Chrysler's Culture: A Case Study
Marchionne transformed Chrysler’s culture from a hierarchy to a flatten organization and eliminated the bureaucracy (Taylor, 2010). He wanted to engaged employees on all levels and create a culture of teamwork. According to Muller (2011), Marchionne had twenty-five direct reports, and each one would report to him weekly and always available to discuss work . Marchionne understood that in order to transform Chrysler’s culture he had to invest time in his people and build relationships. As a result of his personal interest in his employees, Marchionne was able to increase production and build a positive internal and external culture.
Marchionne not only focused on his people but also the condition in which they worked. When Marchionne took
Marchionne not only focused on his people but also the condition in which they worked. When Marchionne took