Managing to Achieve Results

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Table of Contents
Introduction2
Details3
1. Structure and culture of Ford Vietnam3
1.1. Structure of Ford Vietnam3
1.2. Culture of Ford Vietnam5
1.3. Inter-relationships between the different processes and functions of the organization9 2. Mission, aims and objectives o Ford and the effect of these on the structure and culture of the organization10 3. Process maps, output evaluation, and quality gateway analysis12 4. Resources, tools and systems required to support the business process17 5. Quality audit system/ practice to manage and monitor quality to standards specified22 6. Quality culture embedding to ensure continuous monitoring and development of the process25 6.1. Quality in employees25

6.2. Quality in process26
7. Recommendation to improve quality and the function of Ford Vietnam27 7.1. Problem27
7.2. Reasons27
7.3. Recommendations and evaluation29
Conclusion33
References34

Introduction

At the present car industry in Vietnam is huge. Its expansion grows strongly due to market demand and social development. Ford Vietnam is one of car enterprise which has entered in this market for over 15 years and gained quite a lot of success. For 15 years in Vietnam, despite of being competed by many rivals, Ford Vietnam still stands firm in the car market. Last year, with the new models, the sale volume of Ford reached approximately 8,000 cars. However, its market share in recent years has decreased by few amounts. Our group 19 had a chance to visit Ford factory and observed it with the purpose of understanding its culture, structure and process in order to make suggestions for how to improve quality and the function of Ford organization.

Details

1. Structure and culture of Ford Vietnam

Organizational structure and culture play a very important role in terms of creating the organizational success. Based on the company’s business and objectives, there are various organizational structures and cultures which can be applied to organizations.

1.1. Structure of Ford Vietnam

Theoretically, organizational structures can be defined as tall structure and flat structure; centralization and decentralization; functional structure, product structure, market structure, geographic structure and matrix structure; multifunctional teams and multidivisional structures. According to the span of control, there are two kinds of organizational structure: tall organization and flat organization. A flat organization is one which, in relation to its size, has a small number of hierarchical levels. This implies a wide span of control. A tall organization is one which, in relation to its size, has a large number of level management hierarchy. This implies a narrow span of control. According to the degree to which authority is delegated, there are two kinds of organizational structure: centralization and decentralization. Centralization is the concentration of authority for making most decisions at the top levels of organization. In contrast, decentralization is the dispersion of authority to make decisions throughout all levels of the organization. Besides, the structure of an organization can be classified by geography, by function, and by product and brand. Additionally, there are some kinds of organization structure that are more complex: the matrix, multifunctional teams and multidivisional structures. The matrix is a structure in which people are grouped by function and by product team. A multifunctional team is a group of individuals brought together from more than one functional area of a business to work on a problem or process that requires the knowledge, training and capabilities across the areas to successfully complete the work. A multidivisional structure is an organizational structure in which each district product line, market or business unit is placed in its own self-contained unit or division and each division has within it several...
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