Flatten the organization. Mulally chose to eat in the cafeteria rather than the executive dining room so he could talk to employees at all levels of the company, Mr.
Hoffman notes. He personally responded to employee emails and frequently acted on their ideas and concerns. Hospitals and health system leaders can follow in the automotive CEO's lead by communicating on a daily basis with staff from all levels, especially the clinical team, and taking the opportunity to listen to their ideas and concerns.
Help employees work together. Mulally did away with Ford's employee ranking system in favor of rallying employees around a cause. He collaborated with the United Auto Workers union, as well as suppliers and dealers. By eliminating rank, Mr. Mulally eliminated competition, but helped establish an environment of collaboration. Establish ground rules to foster a team-based atmosphere. Mulally was a big proponent of team-based leadership and cross-functional communication.
He surprised many when he joined Ford back in when he was asked whether Ford would be able to remain in business. This shows that he had faith in the style of leadership from the beginning. Through his effort, ford has been able to restyle the Taurus that would have been discarded into a more stylish car that went on sale in June He has also planned a new generation of fuel-efficient cars, the Fiesta and the Focus that will make their way from Europe to the U.
S very soon. Once these small cars hit the market, Ford will be able to make more profits as he had anticipated when he joined it. In conclusion, it is my recommendation that Alan Mulally continues using the same approach of leadership since it has so far revived a company that could have gone down over five years ago due to financial problems.
Bates, S. Hitt, M. A, Ireland, R. Strategic management: competitiveness and globalization: cases. New York: Cengage Learning. Schermerhorn, J. Core concepts of organizational behavior. Need a custom Report sample written from scratch by professional specifically for you? We use cookies to give you the best experience possible. If you continue, we will assume that you agree to our Cookies Policy. Learn More. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly.
Removal Request. The remarkable turnaround of Ford under Mulally, without the financial aid from the US government, has provided an outstanding example of how to gain competitive edge through organizational culture.
Following are practices that helped Mulally save Ford by transforming its culture into one that pulls together as a team:. Also, he describes the company as giving people freedom of mobility so they can access opportunities for growth, uniting his people around a shared vision and concentrating them on a cause greater than self. Living It During meetings, Mulally was a facilitator and coach, rather than a dictator, prohibiting humor made at the expense of others and expecting leaders to openly share obstacles they are facing.
Also, he celebrates and enthusiastically praises leaders who are helping each other, rather than solely focusing on individual problems they are facing. All the while, he maintains an optimistic attitude that his company will continue to make progress toward its vision. Getting Everyone on the Same Page Knowing the importance of a collective point of view, Mulally created a weekly meeting attended by the global leadership team, together with al functional and business leaders, who would present updates on progress to achieve their goals.
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