...1. Discuss the role of leadership and how it can impact organizational performance. Leadership is guiding people towards productive results to achieve the goals of the organization. An effective leader has the ability to motivate and influence others. Leadership impacts organizational performance depending on the level to which the leader enables managers and team leaders to plan, organize, control, and act effectively. By accepting authority, responsibility, and accountability, managers can confidently face though situations which require decisions made. Both the manager and subordinate understand how to distinguish right from wrong by using sound judgment. Also, the leader must to learn his own strengths and weaknesses at work as well as his personal life and seek to better himself with new professional knowledge. Everybody has different opinions and attitudes towards values, lifestyles, and behaviors. An effective leader will use diversity at the workplace to combat the fierce competition in the market place. Likewise, cultural diversity within the organization will only add to the company’s growth and good leadership values and respect in the differences in cultures and employees do not create negative stereotypes that could affect the company’s success. Leaders need to address the importance of open communications within the organization. Active listening, questioning, and placing emphasis on verbal and written communications between management and subordinates ensures...
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...In 2006, The Ford Motor Company, at 103 years old, found itself floundering, lacking leadership, and near insolvency. It had lost 25% of its market share since 1990 and lagged behind some of its competitors in innovation and design, all the while burdened with drastically increasing legacy and operating costs. The company’s Board of Directors recognized that bold leadership is required if Ford was to be saved. In September 2006, although faced with much skepticism for its decision to seek external candidates for its top job, decided to hire Alan Mulally, an executive from Boeing Corporation without any automotive experience, as its Chief Executive Officer. Eight years later, not only is Ford profitable again and on the path to continued prosperity and growth, but Mr. Mulally is considered as one of the five most significant corporate leaders of the last decade by Forbes magazine (2014), and one of the World's 50 Greatest Leaders by Fortune magazine (2015). Through this case study, I will explore and discuss Mulally’s leadership approach, traits, and attributes, relative to the principles of leadership characteristics and attributes, leadership ethics and values, and leadership behaviors as taught by Bordeaux (2015), and Hughes (2015). Leadership Although there are various definitions for what leadership is, there seems to be common attributes among those who are considered effective leaders, past and present. According to Hughes (2015), “defining leadership...
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...6 Leadership Tips From Ford CEO Alan Mulally By Ted Reed April 3, 2012 6:58 AM DETROIT (TheStreet) -- Let's just call it "Alan being Alan." Ford's F ebullient CEO, Alan Mulally, is a master of the warm-hearted gesture, of taking a little extra time to make people feel important, enthusiastic and ready to follow him anywhere. At Ford, which he joined in 2006, that course has involved a journey from an economically distressed company, habitually losing money, with debt rated seven levels below investment grade and every asset mortgaged, to emergence in 2011 as a profitable, glowing symbol of the revival of American manufacturing. | Ford CEO, Alan Mulally | In the case of Oakland A's baseball player and potential Hall of Famer Manny Ramirez, the widely used phrase "Manny being Manny" refers to a legion of incidents manifesting relentless obliviousness to his surroundings. In the case of Oakland, Calif., native and celebrity CEO Mulally, the phrase "Alan being Alan" connotes a string of anecdotes in which he engages with people, not only those who are members of the world's wealthy leadership class, but also with everybody else he encounters as he glides through life, answering questions with a smile and a "you betcha." Many of those he encounters come away with stories. Rebecca Lindland, director of research at HIS Global Insight, said that several years ago in a conversation with Mulally, she mentioned that her mother was pleased that Ford was bringing cars...
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...ASSIGNMENT #3 ALAN MULALLY, CEO FORD MOTOR COMPANY STUDENT: LINDA LANG AUGUST 8, 2010 STRAYER UNIVERSITY BUSINESS 520: LEADERSHIP AND ORGANIZATIONAL BEHAVIOR INSTRUCTOR: CARLENE GRAHAM ALAN MULALLY, CEO – FORD MOTOR COMPANY The Ford Motor Company began its journey in the auto industry with the creation of the 1908 Model T. Henry Ford’s creation of the Model T changed the way in which people transported themselves on a daily basis. This paper will address how an iconic company such as the Ford Motor Company is currently negotiating the issues of organizational performance, leadership style, and goals for the company. Lastly, I will attempt to address the effectives of the changes that the Ford Motor Company has made and continues to assess. Discuss leadership and how it can impact organizational performance. Leadership is, simply put, the art of inspiring and motivating others into motion in order to achieve an aspired goal. The leader sets the direction of action and takes part in the process, whether alone or as a guide to a team, so as to accomplish a set goal. In the world of business transactions, leaders who are successful and effective are those who inevitably increase a business’ productivity. There are so many different styles and models of leadership. Each style or model can be both successful and unsuccessful in reaching goals, contingent upon the context in which the style or model is being used. Reaching the productivity goal is dependent...
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...Ford Motor Company Alan Mulally, CEO, Ford Motor Company Kwatila Ghanyen Prof. Mike Petty BUS 520: Leadership and Organizational Behavior Strayer University Wednesday November 16, 2011 Alan Mulally, CEO, Ford Motor Company Allan Roger Mulally is the present Chief Executive Officer of Ford Motor Company. Ford has been struggling to survive since the 2000s but has regained tremendous profitability under the leadership of Mulally. In this paper, we shall discuss the role of leadership and how it can impact organizational performance, Mulally’s leadership style at Ford and how goal setting has helped Ford improve performance. Ws shall also assess Mullaly on each element in communication openness and the effectiveness of his leadership style and conclude by making recommendations on whether Mullaly should continue with his leadership style or use a different style. The Role of Leadership and How it Can Impact Organizational Performance Leadership is very vital to any organization or business; it guides people towards productive results and aims at achieving the goals of an organization. An effective leader is able to motivate and influence followers when there is a proper alignment between the leader and subordinate. Leadership has been recognized as a major factor in project success and charismatic transformational leadership has a substantially positive effect on organizational performance. (Huang, Hsu & Chiau, 2011) Leaders induce change in organizations through...
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...I. Viewpoint Internal Solution Alan Mullaly – Mullaly led Boeing through its most ambitious product launch in decades with the 767 Dreamliner and he became the new CEO of the Ford Company. In addition, he primarily solved the problems encountered by the firm and led them to a better future. II. 2008 Revenue dropped and lost market share 2008 Revenue dropped and lost market share Timeline 10years of plummet 10years of plummet 2010 Revenue or sale highly increase 2010 Revenue or sale highly increase 2010 Successfully brought down nameplates 2010 Successfully brought down nameplates 2010 Enhancement of existing Sync Function 2010 Enhancement of existing Sync Function 2009 Revenues came earlier than expectation 2009 Revenues came earlier than expectation 2010 Launch of small efficient cars 2010 Launch of small efficient cars 2008 Raise cash the old fashioned way, start relieving 2008 Raise cash the old fashioned way, start relieving 1998 Bestselling vehicle 1998 Bestselling vehicle 2006 Planned to perform cardiac resuscitation 2006 Planned to perform cardiac resuscitation III. Objective * To be able to identify why Ford committed failure * To be able to determine what are the competitive advantage of the company * To be able to discuss where to position the brand * To be able to help Mullaly in making decision * To enhance the reading and analytic skills of the student IV. Statement of problem 1...
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...by developing a new marketing strategy and focusing on the Ford brand. Ford with the assistance of new CEO Alan Mullaly fought hard against bankruptcy and even harder to gain consuer trust in the comapny and the brand. Ford gained a competitive advantage especially in terms of customer satisfaction. 2. Is Ford a market-centered company? How can it improve in this area? Yes, it is market centered company Pays attention to both customers and competitors Need to pay attention to macro environment Following trend of automobile industry 3. How does Ford’s Sync contribute to its competitive advantage? Is this a sustainable advantage? Everything you need to stay in touch, be entertained and stay informed, plus the assurance of emergency assist Studies show that Sync drivers were much less likely to swerve out of their lanes than non-Sync drivers Ford customers cite voice command and touch screen features as top purchase drivers much more often than competitors; Ford Escape owners prioritize them twice as much as the segment average Ford improves Sync quality by more than 50 percent since launch, plans another upgrade in summer 2014 4. Can Mulally succeed with small world cars? Yes Ford prioritized the production of small cars in North America starting 2009 Ford’s focus shifted from SUVs and trucks production(70%) to the production of small cars(60%) Alan Mulally’s “One Ford” vision Global product development and advertisement Fuel-efficiency/Performance/Features...
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...Case Study Alan Mullay, CEO, Ford Motor Company “Alan Mulally, CEO, Ford Motor Company” Ford Motor Company was started in 1903 in Detroit, Michigan, by Henry Ford. 2006 brought a tremendous change to the multinational automobile producer, when Alan Mulally came to the head of line to lead Ford into a new era. In the past several years, Ford has been in danger of failing, causing a shift in its global position and a restructure of its company portfolio. Ford has become a global competitor with brands including Lincoln, Mercury, Mazda, Aston Martin, Jaguar, and Land Rover. Mulally was welcomed to his new position with a financial crisis waiting on his desk. Although never working in the auto industry, Mulally had a plan to manage Ford out of the economic down spiral it had it found itself with the foreseeable economic challenges of the entire US economy. Ford has reported losses for the pass several years. * Lost of $12.6 billion in 2006 * Lost of $2.7 billion in 2007 * Lost of $14.7 billion in 2008 * Lost of $1.4 billion in 2009 (first quarter) (Hellriegel, 2011) Mulally created more debt to make up the shortages by borrowing to keep Ford from government bailouts. Under the Mullaly reconstruction, Ford will discontinue the Mercury line in 2010 year end, maintained a stake in Mazda and Aston Martin and sold off subsidiaries Jaguar, Land Rover and Volvo within the last two years. While realizing the loses and selling of part of their portfolio...
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...FORD’S CEO ALAN MULALLY A NEW APPROACH TO DECISION MAKING 1.0 According to Rowe and Mason (1987), each decision style elicits specific traits and/or preferences. For example, the following decision making styles of analytical, behavioral, conceptual, and directive, respectively prefer specific facts, accurate and complete data, broad coverage of many options, and limited data that are easily understood (Rowe & Mason, 1987). Further, Rowe and Mason (1987) believe that style descriptors should be able to describe an individual’s mental predisposition, cognitive process, and problem solving ability. They also deem that the style descriptors can be contextually explicit—describing the environment in which the decision is being made (Rowe and Mason, 1987). These theorists describe four elements of an individual’s decision style. The four elements are: • Perception and reception to stimuli, • Capacity to handle information and to reach a meaningful conclusion, • Intuition or creativity to develop alternatives, • Dexterity to make a decision (Rowe and Mason, 1987). Rowe and Mason’s model provides general descriptions of each style through specific categories such as organizational fit, problem orientation, level of tolerance for ambiguity, technical concern, leadership, and major criticism. The general descriptions of each decision style are as follows: Analytical Style This style is characterized by a problem solving and intellectual orientation. These...
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...Discuss the role of leadership and how it can impact organizational performance Leadership is commonly defined as “establishing a clear vision, communicating the vision with others and resolving the conflicts between various individuals who are responsible for completing the company’s vision” (Kelly, 2009). The most effective leaders are those who can competently organize the cooperation and assistance of all members of the company to accomplish goals and objectives. The constantly changing wants and needs of the consumer have made it necessary for leaders to create strong organizational cultures so that companies can continue to expand into the future. According to Hellriegel & Slocum (2011), Alan Mulally’s leadership has resulted in Ford making some strategic moves. His skills and style has helped Ford to move ahead in the industry during the economic recession. Ferrell, Hirt & Ferrell (2009) argue that an effective leader is one that is task-relevant and most successful when they adapt their leadership style to the individual or group they are attempting to lead or influence. By understanding the ins and outs of how things should be run within the company, a leader can quickly and efficiently adapt their leadership styles to the individual or group situation that requires attention. According to Ferrell, Hirt & Ferrell (2009), it is widely believed that leadership creates the vital link between organizational effectiveness and people’s performance at an organizational...
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...Alan Mulally, CEO, Ford Motor Company Elizabeth Haskins Strayer University Instructor: Dr. Yohannes Abate Leadership and Organizational Behavior – BUS 520010VA016 August 7, 2011 Abstract This case focuses on the challenges Alan Mulally (Mulally); CEO of Ford Motor Company faces to implement a new beginning for Ford. Upon Mulally’s arrival, Ford was on the verge of a financial collapse, reporting a $12.6 billion dollar loss in 2006 and a $2.7 billion dollar loss in 2007. Bill Ford hired Mulally to lead the company as he felt that only an outsider could take the extreme steps needed to save the company from financial failure. In a strategic move to ensure Ford maintained its independence and sensing a recession as well as not to be forced to accept a government loan , Mulally borrowed $23 billion against Ford’s assets. This was a strategic move in the hopes that Ford would maintain its independence. This case study will highlight the challenges faced by Mulally, his management and leadership style and what changes were implemented into the organizations culture to ensure its success and place in the car industry. Introduction Mulally moved to Ford in September 2006. When starting at Ford, he had not engineered, designed or built any cars. He came from the defense industry. Previously, he had been employed with Boeing since 1969. At Boeing, he held a number of engineering and program management positions, making contributions to the Boeing 727...
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...University of Bahri Collage of computer science and information technology Subject is Artificial Intelligence Assignment no (1) Topic is Chapter 1 Presented by : Alrasheed Alsadg omer abdalla Class three EXERCISES These exercises are intended to stimulate discussion, and some might be set as term projects. Alternatively, preliminary attempts can be made now, and these attempts can be reviewed after the completion of the book. 1.1 Define in your own words: (a) intelligence, (b) artificial intelligence, (c) agent, (d) rationality, (e) logical reasoning. 1.2 Read Turing’s original paper on AI (Turing, 1950). In the paper, he discusses several objections to his proposed enterprise and his test for intelligence. Which objections still carry weight? Are his refutations valid? Can you think of new objections arising from developments since he wrote the paper? In the paper, he predicts that, by the year 2000, a computer will have a 30% chance of passing a five-minute Turing Test with an unskilled interrogator. What chance do you think a computer would have today? In another 50 years? 1.3 Are reflex actions (such as flinching from a hot stove) rational? Are they intelligent? 1.4 Suppose we extend Evans’s ANALOGY program so that it can score 200 on a standard IQ test. Would we then have a program more intelligent than a human? Explain. 1.5 The neural structure of the sea slug Aplysia has been widely studied (first by Nobel Laureate Eric Kandel) because it has only about 20,000...
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...* News, videos, interviews, photos and commentaries about alan mulally leadership selected from a wide range of international and local media sources provided to you in a News website always up to date! * http://www.newsorganizer.com/search/alan-mulally-leadership/ * Minutes with Ford President & CEO Alan Mulally - Automotive Features by AutoIndustriya.com * ...chief executive officer of Boeing Commercial Airplanes. Alan Mulally: People ask me what’s the difference betw... * http://www.autoindustriya.com/features/minutes-with-ford-ceo-alan-mula... * Barron's Recap (3/24/12): Profiles of the World's Best CEOs * This weekend in Barron's online: the annual listing of the top 30 corporate chiefs, a look at Deere, International Game Technology and Alexion Pharmaceuticals, as well as growth in Latin American airlines. Cover Story ... * http://www.bestfindit.com/search/alan-mulally-leadership-1.html * Leadership * ...Leadership GLOBAL UNITED STATES eSolutions Login Customer Logins Kelly eOrder Kelly eReporting Employee Login Kelly Web Time Contact Us Find a Branch Find People CAREERS Candidate Resource Center Job Trends Job Search St... * http://www.kellyservices.us/US/Business-Services/Business-Resource-Cen... * Alan Cameron | GPS World * ...Alan Cameron | GPS World GPS World The Business and Technology of Global Navigation and Positioning Navigation... during the ION-GNSS Conference, we gave the first GNSS Leadership Awards to four...
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...Name: Alan Sugar Born: 24/03/1947 (Age: 66) From: Hackney, London Famous for: He's the man who loves to say "You're Fired!" on his hit television show, The Apprentice. Relationship status: Sir Al is married to his wife Ann. Twelve years younger than his three older siblings, Alan Sugar was the child of low-income, working-class Jews and raised in Upper Clapton Road - England. By the age of 12, he was rising at 6am every day to boil beetroots for a local ‘greengrocer’. Four years later, Sir Alan's earnings, after school and at weekends, were far better than his father, Nathan, who worked in a tailoring sweatshop. Leaving school at the age of 16, Sugar proceeded to obtain a post in which he worked briefly for the civil service as a statistician in the Ministry of Education. He also started selling car aerials and electrical goods out of a van he had bought from his £50 savings. In 1968, aged 21, he set up his own business, selling electrical products from intercoms to retractable car antennas and called it Amstrad, referring to (Alan Michael Sugar Trading). The company began as a general importer/exporter and wholesaler, but soon specialized in consumer electronics. By 1970, the first manufacturing venture was underway. He achieved lower production prices by using injection moulding plastics for hi-fi turntable covers, severely undercutting competitors who used vacuum-forming processes. Manufacturing capacity was soon expanded to include the production of audio amplifiers...
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...Ford Motor Company Terrion McGowan Bus302 Management Strayer University Professor Damita Goods July 26, 2011 Abstract Ford Motor Company started out in 1903 with a vision to change society by making their automobiles affordable to the general public. They also created jobs that paid double the industries standards which in turn allowed employees to afford the same cars they were making. Now more than a century later, the Ford Empire faces new domestic, economic and global challenges. So with changing times and growing competitors they are falling short of their own vision and losing a lot of money in the process. In light of those changes a new Chief Executive Officer was named, Alan Mulally. Mulally quickly identified that the company needed to be restructured, focusing more on manufacturing efficiencies, product design and economic focus. Mulally stated “Ford’s mentality of the bigger is better has to change Less is More” (Strategic Management, fourth ed. Dess, Lumpkin & Eisner). I have identified four options that I believe can get the Ford Motor Company back on the path to becoming an even bigger force than they have been in the past years. The first option would be to close down older plants in an effort to realign production and sale. The second option would be to move the company to produce only smaller cars, eliminating or significantly decreasing the SUV and truck lines. The third option would be to reduce their North American presence and focus on international...
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