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Essay / Research Paper Abstract
This 14 page paper examines the leadership styles seen at BMW showing how the company use the human relations school of management and democratic leadership styles. This is illustrated with examples. The company is then compared with Ford, where it is argued there is a more scientific management approach and an autocratic style of leadership. The bibliography cites 13 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEBMWlead1.rtf
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Unformatted sample text from the term paper:
culture that permeates BWM as a company and can be seen in the leadership paradigms that are followed and reflect in the way shareholder expectation emerge. It is by examining
BMW and then making a comparison with an alternate company where different human resource strategies are seen. The relationship at first glance appears to be paternal with a symbiotic
relationship between employees and management. The company is predominantly managed as family company which has retained the close relationship between management and employees despite the company expanding to more than
97,000 in 2001. The investment in employees is very high, in a recent knowledge management programme aimed at increasing he development and exchange of knowledge between employees saw nearly 7,000
training events impacting on 40,000 employees at a cost of ?90 million. Part of the management paradigm may be seen in the German culture and the way in which
a co-operative model of employment relationship has developed. For example, it was tradition in Germany for employees and other stakeholders to have a greater input in to the decision making
processes. One example is the two tier board system which is used in industry; this is a system that consists of a supervisory board (aufsichtsrat), and the management board (vorstand).
This has a strong historic presence and has mandatory since 1884, prior to this date the scheme existed but was optional (Dimsdale, 1994). As BMW was founded in Germany in
1916, this may be seen as cultural established within the very core of the company. With this system the employees have the right to representation on the supervisory board, in
an organisation of more than 2,000 employees half of the supervisory board are elected by the workers, where there are 2,000 or less employees this proportion all be reduced to
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