Effective Strategies: Alan Mulally
Effective Strategies
Edwina Simmons
MGT/312
November 20, 2014
Professor Merrill Mayper
Effective Strategies When an organization is having problems, it is easy to hide the issues and find ways to avoid taking responsibility for the problems. It is the role of a good leader to identify the breakdown in practices and functions in order to implement change. At Ford Motors the organizational culture lead to serious issues in business for the company. Alan Mulally became CEO of Ford Motor and identified this problem. His actions thereafter changed the organizational infrastructure at Ford Motors and lead the company to recover from problems with poor performance and a $13 billion loss. (George & Jones 2012) When faced with …show more content…
Mulally understood that characteristics of the people within the organization, organizational ethics, employment relationships and organizational structure are all parts of organizational culture. He understood that in order to rid the organization of its poor practices, he would have to change the values and ethical practices within the organization. He encouraged an open dialect about the problems at the company, requiring weekly meetings where top and subordinate managers where all made aware of the problems that the company was facing. By doing this, Alan Mulally made it difficult for people within the organization to pass the blame and hide behind titles. When the problems within the organization are understood and responsibility for the issues are taken, an organization can take the necessary steps to become more ethical and operate under a higher level of …show more content…
In doing so, he creative a strong adaptive culture whose values and norms help an organization build momentum, grow, and change as needed to achieve its goals and be effective (George & Jones 2012). A radical approach to changing the culture at Ford Motor Company might have been to simply get rid of managers who 's actions afflicted the organizational culture. It is afterall, unethical to perpetuate standards of operation that cause an organization to be dishonest and evasive. Mulally could have just as easily placed the blame on the executives in the organization who 's responsibility it was to change this way of thinking. However, the way that Alan Mulally lead the organization made more sense. His methods worked to fix the company from the inside instead of starting all over with a clean
Edwina Simmons
MGT/312
November 20, 2014
Professor Merrill Mayper
Effective Strategies When an organization is having problems, it is easy to hide the issues and find ways to avoid taking responsibility for the problems. It is the role of a good leader to identify the breakdown in practices and functions in order to implement change. At Ford Motors the organizational culture lead to serious issues in business for the company. Alan Mulally became CEO of Ford Motor and identified this problem. His actions thereafter changed the organizational infrastructure at Ford Motors and lead the company to recover from problems with poor performance and a $13 billion loss. (George & Jones 2012) When faced with …show more content…
Mulally understood that characteristics of the people within the organization, organizational ethics, employment relationships and organizational structure are all parts of organizational culture. He understood that in order to rid the organization of its poor practices, he would have to change the values and ethical practices within the organization. He encouraged an open dialect about the problems at the company, requiring weekly meetings where top and subordinate managers where all made aware of the problems that the company was facing. By doing this, Alan Mulally made it difficult for people within the organization to pass the blame and hide behind titles. When the problems within the organization are understood and responsibility for the issues are taken, an organization can take the necessary steps to become more ethical and operate under a higher level of …show more content…
In doing so, he creative a strong adaptive culture whose values and norms help an organization build momentum, grow, and change as needed to achieve its goals and be effective (George & Jones 2012). A radical approach to changing the culture at Ford Motor Company might have been to simply get rid of managers who 's actions afflicted the organizational culture. It is afterall, unethical to perpetuate standards of operation that cause an organization to be dishonest and evasive. Mulally could have just as easily placed the blame on the executives in the organization who 's responsibility it was to change this way of thinking. However, the way that Alan Mulally lead the organization made more sense. His methods worked to fix the company from the inside instead of starting all over with a clean