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8/8/2019 Ford Toyota (Finaleeee Presentation)
http://slidepdf.com/reader/full/ford-toyota-finaleeee-presentation 1/33
Prepared by: Alejandro Afonso
Almaida Arsyad
Beng¶yela Ngwa
Marcel Gustam
Mohamed Abdalla
Sulaiphak Ardwong
MOTIVATION AND LEADERSHIP STYLES
IN FACING THE ECONOMIC CRISISBY FORD AND TOYOTA
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Companies Introduction
National Cultures
Companies Culture
Case StudyThe World Economic Crisis
Facing the Crisis
Overcoming the Crisis
Companies within Cultures
Conclusion
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CompaniesIntroduction
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` Global automotive industry leader based in Dearborn, Michigan
` Distributes automobiles across six continents
` With about 70 plants worldwide
` $1.7 Billion net income in third quarter 2010
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` Toyota Motor Corporation is an automobile maker based in Japan.Founded in1937
` Specialises in the manufacture of passenger cars and lightcommercial vehicles
` Approximately 69,748 employees (316,121 including affiliatedcompanies)
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National Cultures
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` Make their own decisions and take credit for their own success inhighly individualistic country
` People¶s status is a function of their performance
` Outstanding individuals to mobilise resources in unprecedentedways
` Individualism encourages the lone adventurer and the entrepreneur
` Focus on leading the individual or the team
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` Emphasis is on personal responsibility and decision-making
` Success is achieved in groups, decisions are referred to committees, andgroups jointly assume responsibilities
` Engage in more than one activity at a time, appointments are lessadhered to, and schedules are subordinated to relationships
` Make decisions in groups, responsibility for those decisions is shared
collectively
` While individual expertise is important, all project team members aretreated as equal
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Companies Culture
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` Company Oriented
` No Transparency
` Communication gap existed
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` Customer Focus
` Tough Operational Oversight & Harsh Warning About Ford¶sPredicament
` Employee has to answer questions certainly and reliable
` Communications between groups
` Treats employees equally
` Save Cost
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One Team People working together as a lean, global enterprise for
automotive leadership
One Plan Operate profitably at the current demand
Development of new products
Work together effectively as one team
One Goal An exciting viable Ford delivering profitable growth for all
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³Employees have to operate in a culture where they constantly grapplewith challenges and find solutions by transcending differences
rather than resorting to compromises.´
(Takeuchi et al 2008)
` This is a founding factor of the Toyota Way
Long-term philosophy
The right process will produce the right results
Add value to the organization by developing your people Continuously solving root problems drives organizational learning
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Case Study
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Ford Toyota
` Allan Mulally as the TurnaroundSpecialist
` Shut 17 plants
` Weekly meeting with theemployees
` Focus on customer needs
` The Toyota way
` Cut work to a single shift on 17production lines out of its 75around the world at different timesin January and February
` Toyota staff agree to cut in pay
and hours to save jobs
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Ford Toyota
` In 2009 Ford reported a profit of $2.7 billion
` In 2010 Ford posted 40%increase in sales over previousyear
` In 2010 Toyota posted 41%increase in sales over previous
year
` Toyota crisis (estimated it willhave to spend $1.12 billion onwarranty expenses and will loseas much as $895 million in lost
sales over the recall)
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Applicability of Theories
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Content and Process Theories
Maslow¶s Need Hierarchy(Content)
Physiological: Basic needs fulfilled Safety: Short term job security Social: Recreation programmes Esteem: Self Respect, and the respect from
others. Accept and promote diversity Self actualization: Employees reaching fullpotential?
Goal Setting(Process)
Mulally setting short term specific goals andrewarding with extrinsic rewards
Taylor¶s ScientificManagement
Allan Mulally¶s $20,5 million income Cash incentives on vehicles
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Content and Process Theories
Maslow¶s Need Hierarchy(Content)
Physiological: Basic needs fulfilled Safety: Long term job security
Satisfy lower level needs
culture of continuous improvementsupports growth towards self
actualization
Goal Setting(More intrinsically applied)
Sets goals that meet these criteria throughµHoshin Kanri¶. Continuous
measurements relative to targets
Taylor¶s ScientificManagement
All scientific management principlesfollowed but at the group level rather thanindividual level and based on employeeinvolvement
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In-depth understanding of work
General management
Knowledge
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Closing Stages
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Ford Toyota
Individualism
Society¶s perception about Alan Mulally µOne Ford¶Culture
Communicating honesty
Valuable feedback
There is no µSuper Star¶ Collectivism is the rule Everybody is rewarded or punished (salary reduction)
Long Term
Orientation
Changeable CompanyCulture IncorporatingµSustainability¶
Company Culture basedon Society¶s Principles Leaders come from blue-collar positions
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Ford Toyota
Motivation
Performing inindividualistic andmasculine society
Performing in collectivisticand masculine society
4 P¶s
istorically ased onProcesses (eliminating
aste)
ocused on Pro lemolving (continuous
im rovement) and Peo le(res ect and develo staff)
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` Toyota looking to outsource activities in order to cut down expenses (focuson Process)
` Toyota and the lack of outsiders (narrow perspectives)
` Ford underestimating individualism as a way to focus on the wholecompany
` Companies are willing to make substantial investments in employee trainingand development, there will be longer-term job security, and promotions will
come slowly (presence in Graduate Programmes in westernC
ompanies)
Sometimes, there is greater
variation within single culturesthan across cultures
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` Armitage, Ian., 2010. Ford CEO Alan Mulally: The turnaround specialist. Manufacturing Digital.
http://www.manufacturingdigital.com/industry-focus/world-class-operations/ford-ceo-alan-mulally-turnaround-specialist [Accessed 14 November 2010]
` Bailey, D., 2008. Ford to offer employee pricing, cash incentives. Reut ers Online. Available from:http://uk.reuters.com/article/idUSTRE4AD8K120081114 [Accessed 9 November 2010]
` BBC, 2009. Toyota triples year lost forecast. BBC Online. Available From:http://news.bbc.co.uk/1/hi/7873731.stm [Accessed 11 November 2010]
` BBC, 2010. Rescuing Ford. BBC Online. Available from:
http://www.bbc.co.uk/worldservice/business/2010/10/101006_peter_day_comment_12_oct_10.shtml [Accessed 16 November 2010]
` Business Week, 2010. Ford Posts $2.7 Billion 2009 Profit After Record Loss. Business Week, 28January. Available from: http://www.businessweek.com/news/2010-01-28/ford-posts-2-7-billion-annual-profit-after-record-loss-in-2008.html [Accessed 8 November 2010]
` Ford, 2010. Company Profile. Ford Online. Available from: http://www.ford.com/about-ford/company-information [Accessed 5 November 2010]
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` Guardian, 2009.Car wars: how Alan Mulally kept Ford ahead of its rivals. Guardian Online.
Available from: http://www.guardian.co.uk/business/2009/may/11/ford-alan-mulally-interview-car-industry [ Accessed 14 November 2010]
` Hofstede, G. 2001. C ultur e¶ s C onsequenc es: C omparing Values, Behavi ors, Instituti ons, and
Organizati ons acr oss Nati ons, 2nd ed. California: Sage Publications
` House, R.J., Hanges, P.J., Javidan ,M., Dorfman, P.W., and Gupta V., 2004. Culture,leadership, and organizations: The Globe Study of 62 Societies. 1st ed. London: SagePublications
` Liker, J.K., 2004.
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T oyota way : 14 manag ement princi pl es fr om t he w orld's gr eat est manufactur er , New York: McGraw-Hill Professional
` Mail, 2009. Car industry crisis deepens: Ford workers threaten to strike over planned pay and jobcuts. Mail Online. Available from: http://www.dailymail.co.uk/news/article-1136696/ Car-industry-crisis-deepens-Ford-workers-threaten-strike-planned-pay-job-cuts.html#ixzz15ph8tonB [Accesed18 November 2010]
` Mullins, L.J., 2010. Manag ement and Organisati onal Behavi our. 9th ed. England: Prentice Hall
` Ralston, D.A., 2008. The impact of national culture and economic ideology on managerial workvalues: a study of the United States, Russia, Japan, and China. J ournal of Int ernati onal Business
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` Taylor, Alex., 2009. Fixing up Ford. C NN M oney Online. Available from:http://money.cnn.com/2009/05/11/news/companies/mulally_ford.fortune/index.htm [Accessed 13November 2010]
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` The Economist, 2010. Accelerating into trouble: The company¶s problems sharply illustrate the
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