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Organisational Structure of Ford Motor Company

Organisational Structure of Ford Motor Company

Discuss Organisational Structure of Ford Motor Company within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Ford Motor Company (NYSE: F) is an American multinational automaker based in Dearborn, Michigan, a suburb of Detroit. The ...

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Organisational Structure of Ford Motor Company
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Netra Shetty
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Organisational Structure of Ford Motor Company - February 4th, 2011

The Ford Motor Company (NYSE: F) is an American multinational automaker based in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford and Lincoln brands, Ford also owns a small stake in Mazda in Japan and Aston Martin in the UK. Ford's former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. In 2010 Ford sold Volvo to Geely Automobile.[5] Ford discontinued the Mercury brand at the end of 2010.
Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Ford's methods came to be known around the world as Fordism by 1914.
Ford is the second largest automaker in the U.S. and the fifth-largest in the world based on annual vehicle sales, after having been passed by the Hyundai Kia Automotive Group in 2010.[6] At the end of 2010, Ford was the fifth largest automaker in Europe.[7] Ford is the eighth-ranked overall American-based company in the 2010 Fortune 500 list, based on global revenues in 2009 of $118.3 billion.[8] In 2008, Ford produced 5.532 million automobiles[9] and employed about 213,000 employees at around 90 plants and facilities worldwide. During the automotive crisis, Ford's worldwide unit volume dropped to 4.817 million in 2009. Despite the adverse conditions, Ford ended 2009 with a net profit of $2.7 billion.[10] Starting in 2007, Ford received more initial quality survey awards from J. D. Power and Associates than any other automaker. Five of Ford's vehicles ranked at the top of their categories[11] and fourteen vehicles ranked in the top three


CEO

Alan Mulally

Chairman of the Board

William Ford

Director

Richard Manoogian

Director

John Thornton
Director

Kimberly Casiano
Director

Homer Neal

Director

Stephen Butler

Director

Gerald Shaheen

Director

Ellen Marram

Director

Anthony Earley

Director

James Hance

Director

Edsel Ford

Director

Irvine Hockaday

Director

Richard Gephardt
Europe

SO

Americas

Mark Fields
CFO

Lewis Booth
CIO

NS
Asia Pacific & Africa

JH
Legal

DL

Manufacturing & Labor Affairs

John Fleming
Global Product Development

DK

Procurement

Tony Brown
Human Resources & Corporate ...

FF

Marketing & Communication

James Farley
Quality

BF
Sustainability & Safety

SC
Customer Service

FT

Ford business process reengineering and management theories like TQM in Ford have been conducive to this purpose. Over time, Ford business strategy has responded to the challenges of the motor industry in the Far East. To this end, the corporate culture of Ford Motor Car management has needed to change.

The following articles discuss the Ford business model in greater detail. Click on them to read more about subjects such as total quality management in Ford.
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Re: Organisational Structure of Ford Motor Company - August 7th, 2014

thanks for uploading and sharing your projects with others..
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Pandey Bhoopendra
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Re: Organisational Structure of Ford Motor Company - May 26th, 2015

Suppose CEO of the company cleaning office, You must be thinking what i am trying to say. The concept is very simple everyone has been assigned some work based on his ability , So similarly the organizations have many sectors known has organisational structure. Organisational structure aim to assign the work like finance department will look upon fiance and creative work will be accomplished by creative department . Organisational structure divides the work load and more work can be done.
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