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Framework Flow:
Introduction- theory based upon social groups
Leadership roles and assessing different stages of culture formation
Fearless organizations and benefits of psychological safety
Forming new groups During culture change - forming, storming and producing
4 group framework-
BMW success takeaways

Systems Thinking:

What are the parts?
How are the parts interrelated?
What happens when a part is removed from the system? (psychological unsafe)

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BMW's Dream Factory and Culture Business 520 Organizational Behavior Describe the culture of BMW. A company's culture is very important. It incorporates a firms shared values, beliefs and traditions (Hellriegel & Slocum, 2010). Most importantly it is the rules and role model for behavior. BMW's entrepreneurial culture has no doubt assisted them in being the successful company that they are today. An entrepreneurial culture is one that values creativity, the tolerance of creative people and allow freedom to grow and fail (Murrary, Poole, & Jones, 2006). It is clear that BMW's culture was built around these factors. According to studies, new workers have no problem adjusting to this type of culture. This is because BMW's ...show more content...
The heavy involvement of all employees increases productivity and job satisfaction. Discuss the attributes of organizational creativity that are fostered at BMW. Organizational creativity is a way of life at BMW. This is evident even in the design of their Leipzig factory. The facility was designed to take into account how people communicate with others openly so the ideas may flow smoothly and openly. BMW also uses creativity to gain an edge over their competitors like Toyota. This is possible because the company specializes in manufacturing a car that suits the wants of the customer which other car manufacturers cannot afford to execute. The customers have so many choices that the same car is only built once every nine months (BMW's dream factory and culture, 2010). When BMW is ready to design a new car model, entire teams of specialist are involved. Also, young blood such as designers from the US as well as Germany compete against each other so that the brightest ideas would come forth. . Designers for BMW are not tied to rigid requirements but are free to explore innovative designs. Discuss how the culture and work environment impacts the performance results of BMW. The culture and work environment at BMW greatly influences the performance and production of its workers. Associates are indeed happy with their employment there. Some are so happy with their employment they are willing to work extra hours on heavy productions days and not

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BMW's Dream Factory and Culture Business 520 Organizational Behavior Describe the culture of BMW. A company's culture is very important. It incorporates a firms shared values, beliefs and traditions (Hellriegel & Slocum, 2010). Most importantly it is the rules and role model for behavior.

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1. Describe the culture at BMW Three elements were discussed.

The culture at BMW is an entrepreneurial one. It is a culture that promotes innovation, motivation, flexibility and an excellent work environment. Most of the companies in Germany have a hierarchical culture. But the new workforce that joins BMW is not lead by any manager. They are left on their own to find out how the work is done. In such a case every new recruit comes up with his own creative way of getting the job done in a much efficient manner. It also promotes the idea of doing what a person think is the right way of handling any situation. The culture promotes and is supportive of new ideas. Which is why we see, that BMW has been able to sustain itself in the market with reasonable profits on board. This is the innovative streak that motivates the workforce to come up with new and trendy models for the company that is liked by customers.

2. Discuss the model of leadership illustrated at BMW and the related impact on the organizational culture The leadership model and its impact on organization culture were discussed

The culture of the company inherently promotes leadership. When a company buds the concept of entrepreneurship in its workers it is in turn producing leaders. Because when new people bring in new ideas the only thing that can help and support the idea is the quality of leadership. Every person who experiments with innovation should be able to convince its makers to implement those ideas. They should also be able to convey the ideas properly and convince the company that it is going to work and will be a future prospect for the company. Such a leadership model has great impact on the organizational culture. It binds the employees together and gives them a confidence of being a productive member of the company. It also provides a sense of association, commitment and achievement in the employee which in turn reflects in the strong culture. With such basis of a culture the company reaches new heights of advancements (Kiley, 2004).

3.Analyze why employees derive high job satisfaction at BMW, using the concepts illustrated in the job characteristics model Three characteristics were discussed.

The company takes special care of the employees. The biggest incentive lies in monetary terms. The company from the very beginning shares its profits with its workers. It also provided them with several other incentives. The employees are given an job security which is an essential psychological element in the motivation of employees. This results in the flexibility of the employees towards accepting new technologies. It promotes talented managers to top positions and gives them space to make their own way to the top. In this way they are motivated and learn the key to success faster. The work environment is also specially taken care off. The working area is beautifully designed with the help of able architects in order to promote greater interaction and a sense of goodness in the employees. It is made in such a way that they feel happy and would like to work in such a setting. All these factors accumulatively help employees derive satisfaction out of their jobs in BMW (Maguire, 2007).

4.Discuss the attributes of organizational creativity that are fostered at BMW Three attributes were discussed.

Organizational creativity and innovation is the heart beat of any organization. It is something that keeps the company motivated and moving towards achievement of higher goals. There are several attributes of innovation that has been fostered by the companys culture into the working environment that had a positive impact on its sustainable development in this era of cut throat competition. BMW is known for its customized products that create an emotional appeal within the customers. This is a very difficult task as other companies have an edge that produces same cars in the assembly line. It also brings together the most talented designers, engineers and a marketing team all under one umbrella who focuses on a single product and make the best use of their expertise to create a product that is reliable and has a greater market value. The team effort helps covers all the aspects of product building. It also bottom-ups the ideas and allows workers at all levels to contribute to the design of new innovative product. Such diversity and participation helps to company to bring about the best products (BMW, n.d.).

5. Discuss how the culture and work environment impact the performance results of BMW The impact of culture and work environment on performance results were discussed

The culture and work environment collectively has a large impact on the performance of the company. We see that BMW has improved its profits over the years. It is a different company from the other automobile companies. Other companies produce single type of cars with standard fittings. But here in this company they produced customized cars catering to several different customers. This is a very difficult task to achieve because each car has certain specialization and is not cost effective. But the entrepreneurship culture and work environment has contributed greatly towards improving the standards of the company through flexibility. Also by bringing in new innovative ideas. The performance has improved tremendously over the years reflecting the success of the culture and work environment. If such a strong culture continues this will be the biggest competitive edge of the company that no other competitor will be able to counter.

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1. Describe the culture at BMW Three elements were discussed. The culture at BMW is an entrepreneurial one. It is a culture that promotes innovation, motivation, flexibility and an excellent work environment. Most of the companies in Germany have a hierarchical culture. But the new workforce that joins BMW is not lead by any manager.

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Southwest Airlines Mythical Origin story

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Southwest Airlines Mythical Origin story

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https://www.southwest.com/html/about-southwest/index.html

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https://learn-us-east-1-prod-fleet01-xythos.s3.amazonaws.com/5c06b1fe1ee88/13664315?response-cache-control=private%2C%20max-age%3D21600&response-content-disposition=inline%3B%20filename%2A%3DUTF-8%27%27EDD815%2520-%2520Unit%2520Two%2520-%2520Theoretical%2520Framework%2520Group%2520Assignment%2520Rubric.pdf&response-content-type=application%2Fpdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20201020T180000Z&X-Amz-SignedHeaders=host&X-Amz-Expires=21600&X-Amz-Credential=AKIAZH6WM4PL5SJBSTP6%2F20201020%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=597981ec682ad7a87d99dfa088724c13e4b46665efc5979ebd9b495d819e7973

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A frame is a mental model—a set of ideas and assumptions—that you carry in your head to help you understand and negotiate a particular "territory." A good frame makes it easier to know what you are up against and, ultimately, what you can do about it. Frames are vital because organizations don't come with computerized navigation systems to guide you turn-by-turn to your destination. Instead, managers need to develop and carry accurate maps in their heads.

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Presentation slides

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I think we used this in a previous course...

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https://learning.oreilly.com/library/view/organizational-culture-and/9781119212041/