The Culture of BMX
At BMW much of its success stem from an entrepreneurial culture - The Culture of BMX introduction. In an entrepreneurial culture, work is more than a job, it’s a lifestyle. Employees are more like a team than in most companies, and in some cases, they’re even like a family. At BMW the following characteristics are used to describe the culture. Treat people with respect: This is a very simple premise, which threads through each and every complicated issue which arise within the company. Respect and trust provide the necessary base for a vibrant and sustainable corporate culture.
At BMW everyone’s views or ideas are respected. Individual from all levels of BMW work side by side to develop new ideas. At BMW treating employees with respect helps enable them to do their jobs to the best of their abilities. If you challenge people to raise their bars, provide fun activities, keep people informed and humanize your management, you will get the same culture at BMW. According to the article BMW 10600 employees experience a sense of place, history and mission from the moment they set foot inside the company.
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Open doors to communication: At BMW there exist an environment where people can interact with each other, support each other and recognize each other’s efforts and achievements. At BMW they provide positive rewards for positive behavior. Information is share so that employees are aware of the direction of the company and are involved in it. Employee are offer incentive programs to reward effort and improve quality of life. At BMW they create informal networks where even the most unorthodox ideas for making better cars or boosting profits can be voiced.
Learning from past mistakes: According to the article BMW has made its share of blunders over the years. The story of 1959 is told and retold at each orientation of new associate where the company nearly went bankrupt and was just a step away from being acquired by Mercedes. At BMW they believe in change. According to Norbert Reithofer and as stated in the article “We push change through the organization to ensure its strength. There are always better solutions. Compare to other big auto company BMW and its management is fast to respond to competitive threats and market trends.
The associates and leadership model at BMW form the cornerstone of the leadership process, both in setting out requirements and providing directions. This model, designed to support team and process-oriented corporation, is a long term leadership strategy aim at creating a culture of ‘We at BMW’. Personal responsibility, self reliance and approaching change as a form of opportunity are encouraged. The leadership at BMW is one that values the employees and listens to their ideas.
The type of open door leadership allows for employee to feel as if they have value to the company and its achievements. This culture allows for employees to feel as if they are valued and that their ideas are appreciated. At BMW the job characteristics model involves increasing the amount of skill variety, task identity, task significance, autonomy, and feedback in a job. Regardless of your job title, all levels work together to create ideas to better the brand and product. The employees at BMW use an appropriate variety of skills.
Because of the culture employees are able to identify with the work at hand and hence enabling more pride to be taken in the outcome of the work. Tasks are being identified as contributing to something wider, to society or a group over and beyond the self. The attributes of organizational creativity that are fostered at BMW can be seen as a result of both individual and organizational creativity mechanisms that lead to the highest level of innovation performance. The regular hierarchy that you see within other companies is not an obstacle when voicing your thoughts and ideas.
One of the main attributes of the organizational creativity is the type of open door leadership that allows employees to feel as if they have value to the company and its achievement. The culture and work environment impacted the performance results of BMW in that from day one BMW teaches their employees the history of the company and their mission. Problem times are also told to new employees. The mishaps experienced by the company are used as learning tools to stop history from repeating itself. Regardless of job title all levels work together to create ideas to better brand or product.
BMW was one of the first to offer their employees profit sharing benefits. The leadership is one that values the employees and listens to their ideas. The type of open door leadership allows for employees to feel as if they have value to the company and its achievement. This culture allows for employee to feel as if they are valued and that their ideas are appreciated. This allows for great ideas to be given and fostered. The work environment at BMW is so highly sought after that over 200,000 applications are received annually.