Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Copy of Organisational culture of Fiat

No description
by

jane prince

on 28 February 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Copy of Organisational culture of Fiat

Organisational culture
of Fiat - Mission Statement of Fiat
" Employee contribution: Recognizing that every employee counts and assisting each to give his or her best. Integrity: Guiding ourselves by what is proper and what makes us professionally and personally proud. " History and founders The impact of organisation culture on the productivity, employee behaviour and performance of Fiat Fiat was established in Torino, Italy in
July 11th 1899 by Giovanni Agnelli To advertise the company and illustrate the strength of the brand, Agnelli participated in a race through Italy competing against other major models in the country at the time. 1908 Fiat was seen as a luxury car
when it was introduced into the
United States market 1914-1918 1938-1945 The company experienced some difficult times during
both world wars being restricted to domestic sales and
military style vehicles Fiat was the car of Mussolini 2004
Fiat remained successful for the decades after the second world war but encountered financial troubles in the late nineties/early noughties however there current CEO, Sergio Marchionne has lead the company to prosper in recent years Core beliefs of Fiat The culture and legacy of Fiat has been majorly influential in Fiat's success "Success is measured in part by the way we acheive it" The values which Fiat's senior management regard as the most important to the structure and success of the company Credibility Ethical Fairness

Respect for individuals and environment Sergio Marchionne's core beliefs Reduction of the divisions between senior management and frontline staff Reduced the chains of command for nine chains to five Better communication Mr Marchionne dresses informally at almost
all times to promote a non bureaucratic culture Less confusion concerning objectives and goals Maximize employee contributions and input Sergio Marchionne has an inspirational poem to outline his expectations of the firm which was derived from "come to the edge" by the English poet Christopher Logue “Come to the edge he said / Come to the edge / and were afraid they came / come to the edge he said / he pushed / and they flew." By interpreting this version it could mean that he wants his employees to take risks under minimised guidance to achieve their potentials at the firm. Organisational Structure Rapid and cost efficient processes which focus on team work and greater responsibilty towards the community and staff themselves Group Executive Council Customer care Sharing best practices
Evaluating opportunities and risks
Maximizing synergies A satisfied customer is a loyal customer and a promoter of the brand on the market To ensure the desires of the customers are meet the company has established a Fiat 500 project which designs "a car for the people from the people's ideas" Control Systems Levels of customer satisfaction Ways in which products
can be improved New channels of contact with the
external community The individuals involved in the strategic decision
making are also involved in the monitoring
of the implementation of this decisions Rewards and bonuses are based
on performance Training centres was created to offer
various courses to management MOTIVATE ALL PERSONNEL FIRM'S CODE OF CONDUCT FEEDBACK FROM STAFF LOGO RECOGNISABLE NON-BUREAUCRATIC CULTURE INFORMALITY COMMON SPIRIT AND VALUE TEAMWORK CUSTOMER SATISFACTION MAXIMIZING SYNERGIES REWARDS AND BONUSES
BASED ON PERFORMANCE COURSES TO MANAGEMENT
Full transcript