This provided an opportunity to Alan Mulally for gaining a better in-sight to the strengths and weaknesses of the organization and developing the strategy to focus on the brand’s known products, i. the pickup trucks rather than diversifying at this crucial stage. While implementing this strategy, Alan Mulally also considered the valuable contribution of the employees making them formally and informally, in both ways, informed regarding the refurnished mission, vision and strategies of the company (Taylor III, 2009). This indicates his bureaucratic leadership traits where leaders tend to attain the consent and inputs before applying an already defined strategy (Milakovich & Gordon, 2012)In his initial period of leadership at Ford, Alan Mulally called for a meeting in which the working procedure of every department was explicitly and comprehensibly explained. The newly appointed CEO also initiated to gather the inputs and opinions from his sub-coordinators about the company’s terms and conditions along with the aspects which need to be altered. Innovatively, he also introduced colored cards to measure the working process within the various dimensions of the organizational structure which made the productivity of the employees more explicit and thus raised competition within the work culture. These strategies accumulatively framed a new culture in Ford with the intention to enhance the quality and productivity of the entire organization which was certainly quite necessary during the period. Alan Mulally also considered towards. Leadership in a Global Setting.
Milakovich, M. E. & Gordon, G. J. (2012). Public Administration in America. United States: Cengage Learning.
Rost, J. C. (1993). Leadership for the Twenty-First Century. United States: Greenwood Publishing Group.
Taylor III, A. (2009). Fixing up Ford. Retrieved from http://money.cnn.com/2009/05/11/news/companies/mulally_ford.fortune/index.htm
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