The paper 'BMW Company Application of Leadership as a Competitive Edge" is a good example of a management case study. With increasing global competition on the international market platform, it has become imperative and important for organisations to apply intangible aspects as their key competitive edges. One such applied case is the application of the leadership approach in the market (Samson and Daft, 2011, p. 312). This report develops an analysis of the BMW company application of leadership as a competitive edge. The company has established a wide range of success in the automobile industry, a significant success proportion attributable to its leadership approach and the adherence to the relevant leadership principles and theories in the dynamically changing global automobile industry. Moreover, based on the learnt unit concepts, the report develops a personal leadership traits analysis evaluating both the established personal strengths and weaknesses.
Moreover, as a response to the leadership challenges exhibited in the analysis the report develops and showcases an action plan through which I intend to improve on my leadership skills and experience into the future to enhance sustainability, efficiency and ethics in my 2.0 SECTION 1: BMW CASE STUDY ANALYSIS 2.1 Guiding Principles Case Analysis In order to establish an analysis of leadership practices and approaches applied by the BMW Company in its mitigation of challenges, the article developed a review of the organizational mitigation of the 2008 global financial crisis that saw the company registered the highest profitability levels in 2010.
This report develops a critical analysis of the applied approaches and principles of management that accounted for the ultimate organizational success. 2.1.1 Stakeholder’ s Involvement One f the strategic approaches through which the organization increased its leadership success.
Xu, Tjoa and Chaudhry (2008, 1170) discussed the concept of stakeholders involvement in organizational operations. On one hand, the study established that stakeholders involve both the internal and external stakeholders in the market. In building on this topic, Glennie and Lodhia (2013, p. 53) argued that internal stakeholders involved and included the managers and the organizational employees. On the other hand, the external stakeholders include the suppliers, government and even the competition. In this regard, as Ulrich and Smallwood (2013, p. 24) stated, the principles of sustainable leadership dictate on the need for organizational leaders to incorporate all the stakeholders in the market in their strategies and decision-making process.
On its part, BMW application and inclusion of the employees in the decision-making process was partly as a response to the German government regulation for over 50% representation of the employees on the management board. However, the organization applied a sustainable supplier’ s inclusion in the aftermath of the global financial crisis. In this regard, the organization offered to support both financial and expert and technical to its suppliers to ensure their stability in the market.
In addition, the organization liaised with the German government to ensure that the employees were compensated 80% of their fifth day while the organization paid the employees for four days a week to reduce unemployment. This practice increased the organizational application of the staff retention principle on sustainable leadership. 2.1.2 Teamwork The sustainable leadership framework classifies the various principles onto three categories on a pyramid. In this regard, the second tier of principle is based on the successful application of the first tier of the guiding leadership principles.
One among them is the involvement of employees in an organizational decision-making process. A wide range of reviews and strategies have been established. On one hand, De Leeuw, Holweg and Williams (2011, p. 437) developed an evaluation on the merging trend of increased organizational decision making process diversification. In this context, a majority of the organisations have evolved and developed to increased decision making decentralization with employee involvement. To this effect, an evaluation developed by Henderson and McAdam (2001, p. 463) analyzed the advantages of the practice.
In its analysis, the study established that with decision making decentralization organisations acquired increased employee motivation as well as a reduction in organizational programs and projects resistance by the employees. Moreover, a study developed by Selart (2005, p. 401) argued that with decision making and strategies formulation decentralization improved on their quality. Therefore, this allows for various employees perceptive inclusion making the strategies and decisions inclusive and applicable across the global markets.
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