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1- What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? Explain.

· An observable artifact is defined as the physical manifestations of an organization. These artifacts can include a company’s dress code, stories about the company and rituals within the company. The main observable artifact that Chrysler had and the reason Mr. Marchionne was upset about was the way manager Fong doubled rebates in order to make sales. This tactic was part of the culture that led to the company not being profitable. Another observable artifact came with the changes Mr. Marchionne implemented such as his weekly meetings with his staff. Espoused values can defined as the normal standards in which a company conducts business. A couple of espoused values that mentioned are the “margins and vehicle quality needed to improve and better control over pricing was imperative”. Mr. Marchionne went Chrysler to change these values to make the company profitable again. Basic assumptions are the values of a company that have not been followed and begin to represent a company’s behavior. For Chrysler, Mr. Marchionne made major changes to the company by expelling executives, removing its bureaucracy and adding fear to the workforce.

2- Which of the mechanisms for changing organizational culture did Mr. Marchionne use at Chrysler? Explain.

· I believe that Mr. Machionne is doing a much better job than Peter Fong when it comes to making sure you have the right people working for you. One of the things he did was interview every single executive to evaluate if he thinks that the person is qualified and too make sure he has the right person that fits his work ethic. He fired a lot of people who he didn’t think were performing how he thought they were capable of, and also promoted people who he thought were lower then they deserved to be.