Corporate culture is a dynamic phenomena always surrounding, being constantly enacted and created through interactions with others and is shaped by leadership behaviors. (Schein, 2004: p 2) Further, Schein (2004:17) defines group culture as a 'pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptations and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems' This notion was supported by Davis (2003:7), clearly stating that neither culture nor leadership can be understood individually and the importan…
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Schein (2004:20) states that an occupation involving intense period of education and training, shared learning of attitudes, norms and values will be assumed to be taken for granted for the members of the group. Organizational culture is essential for successful organizational change as well as maximizing the value of human capital and to create management competency. (Management Heaven, 2009) The cultural strength of BMW can be measures in term of its policies involving employees in decision making process an through profit sharing initiative much EU introduced and its leadership strategy to ask questions to get the best answer. BMW introduces several development programmes from manufacturing plants at Leipzig and providing flexibility and innovations in the design as per the customers' requirement and the employees have a sense of history, vision and mission once they set foot inside the company which immediately gives the employees a sense of meaning to their job which ultimately shows that BMW is empowered with good organizational culture.
2) Leadership Model and Its Impact on BMW Culture
Davis, Inc (2003:7) supports Schein's statement that process of culture creation is the essence of leadership and that leadership and culture are two sides of same coin. It is further stated that leaders create and change the organizational culture whereas the managers and administrators apply themselves to that culture. Leaders need to act as role model, have realistic visions, personal performance, willingness to change, create a working environment stimulating enthusiasm and enjoyment which is prevalent in BMW as the employees and high level executives and other professionals work side by side applying their ideas and thoughts to carve out better design. (Pergamon Flexibile Learning, 2005) BMW gets much of its strength from unparalleled labors that are flexible enough to work extra hours to meet the financial targets. BMW followed an unusual strategy like once the employees were rewarded for the creative error of the month with a bottle of fine wine from the boss's cellar and the employee was recognized for an outstanding and bold idea, which was well planned but failed working on the idea for three years. The idea by the leaders was to remove the stigma of making mistakes at work while innovation. (EmeraldInsight, 2006) BMW leadership stressed more on encouraging their employees which motivates them to work harder, intelligently and effectively. Thus BMW leadership model is very effective in achieving optimum output without have significant effect on the culture.
3) Employee Satisfaction
Hellriegel and Slocum (2008) states that an organization need to motivate its present and future employees by providing utmost job satisfaction. Some of the key job characteristics to motivate employees at workplace include basic human needs, designing jobs that motivate people,
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