An analysis of the transformation of the Chrysler Corporation under Lee Iacocca.
Written in 2009; 2,528 words; 24 sources; APA; $ 76.95
Paper Summary:
The paper explores why the transformation of Chrysler Corporation under Lee Iacocca is cited as an example of how effective leaders can turn around the performance of a large organization through team dynamics. The paper discusses the two main catalysts that justified a major shift in team dynamics and shows how these team dynamics transformed the organizational culture at Chrysler. The paper concludes with the recommendation for Chrysler to create knowledge networks through the use of supply chain management and planning in order to transform accumulated transactions into knowledge.
Outline:
Introduction
Defining a New Team Leadership Philosophy
Justifying a Major Shift in Team Dynamics at Chrysler
Team Dynamics at Chrysler Transformed the Organizational Culture
Chrysler's New Product Development Innovation Influence on Engineering
Conclusion and Recommendations
From the Paper:
"The transformation of Chrysler Corporation under Lee Iacocca is consistently cited as an example of how effective leaders can turn around the performance of a larger organization through team dynamics (Jacobsen, House, 2001) (Hunter, Macduffie, Doucet, 2002), (Bell, 1996). At the center of the transformation of Chrysler is the redefining of teams that are essential to the new product development process (Lutz, 1994) combined with a passionate vision on the part of Mr. Iacocca to make the entire organization more lean and market-driven (Iacocca, 2007). Mr. Iacocca's vision of team dynamics included alleviating any wasted process, procedure, work group or product (Kouzes, Posner, 2004) while at the same time infusing a high level of accountability and ownership deep into the organization (Iacocca, Whitney, 2007), (Lutz, 1994) and (Harari, 1991)."
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