Departmentalization of an organizational structure of ford motor company an electric cars

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Departmentalization of an organizational structure of ford motor company an electric cars

Chapter 14 Organizational Structure and Change Learning Objectives After reading this chapter, you should be able to do the following: Identify the basic elements of structure. Describe matrix, boundaryless, and learning organizations. Understand how structure affects ethics.

Understand cross-cultural influences on structure and change. Success at Toyota Figure In the first quarter ofToyota Motor Company overtook General Motors Corporation in sales for the first time as the top automotive manufacturer in the world.

Thus, the largest automotive manufacturer of Japan became the top manufacturer of cars in the world. In terms of productivity, efficiency, and profitability, Toyota was already at the top.

What is lean manufacturing? In other words, raw materials and supplies are delivered to the assembly line exactly at the time they are to be used. This system has little room for slack resources, emphasizes the importance of efficiency on the part of employees, and minimizes wasted resources.

TPS also gives power to the employees on the front lines. Assembly line workers are empowered to pull a cord and stop the manufacturing line when they see a problem. In a system based on just-in-time delivery, assembly line stoppages might have been viewed as costly, but Toyota employees would find it unthinkable to let a flaw pass through the system.

Toyota enacts its production system with the help of its human resource strategies, culture, and structure. From the human resource perspective, they have employment stability, high investment in training and development, and internal promotions, all promoting a sense of employee ownership of the process.

On the culture side, an emphasis on learning and modesty when it comes to evaluating past successes differentiates them from competitors, yet their structure is also a key reason for their ability to put TPS into action.

TPS requires all employees to be an expert in what they do, which encourages specialization. Thus, Toyota is a functional organization. Each employee reports to a functional manager. At the same time, they understand the importance of a focus on the final product.

As a result, a matrix organization is created where each employee also reports to a chief engineer who represents the interests of the customer.

Meetings are conducted every two days to coordinate the relations between chief engineers and functional managers. Through this structure, Toyota strikes a balance between being highly traditional and bureaucratic while at the same time agile and innovative.

Toyota culture and structure facilitate constant learning and continuous improvement. Employees at all levels are expected to analyze the gap between actual and expected performance and understand the causes of all problems.

Without such understanding, they believe, improvements are not likely. For example, if a car comes down the assembly line with a defect, fixing the defect is not the priority. Instead, the emphasis is on understanding the cause of the defect so it is not repeated.

Management encourages experimentation and views failures as the key to learning. In addition to facilitating learning at the individual and team levels, they take steps to make sure that what is learned is shared with the rest of the organization.

This is achieved by putting implied knowledge into writing. Just-in-time production requires harmonious relations with suppliers, because suppliers are responsible for ensuring timely delivery of quality components. Toyota managed to create strategic alliances that eliminate some of the boundaries that exist between typical manufacturers and suppliers.

Unlike GM or Ford Motor Company, Toyota does not go to the lowest bidding supplier, pit suppliers against each other, or threaten them.


In fact, while GM and Ford are known as having poor relations with their suppliers, Toyota manages to build highly effective and long-term relations with the exact same suppliers, becoming their best customer and partner in the process despite cross-cultural differences.

Toyota even shares critical information with supply companies to help them be successful.Presentation on ford motor company (pom) 1. Ford Motor CompanyPresented By – 2. Introduction American multinational automaker, founded by Henry Ford on June 16, with headquarters at Deaborn, Michigan Second largest automaker of US and fifth largest worldwide.

Jun 29,  · Organizational structures come in many flavors. One of the most widely used among larger organizations is a geographic organizational structure. . Departmentalization Of An Organizational Structure Of Ford Motor Company. Ford Motor Company, founded in , has been a global multi-business company since the ’s.

Currently Ford has major manufacturing facilities in the United Kingdom, Canada, Mexico, Germany and many other countries, ,+ employees and automobiles distributed in over markets across 6 continents (Ford .

A report on Ford Motor Company covering its structure, culture, strategy and Swot Analysis. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.

Unlike GM or Ford Motor Company, Toyota does not go to the lowest bidding supplier, pit suppliers against each other, or threaten them. Departmentalization. Organizational structures differ in terms of departmentalization.

Organizational Structure and Change Around the Globe. Organisational Structure of Ford Motor Company. Ford india. Wal-Mart_Org Structure and Strategy. Organizational Structure of The Coca-Cola Company. Maruti as an Organization-project Report.

Departmentalization of an organizational structure of ford motor company an electric cars

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