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Leadership at harley davidson   draft 122010
 

Leadership at harley davidson draft 122010

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    Leadership at harley davidson   draft 122010 Leadership at harley davidson draft 122010 Presentation Transcript

    • Leadership at Harley Davidson Brandon Furlow Ray Lee Gene Lewis Kyle Mohn MGT 247 – Ethical Leadership December 20, 2010
    • Table of Contents
      • Harley Davidson Motorcycle Company
        • History of Harley Davidson
        • Model the Way (Gene Lewis)
        • Inspire a Shared Vision (Ray Lee)
        • Challenge the Process (Brandon Furlow)
        • Enable Others to Act (Brandon Furlow)
        • Encourage the Heart (Kyle Mohn)
        • Conclusion
    • History of Harley Davidson
      • Started in 1901 with a drawing for an engine for a bicycle by William S Harley
      • In 1907, Harley-Davidson is incorporated
      • By 1920, Harley-Davidson had become the world’s largest motorcycle manufacturer
      • In 1969, Harley-Davidson was purchased by American Machinery and Foundry (AMF)
    • History of Harley Davidson
      • In 1984, after years of declining customer base because of poor quality, 13 investors bought Harley-Davidson back from AMF and implemented a command and control leadership style.
      • In 1987, Harley-Davidson implemented an employee engaged leadership style under the guidance of Rich Teerlink.
      • By 2009, Harley-Davidson’s revenues are $4.781 billion
    • Model the Way
      • Former CEO, Rich Teerlink, had new ideals for everyone to be involved at Harley Davidson
      • A complete re-organization of the company
      • Leadership involvement
      • Salaried and Union employee contribute knowledge for a better company
      • All parties must agree to a new commitment on new set of values and stay firm on ideals
    • Inspire a Shared Vision
      • Company Vision
      • Diversity
      • Community
      • Customer
    • Challenge the Process
      • Changed from top down leadership to self directed work teams
      • Not common in American companies, especially manufacturing/union environment
      • Shared decision making with employees, spread power across the organization
    • Enable Others to Act
      • Shared decision making with employees, spread power across the organization
      • Put power in employees hands and removed road blocks to change
      • Increased employee satisfaction and buy in
      • Improved productivity and customer satisfaction
    • Encourage the Heart
      • Harley Davidson employed a “ command and control” leadership style
      • Authoritarian style worked well in crisis times, leadership drove decisions
      • Rich Teelink, promoted to COO in 1987, wanted to initiate change, failed with gain sharing
      • Drove employee involved leadership style which encouraged outside the box thinking
      • Rewarded with annual H.O.G. celebrations
    • Conclusion
      • Harley Davison was able to overcome adversity from AMF days
      • Change in leadership style and moving to self-directed teams created employee involvement
      • Worked through learning curve of leadership change (i.e. failure of gain sharing program)
      • Harley Davidson continues to remain profitable
      • Number one motorcycle manufacturing company in the United States
    • References
      • All Business (2000, December 1). Duvall, High-performance partnering by self managed teams in manufacturing. Retrieved November 2, 2010 from
        • http://www.allbusiness.com/management/1135404-1.html
      • HarleyDavidson- http://www.harley d avidson.com/en_US/Content/Pages/home.html
      • The Leadership Journey at Harley Davidson, By Teelink, Richard, Corporate University Review, 10874755, Mar/Apr2001, Vol. 9, Issue 2
      • http://web.ebscohost.com.libweb.ben.edu/ehost/detail?vid=11&hid=17&sid=967822f3-3ecf-4416-bc83-4b7caae3ac24%40sessionmgr11&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=4407849
      • Harley’s Leadership U-Turn. By: Teerlink, Rich, Harvard Business Review, 00178012, Jul/Aug2000, Vol.78, Issue 4
      • http://web.ebscohost.com.libweb.ben.edu/ehost/detail?vid=3&hid=17&sid=18dae7e6-09d6-446c-a0a5-61883365fb47%40sessionmgr11&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bsh&AN=3261336
      • Ethics and Leadership Under the Magnifying Glass. By: Clason, Patricia, March 1, 2001
      • http://www.minnesotajobnetwork.com/articles/title/Ethics-and-Leadership-Under-the-Magnifying-Glass/682/6
      • Harley Davidson main webpage. Retrieved Dec.11, 2010
      • http://www.harleydavidson.com/en_US/Content/Pages/Company/company
      • Harley Davidson main webpage on Diversity. Retrieved Dec.11, 2010
      • http://www.harleydavidson.com/wcm/Content/Pages/Diversity/diversity
      • Harley Davidson main webpage on Community. Retrieved Dec.11, 2010
      • http://www.harleydavidson.com/en_US/Content/Pages/Foundation/foundation
      • Harley Davidson main webpage on Customer Commitment. Retrieved Dec.11, 2010
      • http://www.harleydavidson.com/wcm/Content/Pages/HOG/mission