Comparison Of The Chrysler Building And The Seagram Building

Comparison Of The Chrysler Building And The Seagram Building
When thinking of buildings that were ahead of their time two come to mind the Chrysler Building and the Seagram Building. Both of these structures
were built to withstand the elements of time and are still beautiful to this day. These buildings have been featured on the cover of magazines, tv
shows and are modern marvels in today's society. Between the two buildings, one can not help but look at the similarities as well as the differences
between the two. Today I want to discuss these differences as well as the similarities and go into greater detail on why these buildings are significant.
The Chrysler Building is an Art Deco style skyscraper that was built during one of the most severe economic downturns in this country's history. The
building was finished in the year 1930 and is located in New York City. The Chrysler Building was constructed using stainless steel over an exposed
building surface which was a first for its time (History of Walter P. Chrysler and the Chrysler Building, "n.d.). The next important thing to think about
when understanding the Chrysler Building is to figure out what it was designed for. Although the building was not owned by Chrysler it was used for
the corporation's offices which used the building until the mid 1950's (Chrysler Building, "n.d). Next, when one looks at the Chrysler Building they
can tell it represents an Art Deco style by its many unique features. The Chrysler Building represents the Art Deco style because of its monuments,
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Group Case Study: Chrysler Group
The United Auto Workers trust exercised a right included in its government–financed bankruptcy to for an initial public offering (IPO) in 2010 and saw
it as a triumphant return to financial markets. First aligned in 2009 with Italy–based Fiat, Chrysler survived its financial crisis with Fiat's supply of
technology and expertise for new products and for the next two years rendered Chrysler as stronger than Fiat. Chrysler's sales and profits indicated a
steady increase with sales in the United States while Fiat is in conflict with the economic conditions in the European market; and as the two companies
have merged completely, the Chrysler operations is expected for the much needed growth indicator. The IPO ensued from a dispute over the complex...
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Chrysler Group's new organization is based on a global brand–focused structure with each of its brand aimed for full profit and loss accountability
beginning with front–line employees who are empowered to handle complaint resolution more efficiently, boosting customer satisfaction and
confidence. Open communication and collaboration encouraged members of the separate management structures for Fiat and Chrysler companies to
be on a level playing field as more responsibility is placed upon each individual as "the Chrysler–Fiat Group Executive Council has 20 members who
share decision making for the 2 automakers" (Vellequette & Ciferri, 2013). The Chrysler–Fiat Group Executive Council is scheduled for monthly
meetings which are devoted for approving strategies and investments for both the automakers and associated operations. With almost half of the council
made up of Chrysler executives, there are those who have multiple functions in the management

Sergio Marchionne: The New Chrysler Culture
The new Chrysler culture stems from Sergio Marchionne and his philosophy of developmental relationship strength, as well as strategic planning and
onboarding. The unconventional methods used by Mr. Marchionne has proven successful throughout the organization. As Mr. Marchionne explained,
"mediocrity will kill you. We can't accept it" (Welch & et al., 2009). Mediocracy, as Mr. Marchionne revealed, is not a standard in whichChrysler can
afford to accommodate. Instead, it has set the bar high to increase the teamwork, motivation, socialization and internal knowledge to meet the
improvement in productivity as well as the product itself. Quite the change, from the hierarchical values, basic assumptions and culture, set previously
by the organization of employee's roles and knowledge being taken for granted and unappreciated.
As discussed by Lewchuk & Robertson (1997), the organizational culture and values of the company, were simply to limit any role the workers had in
the decision–making process, which was called the Fordist model. Hence, mainstreaming the production problems to the managers and leadership
would enable them to better control and carry out the improvement of the workers and their products. ... Show more content on Helpwriting.net ...
Marchionne in the CEO position, he has demolished the hierarchy model, discovered leadership internally, placed them accordingly, heard the
concerns and helpful advice of all employees and used marketing, along with better made products to close any gaps within the organization and its
products (Welch & et al., 2009) Hence, the newly enacted values of Chrysler were born. He set the leaders to not only improving their area of
expertise, as well, he put them in charge of certain areas extending the three separate product lines. This was implemented to ensure there were no
sabotages in either of three products, but instead, the strength of developmental

Chrysler's Super Bowl Commercial Imported From Detroit
In 2011, Chrysler submitted a ninety second Super Bowl commercial about their new car, the Chrysler 200. The commercial was called "Imported
from Detroit" since it was filmed in Detroit featuring Eminem, as well as, his song "Lose Yourself". The purpose of this ad is for people to purchase the
Chrysler 200 and see that Chrysler is having a comeback. Chrysler used the city of Detroit to symbolize their comeback. The commercial, "Imported
from Detroit," was funded and by Chrysler. Chrysler had singer Eminem, as known as Marshall Mathers, voice over the commercial. They also used
his song "Lose Yourself" as background music for half of the commercial. They chose Marshall Mathers because he is from Detroit and that is where
his career ... Show more content on Helpwriting.net ...
Chrysler had a successful comeback from their bankruptcy. From the context of the commercial, the writers of the commercials strove to convey
the theme of comebacks. Every component of the commercial was about overcoming hardships and becoming better. Marshall Mathers started out
from a poor family and ended up becoming a famous, successful singer and producer. Detroit, the city itself, has gone to "hell and back" but they
have recovers from the hard times. To display the concept of overcoming hard times, Chrysler used logos. The facts are that Detroit has bounced
back from the hard times, Eminem has become successful, and Detroit is known as the "motor city". Ethos is used by using Eminem, since he is
from Detroit. He can be an example as a comeback, therefore he can be believed. Pathos is used by describing Detroit as going to "hell and back,"
since people can relate to it. Calling the comeback "our story" makes it relatable to a wide variety of people. Chrysler used over sentimental appeal to
avoid the fm facts about the car and relies heavily on emotional appeal. The commercial also appeals to false authority. Since Marshall Mathers is

Cultural Difference Between Fiat And Chrysler
dimensions with Italy only ahead by 8%. Each society is similar in regards to men and women in an organization however; Italy has more respect
towards elders and women. Italy surpasses the United States in the Uncertainty Avoidance dimension. In the United States we do not like change, but in
Italy it is something they thrive on. When it comes to the Long and Short Term Orientation, both Italy and the United States are low. Italy leads by a
slight percentage. Both countries have a short term when it comes to business planning. These cultural differences are not extreme. This does not seem
like a big enough threat for the Fiat Chrysler alliance or merger. In many ways Italy and the United States appear to be similar countries. In many ways
they are different too. Fiat and Chrysler still have to be cautious of even the smallest cultural difference because it can be the difference between
success and failure.
III. Internal Environment The internal environment is important to all businesses as it directly makes impacts on the business. These factors can
include resources, management values, stakeholder goals, strategy, corporate culture, employees, and capabilities. Fiat and Chrysler respectively have
strengths and weaknesses which can improve, or hurt, what they bring to the global auto industry.
Fiat Strengths Fiat has a strong brand, production, and marketing. Fiat started their brand in Italy which has allowed them to grow their global
business. The brand is strong and

Chrysler Website Evaluation Essay
I would prefer to answer the first questions at the end of this discussion due to the fact that this questions brings every answer in this discussion
together. It would be more suitable to answer all the questions first and then bring all of them together.
The first website is the official website for the automotive company,Chrysler. The audience for this website would be mature and tolerant adults.
What do I mean by mature adults? People who are responsible and capable enough to make their own decisions. As we know, buying a car is a big
and heavy responsibility and a huge investment financially. The audience for this website would be the kind of audience that would do research.
They would check every crevice and crack to find a car with the best price and quality. Moving on, the second website is the official website of the
hit TV channel, PBS. As you can see, the website is vigorously trying to display almost every TV series they can display. The main audience for this
website would be everyone. The documentary style TV series appeal to the mature audience, whereas, the cartoonish style TV series is more appealing
to the immature or the under aged audience. This website really supports the ... Show more content on Helpwriting.net ...
First, the purpose of the type of communication is decided and based upon this purpose, the form of the communication is decided. For example,
let's say you would like build a website, first you need the purpose for the website, why you would like to build a website? What is your purpose
behind build a website? Do you want to display something? Let's say you want to build a website about photography. After this decision, you have to
ask yourself what would you like to put on the website or blog and how much of everything would you like to place on the website? Therefore, you
need a purpose first, then you choose the communication medium you would like to transfer the information through and finally you can create a form
for the communication

Chrysler in Trouble
Executive Summary
The automobile market is one of the most lucrative markets in the world. They have focused on international expansion since the late 1900s. This
market has very successful international companies such as Mercedes–Benz, Lexis, Hyundai, Chrysler, Camry, Fiat, etc. All of these firms have held a
position in the automobile industry. Even in economic hardships when demand for automobiles was decreased, the market did not faze them. Two
firms prominent in this industry are Chrysler and Fiat which have both held successful positions in the late 1900s. Due to decreased market demand
and lackluster products both firms have drastically diminished their market appeal. This has led to decreased profits which have led to European ...
The employment level first dipped below one million in 2007 and fell to 880,000 workers last year. With the restructuring and bankruptcy of Chrysler
and General Motors, and the ongoing recession in the auto sector, employment in the nation 's automotive manufacturing industry will most likely
shrink in 2009 and 2010 as additional assembly, powertrain, and auto parts plants close.
Economically the automobile industry is an oligopoly. This is why the Big 3 remains the Big 3. The nature of building cars makes it difficult for
small players to enter the market. The cost of entry is high. As an oligopoly, the Big 3 also tend to pay more attention to one another than to
customers or competitors. If GM adds airbags, Chrysler and Ford add airbags. Being the smallest, Chrysler tends to follow rather than lead. Ideas
generated outside the Big 3 tend to be ignored.
When times are good, automakers can sell anything they can produce. That includes bad cars. But during recessions, automakers lose billions of dollars
just maintaining operations. This is basically due to the high fixed costs. And those costs are getting higher as tight union contracts make labor a
"fixed" cost.
The industry consists of six segments: three mature markets (North America, Japan and Western Europe) and three emerging markets (Asia–Pacific,
Eastern

The 's Leadership Traits, Behavior And Styles Essay
Chrysler is among the biggest American automobile companies. However, before the current success the company enjoys, it underwent enormous
losses and was declared bankrupt during the 2008–2009 automotive industry crisis. With the appointment of Sergio Marchionne as its chairperson and
CEO, the company became successful again. Marchionne 's unique leadership skills, type, and behavior that are not always popular are credited with
the success of the enterprise. The paper discusses Marchionne 's leadership traits, behavior and styles and how they have contributed to the firm 's
success.
Personality and Leadership Traits Sergio Marchionne is a visionary man full of drive, a trait necessary for leaders (Kumar, 2009). Upon taking the
reins at Chrysler Group on 10 June 2009, Marchionne had a vision of Chrysler reclaiming its position among the top automobile manufacturing
companies in the world. To achieve this goal, Marchionne borrowed $7.6 billion from both the Canadian and United States governments ("2011
All–star", 2011, para.7). By mid–2010, Chrysler had launched sixteen new vehicles to be presented for the 2011 model period. He even managed to
pay the loan to the two governments six years in advance. Moreover, because of Marchionne's vision, as from mid–2010 to the end of 2011, Chrysler
Company had about nineteen straight months of year–over–year sales increases ("2011 All–star", 2011, para.9). There was a rise in demand for the
Company's Jeep motor vehicle among automotive

Chrysler
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 focus changed from trying to appease the customer through rebates to ensuring
quality products and innovative features. Mr. Marchionne's goal was to improve management, return to profitability, and increase market shares. He
also restructured the ... Show more content on Helpwriting.net ...
Sergio brought a concept to a sinking company by using his personal knowledge and experiences; this helped turn the company around from being
non–profitable and was able to get Chrysler to be a competitive automotive manufacturer
References
Chrysler Corp LLC. (2012, December 11). About the Company. Retrieved from Chrysler: http://www.chryslergroupllc.com/company/AboutUs/Pages
/AboutUs.aspx
Corporate Opportunities. (n.d.). Retrieved January 22, 2016, from http://www.fcagroupcareers.com/CareerAreas/Opportunities/Pages/home.aspx
Ebhardt, T. (2012, August 26).Fiat CEO sets firm's focus on Chrysler profit. Retrieved from USAToday: http://usatoday30.usatoday.com/USCP/PNI
/Nation/World/2012–08–26– PNI0825cars–fiat–turns–to–US_ST_U.htm
Farfan, B. (2012, February 9). Chrysler Mission Statement – Cars, Customers, and Returning to Profitability. Retrieved from About Retail Industry:
http://retailindustry.about.com/od/retailbestpractices/ig/Company–Mission–

Case Study Of Daimler-Benz And Colrysler
incentives to sell cars. In addition, Chrysler had been on brink of bankruptcy some times before; and it was already on the side of maturity stage with
declining growth.
The simple motive of the merger was to take advantages of each other's distribution networks global supplier base, thereby saving costs thanks to high
volumes. Daimler–Benz could gain access to Chrysler's distribution networks in North America, while Chrysler could reach out to Europe market
thanks to Daimler–Benz's networks. Goldman Sachs was just brought in to make the deal happen.
In addition, equal status of both parties in the merger, as Schrempp said, did not exist, and the promise that one day, the American would hold the
highest management position in Daimler was ... Show more content on Helpwriting.net ...
Moreover, Daimler–Benz's and Chrysler's brand images were completely opposite, which makes them lose their own intrinsic value if they would
merge together. Again, the clash in cultures and values took them apart and a harmony within the new company seemed to be impossible.
In addition, with the purpose of protecting sales of Daimler's luxury and uncompromising–quality products like Mercedes, some core vehicles of
Chrysler, such as Dodge Neon and the Jeep Grand Cherokee, were sidelined in favor of Daimler's products. Apparently, Chrysler's products are always
within cost control, while Daimler–Benz's vehicles are less cost–effective. Merging with Daimler–Benz, Chrysler hadn't earned as many benefits as
expected, but already faced a severe internal competition which harmed it business not only in the US market, but also hindered Chrysler's plan of
expansion in Europe.
Practically, from Chrysler's point of view, instead of benefiting from synergy savings and instead of promoting its brand in new market, the merger with
Daimler–Benz actually put Chrysler into a bigger chaos and

Business Analysis : Financial Management Essay
In 2009, two multinational automotive corporations, Fiat and Chrysler, confirmed a merger that would prove to shake up the automotive industry.
The merging of Fiat Group and Chrysler group prompted the new parent holdings company Fiat Chrysler Automobiles N.V, to establish a new
corporate Headquarters in London, England. Although the company has a new name and HQ, management ensures the company will still operate
through their two main subsidiaries: FCA US LLC and FCA Italy s.p.a. It is important to note that the new headquarters is an addition, not a
replacement. CEO Marchionne, Chairman Elkann, CFO Richard Palmer, as well as other important corporate officials, have an office in London
(Autoedizione.com). The new HQ will however keep in touch with foreign markets as well as handle the financial future of the company. For
example, issuing of the Ferrari IPO to the NYSE will originate from London. FCA NV will also benefit from a lower corporate tax by establishing a
base in England.
FCA US LLC, formerly known as Chrysler group, Headquarters will remain in Auburn Hills, Michigan as the head of U.S operations. FCA US LLC
currently manages over 77,000 employees and 36 manufacturing plants, 23 of which are located in the United States, 6 in Canada and 7 in Mexico
(Snavely 2014). FCA Italy s.p.a will also continue to manage from Turin, Italy.Fiat also ensured Chrysler will maintain its historical identity while
combining the strengths of both companies. Fiat and Chrysler have

Chrysler Pacifica Essay
The all–new 2017 Chrysler Pacifica arrives this spring.
If you thought the minivan segment was in its death throes, you aren't alone. Last year, segment sales fell by 8 percent in a market where overall sales
climbed by more than 5 percent.
However, much of that drop can be attributed to a shutdown at the Fiat Chrysler (FCA) plant in Ontario, Canada early in 2015 explains
GoodCarBadCar.net. That cessation allowed FCA to retool the plant to prepare for an all–new model, the 2017 Chrysler Pacifica, now in production.
The minivan market is certainly a small one, with just over 500,000 units sold in recent years. In 2000, just before the crossover SUV craze took
hold, manufacturers sold a record 1.37 million units according to Bloomberg. In 2009, that number plummeted to just 415,000 models sold, due in part
to an overall collapse in vehicle sales.
Chrysler ... Show more content on Helpwriting.net ...
FCA's most profitable models are its Jeep and Ram products. Minivans are lucrative too, especially when sold in greater numbers.
The end–game strategy for CEO Sergio Marchionne is to make his company more appealing to partners. Marchionne has made it clear that his
company's future lies in the arm of a well–heeled suitor.
New 9–Speed Automatic Transmission
The 2017 Chrysler Pacifica does have something in common with the outgoing Town & Country: both models are powered by a 3.6–liter, V–6 engine.
This engine makes 287 horsepower and 262 foot–pounds of torque.
Notably, the transmission has been changed with the Pacifica getting Chrysler's new 9–speed automatic, replacing the previous 6–speed. That
improvement will result in a boost in fuel economy to 18 mpg in the city and 28 mpg on the highway; up from the previous 17/25 mpg city/highway.
Exterior and Interior Highlights

PHEV Variant Arrives

Chrysler Dodge Pros And Cons
When you are looking for 2015 Dodge financing near Auburn, head over to Robert Larson Chrysler Dodge. They not only offer plenty of options for
your budget, but they have an excellent selection of new vehicles. Make Robert Larson Chrysler Dodge your only stop when you are in the market for
a new vehicle. Benefits of working with Larson Chrysler Dodge
Robert Larson Chrysler Dodge has helped thousands of buyers when they are looking for 2015 Dodge financing near Auburn. They have a talented
staff that knows how to work with buyers with high, low and poor credit scores. Before you head into the dealership make sure to fill out their easy
credit application. Within minutes, you will find out how much you will receive in a traditional loan. After... Show more content on Helpwriting.net ...
Make sure to negotiate a low interest rate, which will lead to a competitive monthly payment. If you have the car you want but cannot get the
length of time, make sure to go for more months or even a couple of years. Make sure to have a lot of money saved up when it comes time to get
your next vehicle. Having a large down payment not only makes you a more attractive loan candidate, it also lowers your payments. Head over to
Robert Larson Chrysler Dodge for a more enjoyable buying experience. Dodge offers a wide variety of vehicles that are sure to please even the
pickiest buyer. If this is going to be the first vehicle you have purchased, check out the Dart. The Dart gets an impressive 41 miles per gallon on the
highway and can generate 184 horsepower. The Dodge Caravan is perfect for long road trips as it comes with backseat rear seat entertainment and
available SiriusXM satellite radio. The Durango is perfect for those who want the SUV experience with a lot of power. The Durango has a towing
capacity of 6,200 pounds with the V6 (7,400 with the V8) and has comfortable seating for seven

Merger Between Daimler And Chrysler
The merger between Daimler and Chrysler was expected to be a success in the economy especially with the current trend and demand in the
automotive sector. Daimler is considered one of the most successful and profitable automotive companies across the globe. Founded in 1893 as the
Daimler Motor Syndicate Ltd, its growth and expansion in the automotive sector has been facilitated by the need to meet the interests and needs of its
key stakeholders (Barnard, 1998). The vehicles that are manufactured by the company are of high standard and the quality is top–notch. Most of its
customers are concerned with the satisfaction level that they achieve when they purchase the motor vehicles. The implementation of the luxurious car
segment meant that the trend in the economy has considerably changed and there was need for improving the brand image and the superiority of the
products offered.
According to Barnard (1998), Daimler's merger with Chrysler was undertaken due to the need to expand its operations and initiatives across the globe.
Chrysler is considered one of the smallest automobiles sectors when it is considered with the three biggest U.S. automakers, which includes Ford and
General Motors. Understanding the trend in the economy, the company implemented its operations in the North American market with the intention of
tapping on the mass market that was available in the region.
The two companies had distinct motives and objectives for undertaking merger. Daimler's objective

Who Is Mr Marchionne And Pe Fit At Chrysler Group
Mr. Marchionne and PE Fit at Chrysler Group
Some individuals elect to take a long less traveled road to success. Others elect to take the fastest most frequently traveled road to success. The
majority of people electing the fastest most traveled road to success are individuals that are accustomed to taking the same road every day. Mr.
Marchionne is not that type of individual, he is a tough no–nonsense type of guy. When he took over as Chief Executive Officer ofChrysler he was well
aware of the earthquake he was going to cause to change the organizational culture. Mr. Marchionne is trying to improve the PE fit of his direct reports
by relocating his office, conducting weekly meetings, and continual company security.
Mr. Marchionne took drastic

Difference Between Daryler And Chrysler Merger
Daimler Chrysler Merger: The Quest to Create "One Company The merger between Daimler and Chrysler happened on May 7, 1998 when the Chief
Executive Officers of the two companies suggested that they require strong partnership to enable them to survive in the car market industry. The two
companies were equally large and they needed to build a multi–billion company that will dominate the market to be able to compete strategically and
successfully as well. For several decades, Chrysler Group had experienced an unstable financial condition that necessitated support from Daimler. The
company also encountered hostile takeover attempts from Kirk Kirkorian, the company's largest shareholder, who collaborated with Lee Lacocca,
Chrysler's former chairman ... Show more content on Helpwriting.net ...
Glavin Center for Global Entrepreneurial Leadership, 2004). Despite the supposed individual and common benefits in the merger between Chrysler and
Daimler, their partnership combination failed because the two organizations were never integrated into a cohesive approach and could not cooperate to
the extent that was necessary in making the combination work due to conflicts of lack oftrust with each other. It eventually became obvious that the
supposed "merger of equals" was actually an attempt of takeover of Chrysler by Daimler that was compounded by unbridgeable differences in the
different cultures of the two organizations (Watkins, M.,

The Chrysler Group's Merger with Fiat
The Chrysler Group LLC initial public offering (IPO) was initiated by a trust known as the United Auto Workers (UAW) Retiree Medical Benefits
Trust to cover medical benefits for retired workers who owned 41.5% of the company. The trust was created in 2007 as a way of reducing Chrysler's
financial liability of paying existing workers and former employees' health care costs and retirements. Initially, the trust was not supposed to have a
large share of its assets in the form of stock, but with Chrysler running out of cash the following year, and falling into bankruptcy in 2009, the only
asset it could offer was its own stock.
Fiat and Chrysler formed a partnership in 2009, when Chrysler emerged from Chapter 11 bankruptcy protection in the United States. Since then, it
has gradually increased its ownership, and combining its operations. Fiat owned 58.5% of Chrysler, and prior to the IPO offer in September 2013,
Fiat long wanted to acquire the remaining stake from UAW, but the two sides could not reach an agreement over what is a fair price. As a result,
UAW decided to file for IPO, using a provision of the bankruptcy agreement that allowed it to require registration for an IPO.
However, after further negotiations, the Italian company settled a $4.35 billion deal to buy the remaining shares (41.5%) from UAW in early January
2014, avoiding a planned IPO of the third–biggest American carmaker . As a result of the buyout, Chrysler became a wholly–owned subsidiary of Fiat.

Chrysler's Culture
The Culture of Chrysler
What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler's culture? An observable artifact is defined as the
physical manifestations of an organization. These artifacts can include a company's dress code, stories about the company and rituals within the
company. The main observable artifact that Chrysler had and the reason Mr. Marchionne was upset about was the way manager Fong doubled rebates
in order to make sales. This tactic was part of the culture that led to the company not being profitable. Another observable artifact came with the
changes Mr. Marchionne implemented such as his weekly meetings with his staff. Espoused values can defined as the normal standards ... Show more
content on Helpwriting.net ...
Use the competing values framework to diagnose Chrysler's culture. To what extent does it possess characteristics associated with clan, adhocracy,
market, and hierarchy cultures? Within the competing values framework, Chrysler's culture would fall under the hierarchy culture. The hierarchy
culture involves control and Mr. Marchionne is very much in control of the Chrysler Company. Mr. Marchoinne has made numerous changes and
works every day of the week to ensure Chrysler gets to where it needs to be.
Look up Chrysler's mission or vision statement on the company's website. To what extent is the culture type consistent with the accomplishment of
their mission or vision? The culture type is consistent because if Chrysler hadn't made the changes, who knows where they would be now. The old
management at Chrysler had made many decisions that were costing the company money and it caught the attention of the higher executives and Mr.
Marchionne.
Which of the mechanisms for changing organizational culture did Mr. Marchionne use at Chrysler? Mr. Marchionne used "the workflow and
organizational structure" mechanism. This mechanism has a hierarchical structure which leans towards a more control/authority organization. Ashley
states that "in the following years, Chrysler's management instituted a series of marked changes in corporate culture, practices, and infrastructure that
led to steady gains in market share and customer

Strategic Management Chrysler Introuble
Chrysler in Trouble Chrysler Motors, LLC was the third largest automobile manufacturer in the United States filed for bankruptcy protection April
30th, 2009, under section 363 of chapter 11of the United States bankruptcy code. The company included its 24 subsidiary in the filing. In order to
remain viable and as a condition of its bankruptcy filing Chrysler announce that it would form an alliance with Fiat spA. Fiat was scheduled to receive
a 20% stake in the company which would increase to 35% over time. The Voluntary employees benefit association would secure a 55% stake in the
company once it emerged from bankruptcy. The United States Treasury would also participate in this restructuring since they considered Chrysler an...
Based on the information provided in the case there appeared to be a great deal of confusion. Strategy implementation was also poor. It also appears
that the company had no control over its finances hence the bankruptcy filing, and that evaluation and control were nonexistent. On a more positive
note Chryslers Restructuring plan for long–term Viability seems set the stage for the company's emergence from bankruptcy and a return to business
operations.
Industry Analysis
Chrysler is the largest automobile manufacture in the United States. In the recent years, the company is facing many obstacles. Chrysler established a
poor business strategy and lack of innovation that resulted in financial problems. From a strategic management view, they were more unsettled than
any other automakers. Their business strategy was focusing on SUV and trucks in an economy where gas prices were high and consumers were
looking for more fuel efficient vehicles. Another poor business strategy was the historic May 1998, merger deal with a German automobile
Daimler–Benz AG (Daimler) It was called the "marriage of equals" (Garsten, 2000). The mergers have failed to achieve the expected results. At the
time of the merger, Chrysler was the most profitable and cost efficient carmaker and Daimler was known as the luxury carmaker. Daimler relied
heavy on quality and Chrysler was prone toward cost effective vehicles. Culture crash also failed because there were a

Strategic Change at Chrysler Essay
Strategic Change:
The case study of Daimler Chrysler
Introduction
Globalization results in rapid and constant business environmental changes. As a result, most organizations tend to be more transformational
organization so as to be flexible to respond promptly to those changes. Strategic change is one of the effective solutions to this situation. This paper
will discuss the nature of strategic change in the first part. The next section is an analysis of Daimler Chrysler case study; whether the strategic change
by merger bring them sustainable competitive advantage.
Nature of strategic change
The causes of strategic change
To be effective transformation organization, a company needs to be ready for incessant change of outside... Show more content on Helpwriting.net ...
This situation might affect attitude of entire staff (Chaharbaghi and Willis, 1998). As a result, critical learning is indispensable in this stage to create
the atmosphere of understanding the problem of organization and transfer knowledge in order to enhance the ability of making decision in rapid
change situation. Besides, this learning process leads to the lower degree of change resistance but higher level of participation which are vital
component to achieve strategic change goal (Kenny, 2006). Afterward when employees understand more about the situation, it is time to inform the
direction and plan of strategic change. In this step, eventhough the implementation becomes more constant, organization must maintain flexibility for
unexpected situation. Finally, when organization is covered with understanding and predictable situation, the normal operation of implementation was
brought in to perform (Kenny, 2006). Consequently, it can be concluded from above implementation step, which applies the radical approach when
there is a lot of risk and uncertainty and the incremental approach when there is lower scale of risk and uncertainty, is the process of transformational
strategic change based on learning for transformational organization
The hardest step of change
According to Zeffane (1996), strategic change needs to well mould

U.S Auto Industry's Market Share and Fluctuations
U.S Auto Industry's Market Share and Fluctuations
The U. S. auto industry's share of the market has experienced fluctuations over the past 50 years. These fluctuations have been caused by many reasons,
but some of the main reasons include quality, price, and foreign competition.
The Ford Motor Company, General Motors Company, and theChrysler Corporation,
a.k.a. "The Big Three", are the three largest manufacturers of automobiles in the world. " The Big Three" hold nearly 75% of the market and produce
over 8 million automobiles per year. The largest competitors of " The Big Three" are
Japanese auto producers that include Toyota, Nissan, and Honda. These three foreign manufacturers hold 20% of the market and produce about 2.7
million ... Show more content on Helpwriting.net ...
Chrysler was able to capture its share of the market when it acquired Dodge
Brothers, Inc. and when Ford stopped production in 1927 to switch from producing the Model T to producing the Model A. During the 1950 and
60s Chrysler took over the operations of several small companies in France, Spain, and Britain. This enabled Chrysler to begin selling cars in Europe
and compete with Ford and GM on foreign markets. In 1970, Mitsubishi Motors of Japan began producing compact cars under the Chrysler name to
be sold in the United States. This led to a rise in Chrysler's share of the market until the early 80s when Mitsubishi began using its own name. To
counter this move Chrysler formed a joint–venture with
Renault of France to produce compact cars. Then in 1987 Chrysler purchased the
Italian company, Nuova Automobili F. Lamborghini, maker of expensive sports cars.
Chrysler also purchased the American Motors Corporation, the maker of Jeep products. These purchases increased Chrysler's share of the market from
11% to
16.3% and continuing to rise. Chrysler produces nearly 3 million automobiles a year under the Chrysler, Dodge, Plymouth, Jeep, and Eagle names.
Chrysler is also in the process of producing alternative fuel cars. These include vehicles powered by electricity, liquefied natural gas, and gasoline–
methanol mixture.
The future share of the market for the " Big Three" should remain steady or even increase. Today, the " Big Three" is able to produce top–of–the–line,
fuel

Chrysler Company Culture Essay
Complete Name: Complete Unit #2 Student Name: Clayton, Nicholas
**********************************************************************************************************
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 oforganizational culture: observable artifacts, espoused values, and basic assumptions
(Kreitner & Kinicki, 2013, p.63). Observable artifacts are the physical manifestation of an ... Show more content on Helpwriting.net ...
86).).Chrysler doubled rebates as part of their company's culture. Chrysler was not proofing under the leadership of Fong(p.86).
Correct Answer: n/a
**********************************************************************************************************
3. Use the competing values framework to diagnose Chrysler 's culture. To what extent does it possess characteristics associated with the clan,
adhocracy, market, and hierarchy cultures? Discuss
Student Answer: The case study provides examples of all of the organizational culture types. Mr. Marchionne took advantage of the adhocracy
culture by shaking things up at the firm and moving the firm away from its old ways that forced it into bankruptcy (Kreitner & Kinicki, 2013, p. 70,
86). The fact that Chief Executive Sergio Marchionne fired executives and made employees interview to keep their job is an example of the
competitive nature of the market culture (p. 70, 86). He has also created an "element of fear" in the company (p. 86).Mr. Marchionne displayed
characteristics of the clan culture by setting up his office with the engineers instead of in the separate executive tower (Kreitner & Kinicki, 2013, p.
68–69, 86). He used video equipment so that executives from Fiat could participate in the weekly management meetings (p. 86). Lastly, the fact that
Chief Executive Sergio Marchionne appeared to display characteristics

Sergio Marchionne Undertakes Major Strategic And Cultural...
Complete Name: Complete Unit #2 Student Name: King, Roger
**********************************************************************************************************
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 values contribute to the development of normal standards of the
organization for how it conducts business now and in the future. They are established by the founder of a new or small company and by the top
management of a larger company (Kinicki, A. & Kreitner, R. 2012 p. 63).Sergio Marchionne has developed a strong reputation for challenging the
traditionally bureaucratic nature of management in car manufacturing in the US and Italy. He has also succeeded in building effective relationships
with key stakeholders (e.g. trade unions, governments) as part of two substantial change management aerogrammes. He then streamlined senior
leadership and asked most of his remaining 15 direct reports to lead more than one function, knowing that the increased work load would yield faster
decision making. Marchionne also gave his team full authority to take risks without bureaucratic barriers. People were trusted

Chrysler : An American Automobile Manufacturer
Introduction
Chrysler is an American automobile manufacturer. Its headquarters are situated in Michigan and it is part of the "Big Three" American automobile
manufacturers. The Chrysler Corporation was founded in 1928 and expanded into Europe in the 1960's. In 2009 Chrysler was on the brink of
liquidation and Fiat purchased the remaining 41% of Chrysler's shares to save them from this. Over the next few years, Fiat gradually acquired the other
parties' shares to take majority ownership of the company. Chrysler's "Global Diversity strategy includes components that will help create and sustain a
diverse and inclusive work environment and build the type of strong connections that will help them succeed in the multicultural marketplace" ... Show
more content on Helpwriting.net ...
In this report I aim to analyze and compare the motives and strategic operations of US and European car manufacturers that have recently set up
production plants in Emerging Markets and Asia Pacific regions.
Emerging markets
A nation's economy that is progressing toward becoming advanced is an emerging market. Emerging markets have much lower market efficiency and
less strict standards in almost all aspects of business. This is so that they can be on par with developed economies like the US, Europe and Japan. The
majority of the world population lives in emerging markets which means the world population is moving from the basic need era to a more
consumption oriented era. This has attracted new consumers of products and services to these emerging markets which has made them huge
consumption hubs. A lot of firms are now looking to capitalize on these opportunities and move business operations to these markets (Ayub Khan).
Emerging markets often experience faster economic growth as measured by GDP and investors seek emerging markets for the prospect of high returns.
However, these markets come with greater risk due to political instability, currency volatility and many other problems. The four largest emerging
economies are the BRIC countries (Brazil, Russia, India and China). The next five largest markets are South Korea, Mexico, Indonesia, Turkey and

How Chrysler handled the 2007 recession in regard to their...
Due to the devastating economic crisis in 2008, American automobile industry suffered a disastrous period. In particular, the sales volume of Chrysler
went down 30.3% compared to 2007. Without doubt, Chrysler had the most terrible performance among the three giant native auto companies in North
American while its market share declined to about 10%. Meanwhile, the cost of Chrysler was related high, which led Chrysler has less competitiveness.
In addition, Chrysler also had heavy liabilities, and it made Chrysler's financial situation worse.
In order to save itself, Chrysler was attempting to seek restructure opportunities. In August and October 2008, Chrysler negotiated with Nissan and
General Motors respectively. However, as the poor performance of General Motors in the crisis, the negotiation didn't proceed then. At the end of 2008,
Fiat and Chrysler began to discuss the merger.
On 19th December 2009, Chrysler closed all the manufacture operation to reduce its cost as well as to make its stock meet the market demand. At the
same time, Chrysler laid off 32 thousand employees to reduce its expenditure.
Also, Chrysler had asked US government for help. By the end of 2008, US government provided $4 billion to rescue this auto giant. Then the US
government pressurized the creditors (the debt valued $6.9 billion) made significant concessions. And four main loan institution with 70% liability
agreed settle these debts with $2 billion, which paved the way for a radical

Chrysler Motors LLC Synopsis
Chrysler Motors LLC, a U.S. auto manufacturing company, is no stranger to creating various automotive innovations through the years. Nor is the
company a stranger to working its way through financial ups and downs. During Chrysler's more profitable years the company has made several
successful strategic acquisitions such as the one during the 1920s when Chrysler bought the Dodge Brothers firm. This acquisition allowed Chrysler
to develop and release the low priced Plymouth brand as well as the medium priced DeSoto brand which can be attributed to aiding in Chrysler's
survival during the Great Depression of the 1930s. Chrysler's success through the 1940s and 1950s can be attributed to the company's ability to develop
state of the art features for their vehicles from the hemispherical–head V8 engine, more commonly known as the HEMI engine, to "power steering,
power windows, the alternator, electronic fuel injection, and many other automotive innovations." Chrysler's success, however, did not end there as the
company was also successful at expanding its operations to overseas auto markets by acquiring "the UK–based Rootes Group, Simca, and Barreiros"
companies (Wheelen & Hunger 17–2). Unfortunately for Chrysler this was not enough to keep the company afloat as the one thing Chrysler failed to
do was pay heed to the changing demands of customers in their domestic market. The oil crisis of the 1970s marked the beginning of Chrysler's
decline in sales. In an attempt to save the

Fiat Chrysler Automobiles ( Fca ) Lost Focus On The...
Executive Summary
This research paper will focus on how Fiat Chrysler Automobiles (FCA) lost focus on the production of their mid–size sedans and instead began to
focus solely on the Jeep brand and SUV's. This systematically caused the Chrysler 200 which begins with a selling price of $21,995 with 4 models
to choose from and a closing price of $27,570 to lose its place as a highly profitable vehicle for the company. This in turn led to the closing down of
the plant in Sterling Heights which caused a large number of Michiganders to be in chaos concerning the future of their employment.
Ford Motor Company however would be the best company for them to model themselves after when it comes to the creativity and selling of mid–size
sedans. The ... Show more content on Helpwriting.net ...
This paper will discuss the sales of the Chrysler 200 how it began as a beneficial vehicle for the company only to be tossed aside in the end. The Ford
Motor Company has created a winning approach to marketing the mid–size Ford Fusion sedan and this is how the FCA could benefit by taking a few
pointers from this company. It is also apparent that while a customer survey shows that many consumers like the Chrysler 200 overall this has not
convinced the company that it is a vehicle worth investing in to continue production. The Chrysler 200 along with the Dart appears to have seen its
final days in the year 2016.
Beginning of the end
The automotive industry is in the middle of five consecutive years of record sales and this is the first large scale US job cut by the FCA since they
emerged from bankruptcy in 2008. Fiat Chrysler Automobiles added about 11,000 hourly workers in the U.S. beginning in 2011 and reported monthly
sales gains for 72 consecutive months.
The CEO Sergio Marchionne has decided to eventually phase out production of the Chrysler 200 and the Dodge Dart but a clear date has not been set
for the end of production but the vehicles will be allowed to continue until they have run their course.
The North American production footprint will start focusing on SUV's and pickups in the U.S. while smaller vehicles will be made in Mexico. A
plant in Sterling Heights will be expected to gain production of the Ram 1500 pickup made at Warren

Project Management : The Automotive Industry Essay
Abstract.
The automotive industry is a wide field of connecting many engineering and scientific fields together in one systematic place. A lot of changes has
occurred on this field since it came into existence. Because it's a whole system of science and engineering, it is affected by a lot of factors and needs
to adapt according to changes in these factors. This paper provides a critical review of chapter fifty–five of 'Project management in the automotive
industry' by Christophe Midler, and Christian Navarre, that was conducted to provide a review of automotive industry's history regarding project
management. Followed by a personal estimation of the next phase.
Introduction.
The article provides a discussion on how automotive industry was affected by the surrounding circumstances, and how did project management for this
industry has changed gradually from being functional focused, to project based, to innovation based. And how these circumstance helped shaping
automotive industry into implementing these strategies.
Project management transformed automotive industry based on product strategy and competitive environment. The article discussed these changes and
divided them into four phases, starting from postwar period and ending in 2003. Each one of these phases discusses a major change in the industry that
happened during a specific period of time, and the outcomes of these changes and did these outcomes change the industry as a whole.
Automotive industry is wide and

How the Advertiser Presents the Product to the Consumer...
How the Advertiser Presents the Product to the Consumer and Comparing the Adverts in Mercedes–Benz and Chrysler Voyagers Ads
I have chosen to compare two adverts on cars. They are for a Mercedes–Benz and a Chrysler Voyager. I will be looking at all aspects of my chosen
adverts and comparing them to each other.
The advert for the Mercedes–Benz is very personal, and is constantly putting the reader in the driver's seat. It is laid out like a cinema screen, and that
comparison continues throughout the advert. The picture is very passive and immediately places the reader at the centre of the advert, and the whole
layout is calming. In comparison, in the Chrysler Voyageradvert the attention of the ... Show more content on Helpwriting.net ...
It then reinforces that message by saying 'I sat back in my seat and watched the world outside'. It gives the feeling that the reader is in the car. It
also reinforces the feeling of a cinema screen by saying 'watched the world outside unfold upon the screen as if it were a silent movie'. This makes
the reader feel important, and detached from the outside of the car. This is the feeling that the writers want to convey, as it presents a positive
picture of what being in the car would feel like. This image that has been presented, of the reader in the driver's seat, is backed up by the picture of
the view, through the windscreen, from the driver's point of view. The language used in the top section is very flowing, as the ride in the car would
be, and it has been made smoother by use of alliteration such as 'watched the world', and 'unfold upon'.
The bottom section of text starts by saying 'Picture the scene'. This immediately makes the reader think of a scene in a movie, and then it backs that
up by saying 'set against the evenings pale and chaotic backdrop'. It also makes the reader the most important person in this scene by saying that
everything is pale and boring, and chaotic in comparison to the Mercedes and its owner. The text then goes on to make the car seem more that just a
machine by using a

Fiat Auto Acquisition Of Chrysler
The Fiat Auto acquisition of Chrysler occurred in 2014, which turned Chrysler into an Italian automobile manufacturer (Abrams, 2014, para. 1). By
combining these two firms one automaker now have strong ties to the American and Italian auto industry. By Fiat gaining Chrysler's reputable name it
can easily penetrate the American market. This why the acquisition betweenFiat Auto and Chrysler can be seen as a growth strategy. Fiat now competes
in a large global market, which subjects the firm to many different external environments. The General Enviornment consist of factors that affect every
industry, for example taxation. A firm that operates in the auto industry and one that operates in healthcare industry are both going to be subject to
government taxation and affect by it. In order to work efficiently and eliminate the threat of general enviornment risk the firm must use a strategy of
including these risks in their work process. For example, if Fiat operations in the United States (U.S.) have to follow the U.S. Department of Labor
regulations and pay any employee that works over forty hours in a workweek, overtime pay (2015, para.1). In order to reduce the cost associated with
paying overtime and keep the budget in line, Fiat might consider hiring in part–time help during its anticipated high volume periods. This will keep
production costs low and allow for a larger margin of profit. Another external factor that every firm has to consider is the industry

The Merger Between American Car Manufacturer Chrysler And...
1. What are your views of the Chrysler–Fiat strategic alliance in 2009?
The merger between American car manufacturer Chrysler and its foreign counterpart, Fiat, was clearly born out of a mutual need for growth as well as
to recover financially from various setbacks and failures both had experienced.
As the world grows smaller through interconnectivity, the only real option these big car companies have left to grow is to expand internationally. This
alliance is a good way to expand into new markets with partners who have experience conducting business in vastly different markets. Seeing as both
companies have placed sufficient trust in one another to share technology and resources there is a much greater guarantee that this partnership will
outlast the one Fiat had with General Motors.
Although this cross border partnership brings its share of benefits, the fact that Chrysler has always been a marginal auto manufacturer with an
inconsistent history of quality, weak market share, and old technology is troubling. Fiat has also had its share of problems stemming from issues
with Italian labor laws, weakened business environment, and cost issues. But, both parties have shown a strong drive to overcome these issues.
Chrysler chose to focus on its most successful car brand, Jeep, and to use it as its main growth platform because of its market share and visibility.
Fiat also took steps to reinvent itself by fixing its brand portfolio and quality areas with the aid of its

Marchionne Chrysler Merger
Prior to Sergio Marchionne's arrival, it appeared Chrysler Group LLC, organizational culture consisted of reacting "to falling sales by slashing prices"
(Kreitner and Kinicki, 2013). Due to reduced sales volume, Chrysler had experienced major financial issues, including bankruptcy reorganization. The
observable artifacts that I would suspect prior to Marchionne's arrival would be massive advertisements endorsing Chrysler rebates, vehicle discounts,
and slashed prices. After Marchionne got upset about the sales team "giving away margin", he had to shake up the organization culture and transform
the company's way of thinking. Chrysler had to do something if it was ever going to get back to a profitable state.
The sales team at Chrysler

The Chrysler Building Essay
Today technology allows us to construct structures that we would never have been able to make in the past. Some of the creations are impressive
based on what they accomplish but others are masterpieces in themselves. Man's capability to build such tall buildings, as the skyscrapers we are
familiar with covering our cities today, is a major expression of the advancements we have made as a culture. The power necessary to build such tall
structures inspired competition between architects to see who could build the tallest one. One skyscraper that has inspired many and served as a model,
for high rise buildings that were created after, is the Chrysler Building. The Chrysler Building serves as an identifying mark to anyone that ... Show
Although these problems were corrected and the idea of building a skyscraper became a feasible task, there were many conditions that had to be taken
into account, that did not need consideration when building a structure less than 40 stories tall. Four story buildings are supported by their own walls;
however a new method needed to be created for skyscrapers since the previous building method would not provide enough support. Metal skeletal
frames made of columns and beams were then developed to provide the support and strength needed for the skyscrapers. As the buildings grew taller,
their structural design was made lighter and stiffer. Also, as the buildings grew taller, wind became an important issue. Normally, the force that acts on
the skyscraper pushes directly downward towards the ground that would then counter balance that push. However, when an additional force acts on it,
such as wind, the forces would act differently on the skyscraper. With a lateral force acting on the building, the steel columns of the frame on the
windy side would stretch apart slightly while the columns on the other side would compress. Therefore, the skeletal frame built had to be made so that
the structure would be free to move slightly with the wind and, at the same time, remain sturdy.
The initial plan for this particular skyscraper built on

Lee Iacocca's Legacy
Lee Iacocca made a name for himself by saving Chrysler Corporation from the brink of bankruptcy in the late 1970s and built it into a powerful and
profitable firm in short time. Management and manufacturing changes implemented by Iacocca resulted in a dramatic increase in Chrysler 's stock
price and Iacocca 's ego. However, as the cash flowed in during the early to mid 80 's, Iacocca lost focus of what made the company successful and he
changed Chrysler 's growth strategy by investing large amounts of capital in businesses that were unrelated to the auto industry. In the early 1990s,
Chrysler again found itself in a precarious situation with its market share and stock price in steady decline. In early 1993, Robert Eaton was set to ...
Iacocca 's leadership style was decisive and autocratic. He made decisions with little or no feedback from his superiors, peers or subordinates.
However, his keen knowledge of the auto industry combined with his charisma helped influence those around him to follow his lead.
Transition in Strategy
In the mid–1980 's, Iacocca was basking in the glow of his successes at Chrysler. The company was performing better than anyone could have
imagined back in 1979 and was sitting on large quantities of cash. With virtually nobody to answer to and convinced he could do no wrong, Iacocca
pursued a diversification strategy for Chrysler from 1984 to 1988 focused on areas in which he had no expertise and areas unrelated to the company 's
core business. Iacocca 's acquisitions were a reversal of his original turnaround policy, which focused on the production of automobiles. Acquiring
businesses in the aerospace, banking, and electronics industries created the need for more knowledgeable personnel than Chrysler employed. The
current management team was not equipped or experienced enough to handle large investments in unfamiliar industries. The diversification strategy
forced Iacocca to implement a more decentralized management structure that was a reversal of the structure originally used to help Chrysler rebound.
By spending money on non–core acquisitions and stock buybacks as opposed to reinvesting cash into the development of

Organizational Culture at Chrysler
Organizational culture
Organizational culture can loosely be defined as the shared assumptions, beliefs, and "normal behaviors" (norms) of a group. These are powerful
influences on the way people live and act, and they define what is "normal" and how to sanction those who are not "normal." To a large degree, what
we do is determined by our culture.
Organizational culture is similar to, say, regional culture. The same person in different organizations (or parts of the same organization) would act in
different ways.
Culture is very powerful. (One example is the cultural change effort at British Airways, which transformed an unprofitable airline with a poor
reputation into a paragon of politeness and profit).
An example: Cultural change at ... Show more content on Helpwriting.net ...
Rather than have a small number of people control new products, Jeep/Truck product manager Jeff Trimmer said planners were "speaking out for
customer wants and needs in the initial stages...and working along with each of the various functional groups...The role becomes more advisory."
Everyone who would be involved participated to "harness the best ideas and creativity."
Even the assembly line workers were included; with the new Ram trucks, they were working with engineers six months before production started.
Mechanics were consulted early, to help prepare the cars and trucks for real–life maintenance.
Product teams followed vehicles through their development to identify systems and process issues. "Today, we feel we have a lot more facts, and
more of a groundswell of information that comes from groups of people who know exactly what we're trying to do," reported Robert Johnson of
Dodge Trucks.
Agreeing on Objectives
One change which helps to keep projects pure is setting down objectives clearly, at the beginning. Core objectives were agreed on at the beginning by
all parties; because "Everybody agrees up front and we stick to the plan," (Bernard Robertson, Jeep/Truck team), there were no last–minute changes in
focus, which can result in expensive disasters (such as the Corvair, Vega, and Fiero). Because everyone was involved in setting goals, they took
responsibility for living up to them.
Learning
Changes in the way cars were made began

Research
Case Study: Sergio Marchionne
What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler's culture?
An observable artifact is defined as the physical manifestations of an organization. These artifacts can include a company's dress code, stories about the
company, and rituals within the company (Kreitner & Kinicki, A.2013). The main observable artifact thatChrysler had, and the reason Mr.
Marchionne was in distress was about, was the way manager Fong doubled rebates in order to make profit from the dealership sales. This approach was
part of the culture that led the company to diminished lucrativeness. Another observable artifact came with the changes Mr. Marchionne implemented,
such as his ... Show more content on Helpwriting.net ...
Once Mr. Marchoinne began making changes at Chrysler everyone felt his control and authority because of the way he employed his methods.
Would you like to work at Chrysler? Explain your rationale.
I believe Chrysler would be a great organization to work for because Mr. Marchoinne's passion and work ethic make Chrysler an exceptional
organization to be a part of. To see the top guy work seven days a week and have 5 cell phones is amazing to me. I think this type of attitude will
trickle down to the workforce and can only lead to a greater success of Chrysler.
I believe Chrysler would be a great organization to work for because Mr. Marchoinne's passion and work ethic make Chrysler an exceptional
organization to be a part of. To see the top executive have such dedicated devotion and passion for his profession inspire me. He was brilliant and
was able to dedicate seven workdays a week to this corporation. It is both amusing and amazing how he could manage 5 separate cell phone lines
while doing this. I believe that this type of dedication, fortitude, and attitude will trickle down to the workforce. This type of leadership may lead others
to continue expanding on the success of Chrysler.
References
Kreitner, R., & Kinicki, A. (2013). Organizational Behavior. New York, NY: McGraw
–Hill/Irwin.
Fiat Chief

Case Study Of Daimlerchrysler
DaimlerChrysler's brand strategy was flawed. The new DaimlerChrysler cannibalized its own product line, as the Mercedes M class collided with the
Jeep Grand Cherokee, affecting one of Chrysler's most profitable product lines. Chrysler was supposed to pick up small–car segment, but Chrysler
brand didn't fit the small–car image.
In DaimlerChrysler, there were problems in integrating the operations due to different drive concepts. Therefore, component sharing was limited, which
significantly restricted the benefit of economies of scale that a merger could bring on.
3.3. Chrysler's consequences after merging with Daimler–Benz
Daimler merged with Chrysler when Chrysler had walked to the other side of the slope glory. In 1997, Chrysler's net profit was 2.8 billion ... Show
The first lesson drawn from the Airflow is that the public does not accept things that are too strange or belong to a far future. However, in the next two
decades, the company continually pursued conservative and out–of–fashion designs. Chrysler has had to pay by more than half of the market share loss
in 1950s.
Chrysler is seriously suffered when Keller and the company's best engineers left for space project of the US government. In general, the corporation
has had two golden period from 1983 to 1988 and from 1993 to 2000, but all heroes that built that glory also left when Daimler–Benz appeared.
In theory, the amalgamation of Chrysler and Daimler–Benz can bring on a considerable competitive advantage, especially in term of the economy of
scale. Nevertheless, the synergy savings can only be achieved if two companies can operate the business and produce vehicles more efficiently than
when they were apart. In the case of Daimler–Benz and Chrysler, many conflicts and clashes have made the integrated management impossible.
Looking back, it seemed to be an unlikely marriage at the very first

Strategic Management Case Study
Q1. Expand on the rationale behind the Fiat and Chrysler strategic alliance.
In December 2008 Fiat witnessed such a drop off in its demand for cars that they were forced to close for a month and lay off close to 50,000
workers. The company indicated that amid the financial crisis it was looking for a partner who could give the company the much needed push in the
North American market. Fiat learned about Chrysler's bankruptcy problems and put an offer on the table for the purchase of Chrysler. Experts felt the
alliance was part of Fiat's expansion and risk diversification strategy. On Jan 20th, 2009 as part of its bankruptcy filing, Chrysler announced its plans to
establish a global strategic alliance with Fiat.
The rationale ... Show more content on Helpwriting.net ...
It was because of this agreement with the Government that Chrysler had to present a long term viability plan to the US Government by the end of
March 2009, which needed to include the possibility of mergers with other companies. This is effectively what allowed the Fiat/Chrysler alliance to
take place.
Q2. Investigate what could be a hindrance to the realisation of the synergies of the Fiat / Chrysler partnership?
In any merger, or acquisition for that matter, it can be extremely difficult. In a lot of cases mergers often fail to produce the anticipated gains.
There are many difficulties of which both Chrysler and Fiat may encounter, such as;
1.One company's reputation can damage the profitability of the venture as a whole.
2.The coming together of different cultures.
3.Different business strategies.
4.Increase in management turnover.
5.Increase in bureaucratic and export costs.
1. Reputation
"A good reputation is worth more than money" Publilius Syrus
A company's reputation will determine its success rate; a good reputation generally leads to a successful profitable company. A bad reputation will
affect a company's profitability whether that is through poor customer service or production faults, if a company garners a substandard reputation

Taking a Look at the Chrysler Corporation
"In 1921, Walter P. Chrysler joined as Chairman of Maxwell Motor Corporation" and inherited the company's World War I driven debt (Wheelen &
Hunger, 2012, p. 17–2). The company would stop selling vehicles under the Maxwell name in 1923 and would release the first Chrysler named vehicle
in 1924 called the Chrysler Six (Wheelen & Hunger, 2012, p. 17–2). Between 1928 and 1951 the company would acquire Dodge Brothers, develop
"the DeSoto and Plymouth Divisions", release the Chrysler Airflow, and build the Firepower engine, which would later be known as the Hemi
(Wheelen & Hunger, 2012, p. 17–2). The 1960s would deliver Chrysler to Europe and the 1970s would lead Chrysler to a decline in auto sales as well
as its first corporate restructuring, where CEO Lee Iacocca would initiate "several cost–cutting measures" that would allow the company to rebound by
the mid 1980s (Wheelen & Hunger, 2012, 17–3). Unfortunately for Chrysler, a company that started with debt, by the late 1980s the company would
again find itself in financial turmoil forcing a second company restructuring that would lead to the production of more "fuel–efficient vehicles like the
Dodge Shadow and Plymouth Sundance (Wheelen & Hunger, 2012, p. 17–2). In 1998, the company would enter into a merger with Daimler–Benz.
That merger would last until 2007 when Chrysler was sold to Cerbus Capital Management, which would produce "an 8% growth in sales" in 2007, but
eventually fell back into a loss in profit (Wheelen &

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