The DaimlerChrysler Corporation is a diverse international business that has many subsidiaries all around the world. Since the merger of Daimler-Benz and Chrysler Corporation in mid-November 1998 DaimlerChrysler has had many interesting things happening within their ranks. Between January 20, 1999 and March 5, 2001 DC has been sued by its number 1 shareholder, projected losses in the million to billion dollar areas, made joint ventures with its competitors, become the fourth largest provider of financial services, restructured some of its brands, closed American plants, sold off some of its divisions, and has expanded operations and modernizations in many of its Canadian and American factories. Due to the infancy of the new corporation known as DaimlerChrysler they have only begun to set out doing things consistently. At this point they are in a restructuring of the two former companies known as Daimler-Benz and Chrysler Corporation. In this restructuring they are selling off subsidiaries that do not fit into DaimlerChrysler's long-term objectives and they are also building up factories, closing factories and laying off none essential workers in locations that will serve the company better (DaimlerChrysler 2005).
This report conducted by Da Vinci Consulting will aim to evaluate and analyse the current situation at DaimlerChrysler and offer any recommendations on the current and or future implications. All in all, the report addresses the following issues from an organisational theory point of view:
* Stakeholders, and
* Effectiveness of the organisation.
Furthermore, it outlines DaimlerChrysler's organisation and attempts to evaluate and analyse the performance with the use of historical evidence. As a result of the findings this report considers future implications concerning possible improvements.
2.0 DaimlerCrysler Background
This chapter will introduce the historical background of the organization both pre- and post-merger.