Ford: In the Driver's Seat Summary Describe and evaluate what Alan Mulally did at

Ford Motor Company. Question 1 Our answer 7 areas of strategic changes:

bold leadership
customer focus
strong brands
bold, innovative products
great quality
clear pricing
competitive costs and capacity 4 key priorities:
aggressively restructure the company to operate profitably at the current real
demand and changing model mix
accelerate product development with new products that customers really want and
value while achieving manufacturing excellence by reducing complexity and
improving quality
obtain financing to do these things and improve the balance sheet
work together with accountability with all partners Started an effort called One
Ford in order to fully leverage the tremendous worldwide resources of Ford To
work together as one team around the world with one plan and goal. What
structural implications arise from Mulally's description of Ford being world-class?
Question 2 1. Power distances are different in separate cultures, structurally, having
the blanket idea of a uniform and global company could be problematic.

2. Employees may receive the same training and believe in the same goals, but a
highly regulated company may have problems with directive effectiveness and
efficiency. Take for instance the advertisement sector in America, social media is
the highest quantity of consumers, however in another country, mail or door to door
may be a better outlet to reach consumers.

3. Levels of economic development: not every country is on the same economic

level.

4. Choice of management: in the ideal of one teamone ford Mulally faces the
decision of bold and well informed of the company managers over managers that
are well informed of the country and the culture. What types of adaptive
organizational designs discussed in this chapter might be needed as Ford continues
to pursue its vision of One Ford...One Team...One Plan...One Goal? For each design
that you think is appropriate, describe what it is and how the company might use it.
Question 3 Team Structure: Boeing has this structure. It improves productivity.
Project Structure: Good for working on new cars and new ideas. Very flexible.
Learning Organization: Flexible and adaptive.
Strategic Partnership: SiriusXM, OnStar, Microsoft. What does this case story tell you
about how a company's vision and plans affect its structure? Question 4 Our answer
What the companies vision for the future, and their plan on how the will attempt
to achieve that vision, dictates what type of structure the company should use.
Certain structures would be a detriment to companies with specific goals.
A company has to decide what structure best works for them and then implement
it in conjunction with their plan so as to reach their end goal.
Ford had to change their structure in order to accommodate their new visions and
plans for the future to be reachable. Ford was facing serious challengers.
Fierce competition in global car industry.
Realities of its manufacturing and product development deficiencies.
Ford needed a successor for CEO, so Bill Ford picked Alan Mulally.
Recently turned the Boeing Company around.
Ford thought Mulally had the knowledge and experience to turn the company
around and inspire the employees enough to build their name back up
There was hope for Ford What would be your teams choice of management? The
ultimate aid to Fords new Ideal is to remain uniform to a point, but on certain
objectives remain flexible.

Example: McDonald's end goals are the same, but they offer different products Ford
thought Mulally had the knowledge and experience to turn the company around and
inspire the emploees enough to build their name back up Bring North American
operations back to profitability by 2008
The North American operations incurred a loss of $2.5 billion on total sales in 2005
Market share in US decreased from 25% in the late 1990s to 17.4% in 2005
The lowest since the 1920s
Aimed at reducing costs by $6 billion by 2012
Would entail cutting 25% of its work force (about 30,000 employees)
Closing down 14 factories and assembly centers in North America.
Plan also focused on strengthening its product line.
To be more efficient, they were planning to use similar architecture that its
manufactures in Europe and other countries used to build vehicles 2010: unveiled
Ford Focus as Fords first truly global car. Engineered for customers in every region
of the name and its sold everywhere under the same name
http://www.theofficialboard.com/org-chart/ford-motor Organizational Chart