Integrating Case Answers

Integrating Case Answers - 58 Critical Thinking Integrating...

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CRITICAL THINKING INTEGRATING CASES CROSS REFERENCING OF INTEGRATING CASES AND CHAPTERS The following list identifies chapters that have the greatest relevance for each of the following cases: BMW’s Dream Factory and Culture Chapters 5, 6,11, 13, & 15 Rowe Program at Best Buy Chapters 7, 8, 11, 14, 15 & 16 How Personal Can Ethics Get? Chapters 7, 8, 13 & 16 Was Firing Him Too Drastic Chapters 8, 12, & 13 Changes at Scout Mortgage Chapters 13 & 16 Whole Foods Market Chapters 1, 2, 5, 6, 9, 10, 15 & 16 The Road to Hell Chapters 1, 2, 3, 12, & 15 A Novice Manager’s Tale of Woe Chapters 1, 3, 4, 5, 6, 11, & 14 Bob Knowlton Chapters 1, 2, 3, 4, 9, 10, 11, 12. 58 Critical Thinking Integrating Cases
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Case Questions and Solutions BMW’s DREAM FACTORY AND CULTURE Learning Goals The learning goals of this case include the development of the competencies to: 1. Understand the how organization cultures are formed and sustained 2. Apply the concepts of successful teams in organizations 3. Diagnose how structure can assist the formation of a culture. 1. How would you describe the culture at BMW? BMW has an entrepreneurial culture that is characterized by high levels of risk taking and creativity. There is a commitment to experimentation, innovation, and being on the leading edge. Effectiveness means providing new and unique products and rapid growth. Individual initiative, flexibility, and freedom foster growth and are encouraged and well rewarded BMW’s entrepreneurial culture is rare in corporate Germany where management in Germany is usually top-down. BMW’s 106,000 employees are a network of committed associates with few hierarchical barriers to hinder innovation. From the moment they set foot inside the company, associates are overcome with a sense of place, history, and mission. BMW’s human resources department receives more than 200,000 applications annually. Those who make it to an interview undergo elaborate daylong drills in teams that screen out big egos. For the lucky few who are hired, a Darwinian test of survival ensues. Individuals from all levels of BMW work side by side. 2. What model of leadership is illustrated at BMW? How does this impact BMW’s culture? BMW uses self-managed teams with team leaders. Self-managed teams are highly interdependent, competent, and empowered members who work together effectively daily to manufacture an entire product (or major identifiable component) or provide an entire service to a set of customers. Multiple leaders may exist in a team because it has both relations-oriented and task-oriented goals. Informal leaders are important in determining whether a team accomplishes its goals. BMW promotes talented managers rapidly and provides little training along the way. It requires them to reach out to others to learn the ropes. With no one to formally coach them in a new job, managers need to stay humble and work closely with subordinates and their peers. The Leipzig plant opened in 2005. It represents Claussen’s vision of teamwork enhanced through design by Knau’s creative 59 Critical Thinking Integrating Cases
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engineering concepts. With pillars of sunlight streaming through soaring glass walls,
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