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Essay / Research Paper Abstract
This 5-page paper provides an overview of BMW's corporate culture and leadership. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: AS43_MTbmwcorpc.rtf
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Unformatted sample text from the term paper:
The companys strategy is to enhance competitiveness through both technological leadership and productivity improvements (Loch et al, 2010). However, the best way to describe the culture at BMW
would be to call it "realistic." Loch et al (2010) in their article about BMWs moves to accommodate Germanys aging workforce, paint a picture of a corporation that understands that
productivity within an aging workforce is a bottom-up move. Right now, Peter Jurshick and Melmut Mauermann, two production managers at BMWs power train plant in Dingolfing, Lower Bavaria, are working
with Nikolaus Bauer, who heads up the entire operation, on dealing with the aging workforce (Loch et al, 2010). Rather than firing employees
for being too old (apparently one can do this in Bavaria without legal ramifications), the leaders of this 2,500-employee plant in Dingolfing developed productivity-improving changes that included managing health care,
initiating part-time policies and change management processes and developing employee skills (Loch et al, 2010). The result was an increase in productivity by 7% in one year, which brought this
particular production line on a par with lines at which there were younger workers (Loch et al, 2010). Whats interesting, as well, is
how this plan was brought into being and this, as well as anything, is a good discussion about BMWs corporate culture. Jurschick and Mauermann consulted the plants Workers Council for
help with the project, which ended up being both good politics and a practical move for success of the project (Loch et al, 2010). Given the success of the project,
Loch et al point out that it was a "remarkable case of distributed problem-solving," in that the plants management brought the issue up, the production managers ran an experiment, and
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