Alan Mulally the CEO of Ford
Discuss the role of leadership and how it can impact organizational performance?
Prior to Mulally's arrival at Ford in 2006, he carefully studied the organization, he took detail notes on the company. Mulally knew every detail about the organization prior to his arrival at Ford. His background in engineering and leadership is a great asset to Ford. He was selected by the Ford family to become the next President and CEO because of his intellectual capabilities and his vision for the organization. Mulally's first decision at Ford was to create a strategic plan for success for the organization. He looked at the products, the sales charts and made decisions based on previous records and current trends. Mullaly first major decision at Ford was to bring the Taurus model back. This car was a best seller until the 1990's, so Mulally made some changes to the car and brought it back. He also made many cost cutting initiatives, forcing the company to show profitability. Mulally showed the organization "The Way Forward," which turned the company around moving from losses to profitability and increased market share. Mulally had the leadership skills to make changes in this company and put the company back on the map. Mulally was an effective leader, who affected change by making strategic development continuous, decision-focused and economically disciplined as possible. Mulally impacted Ford's organizational performance with his leadership skills and hard work.
His leadership skills were needed for the organization at the time. The company was taking loses, sales declining and they were losing their market share. There was a definite need for change in the organization. Mulally recognized that change was necessary at Ford, however prior to making any changes he carefully assessed the organization before making changes that would...
In October they are forced to half dividend. On the 17th October Ford posts its first consecutive quarterly loss in a decade. (BBC News Ford chief Jacques Nasser ousted). Though overwhelmed by the situation Bill Ford does his best to improve their financial situation and succeeds for a short while. But Ford's true "revitalization" would only be brought about by the CEO who came after Bill Ford, Alan Mulally (who
With Mullaly saying, "As we come through the recession of 2008 -- 2009, were going to be a turbo machine when the economy turns around." This was occurring when the company was posting yearly losses of $14.7 billion in 2008. ("Integrating Cases,' n.d.) What all of this shows, is that the combination of the different leadership styles; would allow Mullaly to provide everyone with an honest assessment about: the
Ford Motor Company Alan Mulally has transformed Ford Motor Company from a firm that only a few short years ago was floundering in an industry-wide morass of mismanagement, inefficiencies and no sense of direction. Since assuming the helm at Ford he has devised a plan that identifies specific, communicated goals for both management and labor that ensures that the transformation from the brink of insolvency to profitability not only takes place,
Ford: Recent Decision Organization: Ford Motor Company Nature: Global Automaker and owner of additional subsidiaries Time Period: First and Second Quarters, 2011 Inputs Used: Global search features using ProQuest, Questia, Google Documents, The New York Times, Ford Motor Company website Despite economic trials, Ford Motor Company has come out of some of the most difficult economic times for automakers in better shape than many other auto makers in 2011. In fact in April, 2011, Ford
In terms of the continuum of communications openness, all of the elements such as transmission, trust, agendas and goals all register to the right side which indicates complete and open communication (Helregel, & Slocum, 2007, 334). Between Mulally and those he leads, the transmission of communication is clear, there is complete trust and the agendas and goals are completely transparent. When such a situation exists, great problems can be
The company was able to turn a profit of $2.7 billion in fiscal 2009, its first annual profit since 2005. The company has been profitable for the past five quarters (MSN Moneycentral, 2010). On that basis, Mulally appears to be meeting the company's goals. However, given its financial situation -- the company still has negative equity -- the transformation process cannot be considered complete. Thus, Mulally should retain his
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