Bavarian Motor Works (BMW) was created in 1916 as an aircraft engine manufacturing company. After World War I, they were prohibited from manufacturing aircraft and aircraft engines. They moved into the automobile business in late 1928. Since then, BMW has been known for making high quality automobiles. The question really is, how does BMW maintain such high quality? How do they continue to produce automobiles known for precision and performance? The answers to these questions lie within BMW’s organizational culture and their employees. Culture
The corporate culture of BMW focuses on employees as the company’s success factor. Culture is the dominant pattern of living, thinking, feeling, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations (Hellriegel & Slocum, 2009). BMW’s culture is value-based on the guidelines of the value-oriented and values-based personnel and social policies of the BMW Group. It is based on eight principles that help set standards for BMW’s employees. At BMW they believe in treating everyone with mutual respect and empowering all of the employees to make decisions and suggest ideas to help better BMW. They also have good communication skills. They try to make sure all employees and managers are aware of all changes taking place within the company. This helps to give the employees a greater sense of responsibility and belonging. Model of Leadership
The model of leadership at BMW is empowering the employees. At BMW, they believe in giving employees the responsibility of making decisions. Employees are equipped with the skills necessary to carry out their jobs. BMW is committed to providing employees its employees with the necessary skills to make decisions own their own. They place an importance in each employee taking a personal responsibility for the success for the company. It is very important to BMW that everyone works together as a team and everyone is agreement in...
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