BMW Case Study Describe the Research Proposal

All of these attributes together fuel a high level of mastery of their jobs, a critical element in job satisfaction (Sull, 2007). Finally the aspects of personal and work outcomes, which include high internal work motivation, high satisfaction with work and low turn-over indicate that BMW employees have found competency in their work. The reliance on transformational leadership techniques in terms creates a sense of purpose throughout the company. When combined, competency, mastery and purpose serve as a very effectiveness catalyst for BMW to continually grow and renew itself through learning and a commitment to change over time.

Discuss the attributes of organizational creativity that are fostered at BMW.

The attributes of organizational creativity that are nurtured within BMW include a high level of cross-department collaboration as shown in the willingness to work through the audits of production quality weekly, in addition to the commitment on the part of senior management to allow for high levels of competition in product designs. Lastly the attribute of organizational creativity is shown in how quickly the plant managers re-assign production from one factory to the next to be able to meet production objectives. All of these factors show an agile organizational culture that is predicated on transformational leadership (Sull, 2007).

Discuss how the culture and work environment impact the performance results of BMW.

The culture and work environment within BMW have a direct and immediate impacts on its performance. There are many examples of this in the case study. First is the company's unique culture of promoting, autonomy, mastery and purpose, the three critical elements in any organization who seeks to have its employees learn and take ownership of their jobs (Sull, 2007). This can be seen in the use of pay-for-performance, which is in many areas of Europe diametrically opposed to the heavy unionization of industries there. Second, there is the culture of allowing more egalitarian approaches to sharing in problems and solutions. The BMW culture does not differentiate or discriminate as to who can provide solutions. This is critically important for employees to gain a solid sense of mastery of their roles (Sull, 2007). Third, the company's approach to innovation is exceptional in its approach to nurturing competition between design centers, yet also giving designers the opportunity to promote their ideas internally. This gives talented auto designers the opportunity to have a strong sense of autonomy in their work. As research has shown, when autonomy, mastery and purpose are all combined, organizations can translate plans and strategies into accomplishment quickly (Sull, 2007).

References

Gail Edmondson. (2006, October). BMW'S DREAM FACTORY. Business Week,(4005), 70.

Bernhard Fleischmann, Sonja Ferber, & Peter Henrich. (2006). Strategic Planning of BMW's Global Production Network. Interfaces, 36(3), 194-208.

Hirst, G., van Dick, R., & van Knippenberg, D.. (2009). A social identity perspective on leadership and employee creativity. Journal of Organizational Behavior, 30(7), 963.

Bernd Kriegesmann, Thomas Kley, & Markus G. Schwering. (2005). Creative errors and heroic failures: capturing their innovative potential. The Journal of Business Strategy, 26(3), 57-64.

Mancheno-Smoak, L., Endres, G., Potak, R., & Athanasaw, Y. (2009) the Individual Cultural Values and Job Satisfaction of the Transformational Leader. Organization Development Journal, 27(3), 9-21.

Stephanie Schleimer & Andreas Riege. (2009). Knowledge transfer between globally…