The Culture of BMW

Much of BMWs success has derived from cultivating the concept of an entrepreneurial culture. They have adopted the idea to provide a place where workers feel connected, feel more like a family, and where work is compared more ofto a lifestyle. From the moment they set foot inside the company, associates experience a sense of place, history, and mission (Hellriegel & Slocum, 2009, p. 522). The conversation and communication can be formal, but it is often informal. Decisions are made and ideas are voiced from all members of the team to come up with a great product. Their eAll employees work side by side and are treated equally. BMW, as a company, is based on commitment of their workers and less hierarchical barriers. They believe a hierarchical structure barriers gets in the way of innovation. To remember where they came from and to motivate workers performances, they revisit their downfall of 1959 at every orientation for new hiresemployees. The company is fast paced, andthat promotes growth opportunity and career advancements. , which mean, th This allows thee workers have to be flexible and creative. Managers that are willing tostriving to achieve excellence are promoted with little time for training. They have to work closely with subordinates and peers to learn the important information.

Model of Leadership at BMW and the Related Impact on the Organizational Culture

Today BMW owes its history so that BMW has been running its business very well as a leadership in its the automobile industry since 1959. What I mean is BMW had one a singletime bad experience, which was in 1959 when the company nearly went

bankrupt. this became a starting point even if it had been running for many years by that time; this experience remains the crucial role in BMW folklore. Therefore, managers who work for BMW always need to consider the worst-case scenario and they always make decision carefully depending on the worst-case scenariomake decisions accordingly. Today we could say BMW keeps continues to running its businesses all over the world perfectly flawlessly by becoming a pioneering in its industry correctly. This reason is why BMW is number one onat the top of the auto industry.

Analyze Why Employees Derive High Job Satisfaction at BMW

Employees derive high job satisfaction at BMW because of their characteristics for high achievements. BMW looks for certain qualities in its candidates to make sure that they can handle the lifestyle and culture of the company. Having employees that wants to experience high achievement are chosen. Characteristics that the company is looking for in a person are, the ability to set and choose achieves their own goals and wants with frequent coaching for improvement or appraisal. Giving feedback motivates their employees, as well as letting them know the dos and donts of the organization. Using these characteristics, an employee of BMW feelss satisfaction ied and belonging, by being able to set their own goals and iscausing them to be able to make effective decisions within for the company. Taking responsibility for failure or success from their own decisions is well accepted. They also achieve job satisfaction from receiving financial incentives. Being able to get a bonus at the end of the year for meeting financial and productivity goals, satisfies the workers. They feel they have done the job to meet mangersmanager's expectations and they feel that they

deserve to be rewarded. When the employees are satisfied they are willing to make career decisions that may require them to work harder because they know that they will be rewarded they will take the job given incentives. In thise case, it explained that when new technology is introduced, associates from the BMW factory are sometimesis placed in temporary housing near the site. They put in long, hard working hours from 60 to 140 hours a week. The team members accept not getting paid compensation for overtime instead, and accept the extra production schedule. The case states the system enables BMW to provide a high level of job security. (Edmondson, G. 2006) Employees have the ability to work less hours or more because of the flexibility.

The Attributes of Organizational Creativity

Innovative ideas are always encouraged at BMW. Having team Team members coming come together with different ideas. They and brainstorming together which can often lead to a success. Creative and innovative styles are what they expect. Claussen convinced Krause and others that the unconventional approach wouldnt just produce a pretty factory but one whose open, airy spaces would improve communications between line workers and managers and create an environment that helps the company build cars better (Hellriegel & Slocum, 2009, p. 523). After discussing his vision, meeting with others to discuss the details, and with hard work from everyone, the plant opened with great creativity in 2005. The building represented the creativity of a young engineer, Knau, and the also Claussens vision of teamwork. Having the BMW promotes giving their employees the ability to voice an innovative idea, and watching it come to life is what BMW promotes.. Innovation

and flexibility contribute tois important the creativity of in the BMW family. The company is different from is competitors by creating tailoring a car for theto the customers taste. When creating new cars BMW often uses the ideas of the new hires because they are fresh within to the company and have new ideas.visions. In conclusion, BMW is a company with less hierarchical demands and more of a family oriented culture that embraces, promotes, and egageengages in flexibility and innovation, to be successful. They support teams that are made up of egineersengineers, managers, designers, frontline empolyeesemployees, etc., to make each feel just as important. BMW recognizes success and gives psotivepositive reinforcement for the hard work of their team.

How the Culture and Work Environment Affect the Performance Results of BMW

According to experts, work environment plays a crucial role upon in employee performance and productivity. In other words, if we evaluate the work environment as processes, systems, structures and conditions, we would see if it influences favorably or unfavorably towards individual performance. Likewise, theThe work environment includes policies, rules, culture, resources, working relationships, work location, and internal and external environmental factors, all of which influence the ways that employees perform their job functions. If we turn our case,It is easy to see we just tell that BMW follows good policiesy for their employees. For example, BMWs top managers discussed with each other, which one is true? Whether good looking building or flexible inner?? have open discussions with each other, which improves communications between line workers and managers to make cbetter looking and performing automobiles.ars better. For example, aAfter intensive

meetings at the Austrian Alps, the head of company opened Leipzig plant with pillars of sunlight streaming through soaring glass walls, one of its architects design which evokes an art museum rather than a car factory. Open workspaces cascade over two floors. Unfinished car bodies move along a track with enhanced lighting that runs above offices and an open cafeteria. Therefore This allows engineers to investigate the problem rapidly, when unfinished cars are movinges slowly. As we see, BMW has can figured out another issue factor that relatesing to the work environment that which encourages workers to work in corporatetogether and benefit the company as a wholec. ially.

References

Kurylko, D.T.(October,16,2006)Adapted from Edmonson, G.BMWs dream factory. Business Week 70-80

Hellriegel, D. & Slocum, J. (2009). Organizational behavior. Ohio: Cengage Learning.

Culture of German Management. Retrieved from germanculture.com

www.germanculture.comua/library/facts/bl_business_culture.htm

Work Environment. Retrieved from performancesolutions.nc.gov

www.performancesolutions.nc.gov/motivationInitiatives/workenvironment/index