Cultural Differences Between Chrysler And Daimler

1.0 Introduction
Human behaviour is unique when it comes to an organisation, and studies shows it revolves around the performance and attitudes pertaining within a setting called organisation. It draws on theories as well as methods and disciplines based on the principles such as psychology, cultural anthropology including sociology to grasp virtually around groups and individual processes.
2.0 Daimler and Chrysler
Established in 1924, Chrysler was the leading automobile casting distinctive automobile such as the Chrysler Six; one of the first modern cars to be built. Chrysler took over its opponent American Motors Corporations in 1987 (Holusha, 1987). Chrysler Corporation merged with German company Daimler on 12th January 1998, Chrysler

Thus, picking a spot in the middle of two distant cultures will not form an effective urbanity for Daimler and Chrysler. Integrating two independent companies with diverse cultures into one cohesive brand is a major undertaking. Simply picking a culture will not create a sustainable culture for Daimler and Chrysler.
Other cultural difference lay in what the companies valued in terms of its customers. Chrysler valued reliability and achieving the highest levels of quality, while Chrysler was placing its bets on popular designs and offering their cars for combative prices, and these two factors resulted in conflicting orders in various departments. American and German managers had differing values and departments were heading in opposite ways.
Organizational cultures are emergent and it is a product of continuous relationship by members in differing setting. Workshop for cultural balance was put in place to integrate both subgroups of the company, but it was not supported by both members. The management did not look into other areas to integrate its members (Gill, 2012). As no distinction of a culture was made, Daimler's culture was taking a more dominant and uprising to employees of Chrysler. Employees became annoyed, which caused multiple cultural destructions between Daimler and Chrysler's

Some remained on staff, feeling withdrawn, ineffective and eclipsed by the Germans. Others left for a more promising future at G.M. or Ford. The American dynamism faded under subtle German pressure.

Daimler being German to documented all meetings and derived at decisions only after the document is signed. By contrast, Chrysler employees being Americans work with each other and decisions would arise after several meetings, and did not compile the minute of the conversations. Due to this meticulous memo-based culture, the former Chrysler executives found themselves engaged in decisions that they had not realised they had taken causing further dissatisfaction.

Due to the German dominance of DaimlerChrysler many highly skilled Chrysler employees and executives left the company and joined General Motors or Ford The conflict between the employees actual and desired work environment led the employees to quit. “The fundamental causes of employee dissatisfaction need to be studied in depth in order to help managers make decisions to improve overall worker satisfaction” (Wu, Liang-Chuan, & Maggie,