The BMW Action Plan
BMW Corporation is an automobile manufacturing company established in with a global presence. With the three brands, BMW, MINI and Rolls-Royce Motor Cars, the BMW Group has its sights set firmly on the premium sector of the international automobile market. To achieve its aims, the company knows how to deploy its strengths with an efficiency that is unmatched in the automotive industry. From research and development to sales and marketing, BMW Group is committed to the very highest in quality for all its products and services.
Along with its automotive concerns, the BMW Group’s activities comprise the development, production and marketing of motorcycles, as well as comprehensive financial services for private and business customers:
Automobiles: With BMW, MINI and Rolls-Royce Motor Cars, the BMW Group is the world’s only car maker to pursue a purely premium strategy for all market sectors covered by its brands, from exclusive smaller cars to top-of-the-range luxury limousines.
Motorcycles: Premium is the key word for BMW Group motorcycles as well.
It have enjoyed great success with its strategy: to develop and build the best motorcycles, set standards with regard totechnology, environmental protection and safety, and provide outstanding customer service in the pre- and after-sales phases.
Financial services: BMW Group sees financial services as a key factor for success in today’s mobile world. It has established an extensive product portfolio which supplies expert information and advice for situations and questions relating to thefinancesector providing services such as financing and leasing, asset management, dealer financing and company car pools.
Other business interests are insurance (Bavaria Wirtschaftsagentur GmbH), IT consulting and systems integration (Softlab GmbH). BMW Corporation is a transnational company with its headquarters in Munich, Germany and research and development centers in Munich, Austria and California.
The production for BMW Group and its global markets takes place in the following seven countries: Berlin, Great Britain, Sounth Africa, China, USA, Austria, and Brazil. Assembly takes place with the help of external partners in the following locations: Hanoi, Jakarta, Indonesia, Kaliningrad, Russia, Cairo, Egypt, Kuala Lumpur, Malaysia, Manila, Rayong, Thailand.
In order to enhance and maintain its presence in key markets BMW Group marketing subsidiaries are present in Argentina, Australia, Austria, Belgium, Brazil, Canada, Denmark, Finland, France, Germany, Great Britain, Greece, Hungary, Indonesia, Ireland, Italy, Japan, Luxembourg, Malaysia, Mexico, Netherlands, New Zealand, Norway, Philippines, Poland, Portugal, Russia, South Africa, South Korea, Spain, Sweden, Switzerland, Thailand and USA. Due to its diverse nature of operations and geographic locations with over 100,000 employees in 120 countries, BMW Group’s CulturalCommunicationis a significant part of the company’s corporateculture.
By providing a constant flow of internal information on our cultural activities, Cultural Communication gives employees a broad palette of offers for their very own recreation. In addition, BMW Group displays many works of the youngest generation of artists in numerous of its buildings around the world. As a company with significant international presence, the BMW Group regards itself as a global citizen whose task is countering issues that relate to diversity (e. g.Racism) through concrete programs.
For the BMW Group preventive work with children and youth, focusing especially on aspects of intercultural learning, plays the most important role in these programs. The world population has been growing every year however since the late 1980’s population growth has decreased from 85 million per year to average at 75 million per year from the year 2000 onwards. This trend shows that the growth rate percent has decreased from 1. 9% in the 1980’s and will continue to decrease to 0. 9% in the year 2020. The overall rate might be declining but it still means that more people will be added per year, at almost the same rate.
This will increase the overall population of the world by 2050. (Source: United Nations, World Population Prospects: The 2004 Revision (medium scenario), 2005) The diversity trends identified over the period of years are summarized below: General Trends: 1. The population is rapidly growing more ethnically and culturally diverse. The overall population will be 20% higher by 2020 and 50% higher by 2050. 2. The number of older active citizens will increase 3. The English language as a first language is on the decrease, as we become more multicultural.
1. Businesses in developed countries will have to do more and more with the same or fewer workers. This leads to the need for more adaptable workers and organizations.
2. Technology, especially the Internet, is transforming the way people work, live and connect.
3. Concerns about security of property and the effectiveness of governments to provide protection has increased people’sanxietyworldwide.
4. Businesses have to be more transparent and accountable to their consumers and employees. The Diversity Action Plan for BMW could be:
1. All newly hired employees should be provided with a copy of the Diversity Plan and receive a brief introduction to diversity awareness during their orientation raining.
2. Each employee should receive more intensive diversity awareness training, which must be completed prior to the commencement of job.
3. Continue the development of a diversity network to ensure that diversity initiatives and information are distributed throughout the organization.
4. Provide new supervisors and managers with training on how to manage diversity in the workenvironment.
5. Monitor Diversity Plan accomplishments on at least a quarterly basis.
6. Implement District Strategic Plan objectives by establishing additional communication tools to promote cultural awareness.
7. Develop a diversity Web Info page that will provide all-inclusive information on District cultural activities, community organizations and agencies, cultural heritage information and resources.
8. Provide opportunities for District staff and management to attend Diversity training. Identify, contact and hire external diverse speakers for presentations at Staff Day.
9. Continue to work with community organizations and schools to establish networks to enhance and promote diversity and awareness.
10. Expand the development of an intern program for prospective staff to introduce the library profession as a truly viablecareeroption to high school and college students.
11. Develop a meaningful process to evaluate the effectiveness of our mentoring programs.
12. Develop statistical analysis of District demographics, evaluating and reporting at the close of the calendar year. 13. Provide updates on grievances and external complaints on a semiannual basis: ongoing.
14. Evaluate and report the accomplishments of last year’s Action Plan.
Developgoalsand objectives of the Action Plan for the upcoming year: ongoing. As there will be a more diverse recruitment pool, increased funding opportunities, urban institutions will be having the potential to attract new audiences and more intercultural encounters, though stressful in varying degrees, are inevitable and necessary for intercultural understanding and transformation strategies that correspond to these issues will have to be made.
These strategies may include:
• Research demographic trends data for your community
• Identify communities for partnerships
• Develop focus groups
• Develop programs and special events with partners
• Market yourselves to potential audiences
• Create an inclusive environment
• Set goals and evaluate your progress and redesign as needed
• Create inclusive work environment for staff and volunteers
• Form partnership with diverse community groups
• Market to media, community, educational, social, political, and church groups that serve diverse audiences
• Create job opportunities and internships
• Implement training for all staff to increase cultural awareness and to value and work successfully with diverse visitors and co-workers
The trends show that apprehension and concerns regarding job security could lead to morale issues if not managed properly, there will be less real person face-time and more technology interaction. Actions pertaining to the following will have to be made.
• Will need to find technology that is more user friendly and engaging
• Develop more training programs to help employees adapt to changes or gain new skills
• Have business departments’ work with all departments to create and evaluate effective business models for all programs and activities • Manage outsourced relationships to reflect the institution’s goals of diversity and customer service and evaluate success The University of Nebraska at Omaha is committed to becoming a leader within the highereducationcommunity regarding diversity and the creation of a campus culture of inclusion. In order to realize thisleadership, the university made use of a similar diversity action plan.
However the results are yet to be determined in the long term
1. (2006) 2006 World Population Data Sheet. Retrieved September 8, 2006 from http://www. prb.org/pdf06/06WorldDataSheet. pdf
2. (2006) Diversity Trends Report. Retrieved September 8, 2006 from http://www.aza. org/AboutAZA/Diversity/Documents/DiversityTrendsReport. pdf
3. Population Growth. Retrieved September 8, 2006 from http://www.prb.org/Content/NavigationMenu/PRB/PRB_Library/Graphics_Bank/Population_Trends2/Population_Trends. htm