Project Report on BMW Objective To understand the six dimensions of management with respect to BMW

MADE BY GAURAV DHAWAN 80303130013

BMW Group Mission Statement - One Premium Success From Three Distinct Visions
The Mission Statement of the BMW Group: Reading the BMW Group mission statement, it's easy to understand why the BMW Group is clearly associated with premium products, premium prices, and premium experiences. The BMW mission statement is... "The BMW Group is the world's leading provider of premium products and premium services for individual mobility." Beyond that, each brand of vehicle under the BMW Group umbrella has its own distinct brand identy... BMW Brand - "The BMW brand stands for one thing: sheer driving pleasure. Sporting and dynamic performance combined with superb design and exclusive quality." MINI Brand - "The MINI brand wins hearts and turns heads. MINI is refreshingly different: extroverted, spontaneous and in every respect something out of the ordinary." "For over 100 years, motor cars of the Rolls-Royce brand have stood for truly outstanding engineering, quality and reliability."

Sense of Purpose.
Ensuring everyone has a strong sense of purpose is one reason we are able to retain the best people at BMW, building organisational alignment where everyone in the company pursues a common goal. Our performance management system, called Portfolio, includes a 3-level target commitment process which aligns individual targets with departmental and divisional objectives and ultimately organisational objectives. Regular developmental reviews are conducted to make sure everyone has the right support, resources and motivation to achieve. The whole process is central to our success and enjoys the highest level of commitment throughout BMW. - for real responsibility and choice. - to build self-esteem and identity. - to experience a sense of making a real contribution. Every great company has a set of norms and values exemplifying its culture and practices over many years. We encourage our Associates (our in-house term for Employees) to embrace the BMW values system known as We at BMW: the Associate and Leadership Model of the BMW Group.

The BMW Associate Model Associates determine the success of our company. In order for the BMW Group to be successful in the future all of us need to contribute our skills and abilities to the benefit of the company and develop them further.The relationship between all associates needs to be characterised by respect, mutual understanding, openness and fairness. The BMW Leadership Model This describes the range of behaviours that all managers must develop and demonstrate. High performing managers must have excellent leadership, as well as technical competence. We are not born with this but must develop it through continuous learning.This means thinking constantly about your own behaviour and your personal attitude to change.

Diversity management at the BMW Group At the BMW Group, Diversity refers to a holistic concept for handling diversity among people in the company: uniqueness and individuality of employees are important values and contain potential for the individual employee as well as for the company as a whole. Considering the increasing shortage of skilled workers and the need to serve our existing markets and develop new markets, a workforce with a good mix of ages and cultures is becoming more and more important, as is appropriate representation of women within the company, in leadership positions and in young talent programmes. Management of diversity in the BMW Group therefore focuses on three key areas: age / experience cultural background gender

Employees. We support our employees with a wide range of services and offers positioning the BMW Group as the most attractive employer in the automotive industry. We make every effort to attract the best people to join us and offer the greatest possible job security. Our increasingly diverse workforce is motivated, competent and highly effective and a major contributor to the future success of the BMW Group.

Areas of focus
Attracting and training employees Competence management Continuing education, training, life-long learning

Demographic change Diversity and equal opportunities Employee remuneration Employee satisfaction Future working environment Health management Human rights Job security Occupational health and safety Social benefits and profit sharing Workforce co-determination Work-life balance

Social Responsibility an overview Responsibility for employees today and tomorrrow

Programs promoting work-life balance Efficient work structures / flexible work hour systems Demographic change project today for tomorrow Leadership and qualification Healthmanagement 2020 Diversity

Value orientation in the supply chain

 Sustainability requirements as part of purchasing conditions Selection of suppliers based on sustainability criteria

Societal Commitment
Diverse commitment with a focus on long-termapproaches that are internationally transferrable Corporate Volunteering Involvement of foundations

BMW is committed to delivering mobility for future generations by taking up the challenge of performing in all three fields of sustainability: economic success; social responsibility and environmental protection.

In terms of succeeding in terms of this triple bottom line, BMW seeks to establish a viable balance between the interests of mankind, nature, technology, business, progress and the right of future generations to an intact environment. BMW is committed to ongoing sustainability through:

Minimising the use and diversity of materials in production. Using materials compatible with the environment such as recyclables and natural materials. Avoiding the use of environmentally harmful materials. Designing components suitable for end-of-life recycling. Researching and developing alternative mobility concepts.

From the perspective of time dimension , we have to consider present and future aspects of bmw company.

A look at Development From vision to reality

Since the company was founded, innovations have ranked among the BMW Group's success factors. Gain an insight into our company's fields of Research and Development and get to know people, processes and projects that are important for the ongoing visionary development of our products.
The BMW Group's success is based on innovative premium products. The driving force behind these products are the approximately 9,300 people who jointly constitute the BMW Group's global research and development network. Efficient development processes and a deeply rooted, day-to-day innovation culture create the prerequisites for the success of the three premium brands BMW, MINI and Rolls Royce. With the aid of a global development network, the BMW Group proves each and

every day that it has taken the lead in the automotive industry with its products and its manufacturing processes alike.

Taking the lead

As the legendary management coach Peter F. Drucker once said, not many managers accept that, ultimately, they only need to lead one person: themselves. In June 2010, the BMW Group launched its Leadership Platform at the Munich headquarters, creating a forum for managers to learn more about its approach to leadership and to further develop their insights and achieve a joint understanding of the concept. Each one-day workshop comprised ten stations designed to encourage managers to reflect with their peers on their role. Since it began, the Leadership Platform has generated considerable interest and is already fully booked out for the whole of 2011. Mobility of the future Understanding mobility and how to deal with traffic represent a great challenge for the development of future vehicles: because the mobility of the future demands a balance between global requirements and individual needs. There is great demand for new solutions for sustainable and individual mobility. BMW Group is developing solutions for opening up new opportunities and responding to changing customer demands.

Key projects Project I

Global developments such as the climate change, limited resources and growing urbanisation increasingly strengthen many peoples desire to become aware of their social responsibility and to organize their lives in a conscious and sustainable manner. As a result of this new consciousness, the premise of individual mobility is also changing. Alterations to infrastructures, limited space and environmental pollution necessitate new mobility solutions. The EU is also aspiring to reduce the emission of climate-damaging greenhouse gases by 20 percent compared to 1990 by the year 2020. The BMW Group foresees a future with electromobility. Hence, 2007 witnessed the launch of project i, an initiative whose task it was as the spearhead of the BMW Group to develop sustainable and future-oriented mobility concepts. The long-term goal is the further development of the entire company through new sources of stimulus and concrete projects in the areas of production, development and marketing.

Traffic management
The efficient use of traffic infrastructure requires strategic traffic management to control, direct and inform motorists. For the development of this it is essential to consider and explore the overall traffic system. The focus here is on the issues of mobility and infrastructure, traffic flow and vehicle guidance, user behaviour and telematics. In pilot projects new techniques and models for the future are being devised that use sophisticated traffic systems to guarantee sustainable city traffic combined with the best possible accessibility to city centres. Cooperative traffic management. Together with partners from the public sector BMW Group is pursuing the primary objective of efficient mobility for sustainable traffic.

Traffic of the future. The future begins now. Thats why BMW Group is especially interested in current mobility research trends and in the opportunity to have a say in the traffic of the future.

Mobility services.
The desire for personal mobility is increasingly creating problems and restrictions for people in a world of traffic that is becoming more and more complex. Above and beyond the constant further development of the car of the future, BMW Group is thus also heavily involved in the development of innovative services. Together with our partners concepts are being developed for connecting vehicles to their environment by means of the most modern technology available. Whatever the future may bring BMW is ready to meet it with innovative products and services.

Strategy Number One Bringing Our Strategy to Life

Introducing an ambitious corporate strategy is all well and good, but the actual challenge lies in implementing it. The BMW Group holds a series of events worldwide to encourage employees to become ambassadors of our corporate.

Strategy Number ONE.

In 2007, the BMW Group launched a far-reaching and comprehensive corporate strategy, Strategy Number ONE. In combination with the O in ONE, the letter N stands for New Opportunities. In conjunction with the E, it indicates New Efficiency. Together, these two elements will help us achieve an ambitious vision: to make the BMW Group the leading producer of premium products and premium services for individual mobility by 2020. As we strive to achieve our vision, we will focus consistently on growth, profitability, working actively to shape the future, and on access to new technologies and customers. These core areas of action form the four pillarsof Strategy Number ONE.

Challenges Faced
Creating age-appropriate working conditions as the average age of the workforce rises at major BMW Group locations Securing young talent in key skill areas, in particular against a backdrop of demographic change,

technological advances and changing customer needs Competing successfully for qualified individuals: when it comes to attracting qualified people to work on future drive technologies, the BMW Group is competing with other automotive manufacturers for qualified IT and financial services staff; competition is tough across all industries Continuing globalisation: securing competencies to meet local customer needs within global networks

Collaborations Commitment to students

The BMW Group is always looking to maintain dialogue with teaching and research institutions. The best example of this is our collaboration with the Technical University of Munich (TUM). This is where technology students are also taught business skills (TUM Business Administration), whilst business students are given an insight into technology. The BMW Group is also keen to promote entrepreneurship in the university environment, such as with the 'UnternehmerTUM' or 'mentorING' programmes.

UnternehmerTUM.
'UnternehmerTUM' ('entrepreneurship') is the centre for entrepreneurship at the Technical University of Munich. It supports contact between universities and industry and helps students and researchers to gain additional professional qualifications.

The BMW Group works closely with the 'UnternehmerTUM' initiative. The core of the collaboration includes the 'Manage&More' programme. It prepares highly qualified students and doctoral candidates from the TU Munich for future management positions in 18 months. BMW Group managers personally mentor the scholarship students and get involved in the 'Manage&More' innovation projects.

Administration some key facts

Attractive employer. Motivated and competent employees are more important now than Ever before in ensuring a companys success. By supporting our employees with services and initiatives, we are consolidating the BMW Groups position as one of the most attractive employers in the global automotive industry. Attractive, performance-based remuneration. We reward above-average performance of our employees appropriately with above-average remuneration. Additional social benefits and a new, Group-wide profit-sharing model enhance this approach. Recruiting and training employees. As the leading premium provider in the automotive industry, we aim to play a decisive role in shaping change in our industry over the coming years. In order to do so, we are developing the competencies and talents of our highly skilled and Motivated staff through targeted, future-focused continuing education and training programmes Diversity and equal opportunities. In all their diversity, our employees enjoy the same levels of appreciation, respect and opportunities. We have established concrete goals to make ourworkforce even more diverse.

Work-life balance. We are helping our employees reconcile their professional and private lives by responding to their working-time requirements and to the care needs of their children and families with a wide range of options. Work, health and demographic change. Integrated health management, working initiatives to suit an ageing workforce and a high degree of job security are three factors that are helping our staff maintain high-performance levels at the workplace. Our goal is to have the healthiest workforce in the automotive industry. Securing jobs and co-determination. The history of the BMW Group is one of success of fruitful collaborations between our employees, management and shareholders. Their consolidated, constructive efforts are fundamental to our profitability and to our ability to secure attractive jobs.