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MClash of Two Cultures:
The Daimler-Benz Chrysler Corp. Merger
This is a Masters paper / assignment written on the merger of Daimler-Benz & Chrysler.
The paper contains many contemporary business models and fully referenced literature content.
This is essential reading for any Business students studying "Change Management" at BA or MA levels.
This paper received a 96% grade.
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1: Introduction
Figure One: Change versus transition
Figure Two: Transition model
2: DaimlerChrysler Background
3: Rationale behind the change
Globalisation
Major changes in the global automotive industry
Porter's Five-force analysis
Figure Three: Five-force analysis for the
Global motor industry
Bargaining Power of the Buyers
Bargaining power of suppliers
Threat of new entrants
Pressure from substitutes
4: Description of the process
Figure Four: Key dates
The 'hard/soft' approach to change management
Figure Five: The 'hard/soft' approach to change management
5: Roles and perspectives of the key players
6: Critical analysis and evaluation
Lewin's forcefield analysis
Figure Six: Lewin's forcefield analysis
Communication
Alignment
Cultural fit
Workforce
Governance
Lewin's change model
Figure Seven: The management of change (Lewin)
Unfreezing
Moving
Refreezing
Structure
Culture
Figure Eight: Cultural differences in values
Strategy
Cultural web analysis
Figure Nine: Cultural web analysis
Symbols
Power structure
Organisational structures
Figure Ten: Chrysler Corp. organisational structure
Figure Eleven: Daimler-Benz organisational structure
Control systems
Rituals and routines
Stories
Figure Twelve: Differences in culture
Paradigm
Rectification
Figure Thirteen: Strategies for strengthening
DaimlerChrysler's culture
Actions of founders and leaders
Introducing culturally consistent rewards
Maintaining a stable workforce
Managing the cultural network
Selecting and socialising employees
7: Change Agents
Fifteen key competences of the change agent
Goals
Roles
Communication
Negotiation
Managing up
8: Conclusions and final thoughts
9: Lessons learnt