veterans to the company. He used this strategy to shock the culture at Chrysler, hoping to recover the business. At this point Chrysler appears to be an organization who is operating in the bottom right quadrant, which is the market culture, because they were trying to do anything to sustain sales and compete with the market. This was not working for them, because while they were selling, the incentives were so aggressive that it did not increase profit. After reading Chryslers vision statement, I agree with my observation of the company and labeling them an organization that is driven by a market culture. Their vision is geared toward what the consumers want and how to tailor the business to provide them just that. They are a company that is interested in safety and they try to continue the heritage that started in 1920. Chrysler focuses a great amount of time and resources on engineering because they want to stay competitive and continue to own their piece in the market. As far as culture change, Mr. Marchionne used the design of physical space, work environments, and buildings. He used this approach to drive out the individuals that were not susceptible to

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When Mr. Marchionne joined Chrysler, the organization was emerging from bankruptcy and needed to be revamped to regain stability. He knew what it would take to recreate the organization and make it profitable. Furthermore, he understood that the observable artifacts and basic assumptions about Chryslers culture had to change. Basic assumptions are embedded in an organizations culture as a result of people’s perceptions and what they think, Mr. Marchionne had to change these perceptions to establish a new vision for Chrysler.

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He wanted the leaders to be aware that what they were during will not help to increased the business revenue. " But rarely , he added , has heavy discounting in pursuit of high volumes helped auto makers generate profits in long term" (Kreitner & Kinicki,2013 P.86). The Chief Executive urged Chrysler to began to create a better corporate culture and focus on the organization goals. Marchionne hired a team that he hired with the skill sets for every job opening.

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“Creating a new organizational culture an important change brought by the existing organizational culture is a complex process” (Muscalu, 2014, pg. 394). Marchionne was able to do this with Chrysler the moment he took over from Fong. After looking over all of the observable artifacts, espoused values, and basic assumptions of Chrysler, you can see that Marchionne was more in favor of using the espoused values way to correct Chrysler and change the organizational culture. He knew from the start that he would have to break down the company in order to build it back up. In order to see profits at Chrysler, he took the plunge and focused on his employees.

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With focus on innovation and their external customer, Chrysler has been able to manage their financial picture and recover from bankruptcy. To maintain their status within the market, Chrysler must continue to focus on the development of new products and maintain a focus on innovation and the customer. While Chrysler places their primary focus on customer satisfaction, they do care and support their employees. However, as adhocracy is an external environment culture, Marchionne and the management team will continue to maintain their focus on innovation and the profit margin that they will

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