Management of a Mini
Management in the Car Industry
Assume you are a senior manager at Ford. Your boss has just asked you this question: "That Mini is doing so well-why didn't we think of it?" How might you respond?
The shift to small cars in the automobile industry is a concern. Additionally, given the current trends in the rising cost of fuel demand for small cars will outstrip demand for big cars. The U.S. Automobile industry has been over the years characterized by a preference for big cars. This preference is highly attached to the American consumer culture. This situation makes a sudden switch by an automobile company to small cars somewhat like a wild-goose-chase (Kohler and Keller 710). Because motor vehicle production needs to be reflective of consumer needs, Ford could not have taken a sudden switch to small car manufacture.
The shift towards the new models for small cars comes as a consequence of the rising fuel prices that act as an inhibiting factor to big fuel guzzlers. The market response towards small cars has not sent sufficiently strong signals for a sudden change in production of small cars. There is a change in demand for small cars but, not sufficient to argument a complete overhaul of the production lineup. In the market, demand for big cars still exists among the die-hard fans for big cars and the Americans with big families. Additionally the tradition for small vehicles is foreign and, therefore, not likely to take a swiping wave upon demand for big cars. The existing situation justifies Ford's failure to take on the production of big vehicles immediately.
It is however, appreciable that there is a need to consider taking up production of small vehicles for the emerging market. This will give the company an edge against facing off with the competition from foreign companies (Kohler and Keller 725). Such considerations will also allow the company to maintain local American loyalty to their brand and venture into the foreign market with an upper hand. Before considering a shift to production of a new range of small cars, Ford needs to...
Yes, the merger may have been a good idea in the beginning and would have allowed both companies to form a considerable economy of scale, but only if they could work out their differences and be able to make the changes necessary. According to Lewin's model they never even got past the first age, therefore they were never able to make the changes in the first place. A merger requires
Change systems Change often occurs in our society and previous experience has thought us that the primary instinct is that of reticence to the new features. Change can be brought about by both the company as well as the stockholders. Stockholders are represented by all individuals and groups which are directly or indirectly affected by the company's actions. As such, a company's stockholders include, but are not limited to, its
The organization requiring change in through this project is Uber, which is one of the world’s most valuable start-ups in the recent past. Transformation change is vital for Uber to address its deteriorating reputation and enhance its operations. As a change agent, I seek to introduce transformational change in Uber’s operations in order to address its recent challenges that have affected its reputation the taxi services industry. My role as
Since, this one lacks structure means that many employees can become confused about their responsibilities. Once this occurs, it can often lead to employee issues, where this confusion can become an issue of contention between the staff and management. As management is telling them to engage in particular activity, yet they don't understand why they are doing such tasks. Over time, this can cause moral to drop as those
Just-in-Time in an Automobile Industry What significant challenges barriers face automobile industry company implements Just-in-Time Implementing Just-in-time in an automobile industry Just-in-time is a collection of organization practices that aim to meet the customer quality satisfaction by innovatively reducing waste, continuously improve products and reduce cost of inventory. The result of Just-in-time production is to achieve excellence in manufacturing (Jack E.M. And Jessica O.M., 2007). Just-in-time (JIT) is a system of management originating
Where, the benchmarks will show if the system is helping or hindering the company from achieving its objectives. This is significant, because when it is used in conjunction with flexibility, you can be able to effectively adapt to changes in the markets. With flexibility providing the necessary ingredients to implement such changes, while the use of benchmarks will identify when a management system is becoming unproductive. (Ireland, 2008, pp.
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