Clash of Two Cultures: The Daimler-Benz Chrysler Corp. Merger Ref: busman0010 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. 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 
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