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Who Is Mr. Marchionne's PE Fit?

500 Words2 Pages

Chrysler is an American automotive company that was first incorporated as the Maxwell Motor Company that formed in 1913. The first Maxwell car was made in 1904 by Jonathan Maxwell and Benjamin Briscoe. With the collapse of this partnership and postwar recession, Walter P. Chrysler was convinced to revitalize the company. In the following year, Chrysler bought control, and under his leadership the company began to manufacture competitive automobiles, beginning with a revolutionary six-cylinder vehicle that was introduced in 1924. Since then, the company has reorganized and adopted its current name Chrysler Group LLC; and in 2009, the company was taken under the wing of Sergio Marchionne. Marchionne has been working to shake up Chrysler and move the company away from old ways that forced it into bankruptcy and in 2014 Chrysler became an owned subsidiary of …show more content…

Situational Analysis:
Mr. Marchionne has highly demonstrated that his PE fit has effectively created and leveraged his organizational values through utilizing strategic synergies that lead to the growth of the company in emerging economies, such as forming an alliance with Italy’s FIAT SpA, where he also serves as a CEO. This alliance has returned profitability to Chrysler. Besides working out ways for the two companies to work together, Sergio has tried to change Chrysler’s organizational culture (Kreitner R. & Kinicki A., 2013, p. 86). PE fit is important for future growth and career satisfaction at any company, as seen through Sergio Marchionnes “workaholic” tendencies at Chrysler.

3. Stakeholder Analysis: Chrysler’s culture possesses characteristics associated with clan, adhocracy, market, and hierarchy cultures through mechanisms such as:
- Leader reactions to critical incidents and organizational crises.
- The organizational activities, process, or outcomes that leaders pay attention to, measure, and control.
- The workflow and organizational structure.
LO.7 (Kreitner R. & Kinicki A., 2013, p.

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