Ford Motor Company Hourly Blue Collar Employees Essay

Ford Motor Company Hourly Blue Collar Employees:

            Ford Motor Company is the world’s second-largest maker of cars and trucks. The company’s business is divided into two operating segments, automotive and financial services. The automotive segment designs manufactures, sells and services cars and trucks in the last two years. The firm provides retail customers with a wide range of after-sale vehicle services and products through its network franchised dealerships, in areas such as maintenance and repair, vehicle accessories and extended-service warranty. Ford Motors Co. is currently in tough situation, for the reason that since 2001 the company has been endured losses with more than $9 billion in its North American operations. And in companywide they suffered $254 million for the second quarter. “Their market share had received the second lowest on record rating to 16.8%. “ ( Weiss, 2003) Reason for this is they were affected by high gas prices and the rigid war from its counterpart GM and Toyota. And with these results it only means that Ford Motors Co. has lost of money/profit and it would take years for them to recover.

            Automobile industry is of enormous importance to the economies of number of countries like United States, it employs a significant number of people directly and indirectly through its links with suppliers and producers of raw material inputs. Out of ten jobs in these countries is dependent on the automotive industry. The truth is there are great promises of success with regards to automobile industry; the reality is that United States economy has been at their most successful at influencing events in the automobile industry. And the challenge of motivating employees has long been recognized as a vital part of managing any business. The job of a manager in the work place is to get things done through employees, to do this manager should be able to inspire employee, but that’s easier said then done! Motivation practice and theory are difficult subjects, touching on several disciplines.

            The history of automobile industry is one of the great, dramatic, success stories of American industrial life. The industry rapid rise from the intimacy of the inventor’s shop, with its seemingly impractical although intriguing product, to the smoothly running efficiency and modernity of the automobile industry, with its seemingly essential product, caught the imagination of the country and the world. Now there 44 active automobile manufacturer in the country and one of them is the Ford Motor Corporations. Ford Motor Company is the world’s second-largest maker of cars and trucks. The company’s business is divided into two operating segments, automotive and financial services. The automotive segment designs manufactures, sells and services cars and trucks in the last two years. The firm provides retail customers with a wide range of after-sale vehicle services and products through its network franchised dealerships, in areas such as maintenance and repair, vehicle accessories and extended-service warranty.

            For years Ford Motors Company was run by a member of the Ford family or by a representative of the family, all decisions of any importance were made by the Ford in charge. This kind of organization is called Centralization that it said to be the degree to which decision making is concentrated at a single point in the organization. Usually this implies that decision making is at the top of the organization, in a chief executive officer or an executive group. Having a high concentration of decision-making power means high centralization and low concentration of power implies decentralization. And until recently Ford Motors Company was a classic example of centralization.

            Ford motor’s drive for employee should under go a though rough analysis, they must ask their selves if the  employee of Ford Motor is born with the self-motivation or drive, if no, they can be aggravated, for motivation is a skill which can and must be learnt. Performance is considered to be a function of ability and motivation, for job performance is equal to the product of ability and motivation. Ability in turn depends on education, experience and training and its improvement is a slow and long process while motivation can be improved rapidly. In which all member is expected to learn all the jobs connected with their team, people were paid from qualification standard where in they are being compensated according to the number of skills

            Managing its productivity is one difficult task for there is no specific theories or ways to inform anybody on how to do it right. Firms can account their supplies of their product as circumvent against fluctuations in demand. Our economies is has derivative from operating plants at a steady level of production. However, the performance of numerous supply chains leaders has never been poorer. There are cases that cost an increase to unrivaled levels since the adversarial relations between supply chain, associates as well as dysfunctional business performance. The challenge is to get everyone on the same set of standards. Standards bodies are competing for hearts and minds, and movement toward standards is slow. It’s clear that most enterprise understand that some standards can be risky, but to not move toward standards is to not move the organization forward.

            Since the importance of process improvements are the next of ideal strategy, having indomitable in the nature of your products and their precedence, managers can utilize a milieu to prepare the perfect supply-chain strategy. The four cells of the matrix symbolize the four possible combinations of products and priorities. Through using the milieu to conspire the nature of the demand for each of their creation families and its priorities, managers can determine whether the process the company uses for supplying products is well matched to the product type: a well-organized process for efficient products and an approachable process for revolutionary products.

            A few parameters became necessary ingredients for combining all these emerging capabilities into a sensible strategy. Each planning improvement need is to establish what end-to-end means for a particular firm in order to set limits on the span of these efforts. To this end, we will see a slow adoption of standards over the years, but it’s going to be steady. Moreover, you have to remember that application integration. You have to hope of getting your department under control if your current information systems are not integrated and thus able to expose and consume information. It explores numerous of the techniques now popular in strategic planning and operations improvement will find new applications in managing.

 To optimize standard, functions must operate in a coordinated manner. But the dynamics of the enterprise and the market make this difficult. Strategic management system must coordinate the revision of plans or schedules across its current task.   Application of job design and goal setting is sponsored in which each situation is considered in relation to certain guiding principles. Sole solutions are recognized, modified to the needs of both the company and the individual concerned. They must consider ways in which the design criteria proposed can be employed in the design process. Jobs design and work organization is the specification of the contents, method and relationships of jobs to satisfy technological and organizational requirements as well as the personal needs of the job holders. The ability to manage the tactical and operational levels so that the timely dissemination of information, accurate coordination of decisions and management of actions among people and system is achieved ultimately determines the efficient, coordinated achievement of enterprise goals.

Recommendation:

Pay must relate to the accomplishment of goals, the company mission and vision. Any system that offers an employee the “average” increase for their industry or length of service (usually 1-4 percent) is counter-productive to goal accomplishment. Even an above-average increase that differentiates one staff person from another can demodulate. So I think Ford Motors must consider a lot of thins such as; decide your organization’s salary thinking. Do you believe in raising the level of base salaries in your organization or do you appreciate the flexibility of variable pay?

A growing, entrepreneurial company, with variable sales and income, may be better off controlling the levels of base salaries. Determine whether you people are competitive with positions. Create programs and activities to provide skill development, such as job rotation, cross-training, mentoring, internships, coaching, and career strategy groups.  It must be aware of each role includes providing support and/or release time for staff members’ development beyond their current jobs. Support requests for supple work arrangements from staff members. The company will serve as a role model by participating in career and professional development opportunities yourself. See staff members’ applications for other positions as a healthy sign of an active workplace. And lastly they must hold supervisors in each department responsible for sustaining employee development efforts.

Ford was a highly centralized organization that historically had answered to the commands of a single voice, the firm’s deceased founder, Henry Ford who had publicly ridiculed the idea of organization and boasted that his company has no organization charts. The continuous development of success in the automobile industry sheds considerable light on the debate the classic and contemporary approach to automobile industry. It suggests that general influences were more prominent in other areas, notably technical regulations. And decentralization of the industry proves to be particularly problematic, automobile was a highly centralized industry that historically had answered to the commands of a single voice, of demands of every individual.

Reference:

Weiss, H. E. (2003). Chrysler, Ford, Durant and Sloan: Founding Giants of the

American Automotive Industry. McFarland ; Company. Jefferson, NC. p. 46

;