BMW #2 The new BMW bonus program, in which line workers match executives for bonuses, sounds like it fits into BMW’s general corporate accountability strategy. The program shows an employee-centric attitude and a causal and laid back manner of calm and confident communication between employees and managers…
BMW’s move shows that management is not the lone representative of a business; it is bigger than that- there are lessons to be learned and given from and by everyone involved. A cohesive business is a successful one, and a company can only be cohesive when all levels of employees believe that they can speak up and make a difference. The more people who can get involved in the process, the more it will be an accurate reflection of the company and community’s true set of standards and complementary goals. #3 I believe that both employees and managers would think the new policy is fair. The only potential obstacle may be that employees or the public might see the move as a calculated response to media pressure due to recent corporate scandals involving inflated executive bonuses. However, as the case states, “BMW has been discussing its compensation practices for months, and claims its announcement has nothing to do with a larger debate about public accountability of executives” (BusinessWeek, 2011). The linked bonus program shows a link between management and employees in the company, and an expansion of vertical communication that will, I believe, make the line workers feel more valued and responsible, thus increasing their productivity as well as their company loyalty. REFERENCE BusinessWeek Case (2011). ...
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An example of this case is the GS Plumbing, a firm operating in the plumbing industry. Despite its rapid growth, the firm has to address a series of critical issues including the low employee performance and the fact that employees leave the firm for competitors.
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