Ford’s Vision Statement To become the world’s leading consumer company for automotive products and services.
Managing the Unknowable Ford’s vision statement does meet Ralph D. Stacey’s requirements because they became the world’s leading automotive maker by being strategic planners, dealing with daily chaotic situations in a fast paced environment and effectively managing conflict and team dialogue.
How Vision is Accomplished Strategic Planning Teamwork Management team with shared vision Technology Dedicated Employees
How does conflict resolution fit into Ford’s Vision By effectively managing conflict the employees feel open about expressing any grievances, knowing they will be handled in a timely manner, which will ultimately keep production levels up as well as morale.
Unmanaged Conflict Low morale Lower productivity High turnover
How to Develop a Collaborative Culture By making sure that all employees know and share the vision and mission of the company. Providing them with all tools and training needed to perform their job. Share knowledge Keep lines of communication open Trust
How to Build Collaborative Workers Participation- in decision making Knowledge- rules and regulations Tools-having all tools needed to perform job Communication- keep communication open
Ford’s Organization Chart Ford’s organizational chart includes the Chairman, CEO, and directors from various departments such as sales, product design, communication, strategic planning and marketing. Everyone at all levels need a high level of education, knowledge of the auto industry, experience and they need to be innovative.
References Ford’s mission statement. (2005). Retrieved from http://manonamission.blogspot.com/2005/04/fords-f-mission- statement.html Stacey, R. D. (1992). Managing the unknowable: strategic boundaries between order and chaos in organizations. Retrieved from http://books.google.com/books