BMW's New Oxford Way - Case Study Example

The management allowed the workers in each shift to give a 'team talk' for 45 minutes in a fortnightly manner. Previously the workers were reluctant to join such activities during work, but now they want to air their ideas which worked for the betterment of the company.The team members were also allowed to air their ideas and suggest any change required. This resulted in savings to the tune of 6.3 million pounds.The management and directors also worked closely with the workers on the ground floor.

This had led to the better understanding of the working personnel and the employer. The gulf between management and employee was reduced. As a result of the motivated management decisions, the workers were enthusiastic, positive, better informed and more open, which benefited the company a lot.cBenefit of team working at BMW for:I. Employees: 1. The employees were developed as a team and they were empowered to tackle the production related problems themselves. Whereas earlier they had to take help from other departments. 2. The tasks were rotated within members of groups so that they do not get bored by the daily repetitive work.3. The rules and regulations were not forwarded by the management; it was purely based on the employee's own initiative and self management.4. The team work also led to the development of the team-work culture which is beneficial for individual and team.5. The team members could air their ideas and suggest any change in the process.6. The team members were better informed due to job rotation and multiskilling.7. They were more enthusiastic.8. They possessed more positive attitude.9. They were more open.II. Business:1.

Production problems. The workers were rejuvenated with the own initiative and self management which had broken the traditional hierarchical system of management. The daily duties of each team member were reduced so that he can think about his team members and can suggest any change for the team's work culture. The workers were given external training and coaching so that they can work as a team member. These endeavours from the company thus satisfied the purpose of job enrichment. Heike Schneeweis, HR director at BMW told, "The implementation of Wings concept turnaround the working practice and behaviour".

She emphasized that "teamwork diminished the power of traditional hierarchical management model and inculcated responsibility among working teams". The management allowed the workers in each shift to give a 'team talk' for 45 minutes in a fortnightly manner. Previously the workers were reluctant to join such activities during work, but now they want to air their ideas which worked for the betterment of the company. The management and directors also worked closely with the workers on the ground floor.

This had led to the better understanding of the working personnel and the employer. The gulf between management and employee was reduced. The success of the Wings system or in that sense, the New Oxford Way solely depends on the empowerment of the workers.