DaimlerChrysler
B BUS 300
March 05, 2006
Table of Contents
TOC \o "1-3" \h \z \u HYPERLINK \l "_Toc130024939" Introduction PAGEREF _Toc130024939 \h 3
HYPERLINK \l "_Toc130024940" Organizational Size, Life-cycle and Control PAGEREF _Toc130024940 \h 3
HYPERLINK \l "_Toc130024941" Organizational Structure PAGEREF _Toc130024941 \h 7
HYPERLINK \l "_Toc130024942" Cross-functional teams PAGEREF _Toc130024942 \h 9
HYPERLINK \l "_Toc130024943" Recent Product Innovations PAGEREF _Toc130024943 \h 10
HYPERLINK \l "_Toc130024944" Innovation Process PAGEREF _Toc130024944 \h 11
HYPERLINK \l "_Toc130024945" Conclusion PAGEREF _Toc130024945 \h 14
HYPERLINK \l "_Toc130024946" References PAGEREF _Toc130024946 \h 15
Introduction
In 1998, the merger between US-based Chrysler German-based Daimler Mercedes formed the company known today as DaimlerChrysler. The merger caused rapid growth as well as numerous challenges that the company still needs to overcome. Currently, the organization is in the elaboration phase of organizational growth, marked by the need for revitalization, more efficient decision making, and reducing redundancies in the organizational hierarchy. As it faces merciless competition of the automotive industry, the company is implementing structural changes geared towards making the company more efficient in its day-to-day operations, and allowing it to produce innovative products, thus setting it apart from the competition.
This paper starts out with a discussion of DaimlerChrysler’s current phase of organ ...