Ford Motor Company: history, organizational assessment, and training strategy

Ford Motor Company

The purpose of this work is to acquaint the reader with the Ford Motor Company, design a needs assessment which performs analysis or organizational goals and objectives. Further this work will develop a Training/Intervention Strategy to address what has been discovered through the course of the needs assessment. Finally, this work will develop a method of Training evaluation and state as to how Ford Motor Credit know if training has been successful?

Ford Motor Company - History

Henry Ford and eleven of his business associates entered the marketplace on June 16, 1903 with a mere $28,000 in cash what has been termed the "pioneering industrialists" created what was futuristically to be among the largest corporations globally. The 20th century is resplendent with Ford insignia throughout the entire culture of the U.S. Although from modest beginnings and with the pangs of growth in the face of risk the first sale was made to a physician from Detroit and the rest is history. Ford contributed innovations such as the moving assembly line introduced in 1913 which made it possible for workers to remain in a stationary position and for vehicles to be moved down the work line via machinery. This increased production totals and lowered the price for customers. Henry Ford set down as the company's mission to produce automobiles for the marketplace at large that were affordable to everyone in 1925 the acquisition of the Lincoln Motor Company took place with a new division- the Mercury division coming into being in order to establish a production division on mid-priced automobiles. The cars were named in the beginning through use of the "first 19 letters of the alphabet." [Copyright © 2005, Ford Motor Company Online available at: Copyright © 2005, Ford Motor Company] the Thunderbird emerged in the 1950's and Ford Motor Company stock became available for ownership. Going public on Feb. 24, 1956 there were approximately 350,000 holders in stock for the Ford Motor Company. Reasons for the early success are cited at the company's website as being the keep perception of Henry Ford II in relation to political and economic trends of the day. The company expanded into Europe. The company was ahead of its' time as the United States, Canadian and Mexican operation were consolidated long before the North American Free Trade Agreement.

Having become very well-established the Ford Motor Company has entered the second century of serving the diverse needs in a world that is ever shifting.

II. Ford Motor Company - Overview

Common Stock closing as of the date of this work in writing is shown below:

FMC - 6/1/2005 (Common Stock)

Closing Price 9.92

Day's High 10.13

Day's Low 9.87

Day's Volume 14,013,700 shares

Actual Price 9.92

Split Adjustment Factor 1:1

The Ford Motor Company's North American vehicle production report was released on May 26, 2005 and is for the week ending May 22, 2005. The summarization of that report is shown below in the table labeled Figure 1.0.

Source: Ford Motor Company (Online web site)

Note: The Closing Price, Day's High, Day's Low, and Day's Volume have been adjusted to account for any stock splits and/or dividends which may have occurred for this security since the date shown above. The Actual Price is not adjusted for splits or dividends. The Split Adjustment Factor is a cumulative factor which encapsulates all splits since the date shown above. The closing price above is not necessarily indicative of future price performance.

Ford Motor states its vision as:

To become the world's leading consumer company for automotive products and services.

The 'Mission' of Ford is stated as:

We are a global family with a proud heritage passionately committed to providing personal mobility for people around the world. We anticipate consumer need and deliver outstanding products and services that improve people's lives.

The 'Values' of the Ford Motor Company are stated as follows:

Our business is driven by our consumer focus, creativity, resourcefulness, and entrepreneurial spirit. We are an inspired, diverse team. We respect and value everyone's contribution. The health and safety of our people are paramount We are a leader in environmental responsibility. Our integrity is never compromised and we make a positive contribution to society. We constantly strive to improve in everything we do. Guided by these values, we provide superior returns to our shareholders.

This is much to claim and much in the fulfilling of and it seems a very logical assumption that this great initiative of Ford's must certainly require specialized training order to do so seem a logical assumption.

III. Training and Development

Stated in the work entitled, "Learning at Work Within the Ford Motor Company" is that "The Learning at Work framework was ideally suited to the needs of the Ford Motor Company of Mersey-side. Seeing the need for provision of knowledge and skills related to their job the Ford Motor company enabled their managers and at the same time fulfilled managers needs achievement and recognition. In the first group there were 17 managers with varied academic backgrounds and various job functions as well. The one common factor is that they all were senior managers at Ford with quite a bit of experiential learning in the automotive manufacturing industry. Part One of the programme focused on the development of individual learning agreements and supporting this through prior learning credit, "particularly experiential learning." (FMC Online at:

Further stated is that, "Following discussions with the Ford Motor Company and the managers participating in the programme, a range of learning was identified which covered the needs of all participants. Not every manager was required to study every module."

The modules taught were identified to include:

Tools for Total Quality

Management for Industry

Finance for Industry

Ergonomics

Lean Production

Materials Planning and Logistics

Additionally each of these managers must take on a dissertation which is based on work relative to the job function of the manager. These modules are given on site and on two evenings per week and in three twelve week blocks. Support of the in-company mentor is available to those in training as well as the University academic expert being at their disposal. It is stated that the Ford Motor Company recognizes that the needs of a part-time college student will be different from that of a full-time adult.

Needs Assessment

Training measurement model demand a sizable investment of funds as well as commitment. (Pearson, Catts et al. 1996; Misko et al., 1996 as cited by Moi, 2000) Limitations of ROTI studies are (1) difficulties in the design of experimental studies that involve control groups, which may be more academically rigorous but rare in practice (OFTE, 1998 as cited by Moi, 2001) (2) Secondly, the problems associated with timing and resources and inclusive of benefit prospects accrual after the period of evaluation (Mitchell, 1994; Queensland Training Officers' Society, 1994; as cited by Moi, 2000) the next consideration is that of (3) data access and collection methods and issues inclusive of sample of selections, access to data such as personnel records possibly confidential and access to other data held by other units that function within the enterprise. (Mitchell, 1994; Queensland Training Officers' Society, 1994); and last (4) the lack of practical and standard approaches in the evaluation of ROTI (Sadler-Smith, Down & Field 1999; Bassi & van Buren 1998; Johanason 1998; as cited by Moi, 2001) With focus upon on the continuous improvement of training impact, organizational performance, productivity and profitability." (Management Consulting for Effective Training online at http://www.measuretraining.com/aboutus.html) in a partnering arrangement with clients in tracking the results of their "internal training and externally developed programs so that training as a whole, becomes most cost-effective to the organization and has a greater impact on key business objectives." (Ibid.) the primary product of premier is a "comprehensive training program designed to build measurement into the training process. "Tracking Training Impact features the collaborative Tracking Model" which is a process that guarantees the linking on a strategic basis to key business objectives and goals.

Eighteen case studies with variation in industries as well as environments in order to demonstrate the approaches utilized and issues case study organizations have addressed all demonstrate results with returns on investment ranging from 150% to 2000% along with accompanying benefits that are documented.

Can they provide you with multiple training options?

Choose Solutions: the consultant or consulting company may very well "identify issues, gaps, or existing solutions you could not see - it's often best to perform preliminary needs assessment and allow training professional to review your analysis and offer helpful additions or suggestions."

In answer to the questions in number 4 above, the Ford Motor Company is characterized by long-term customers who are satisfied with the product and service provided by Ford and Ford utilizes the services of consulting firms that have a proven track record as well. It is important to note that Ford Motor Company uses the services of more than one company in their training initiative depending upon the focus and issues at hand in the specific training. Overall it must be understood that it is important for a company to bring in objective, unbiased training from the outside of the company in pinpointing all necessary issues to be addressed.

Ford's Pyramid Approach

In the Pyramid Approach, the "alignment of strategies, processes and people, specifically "will allow the organization to state intentions, take actions and produce desirable outcomes" (Kaipa, et al. 2004) as well as to do so with clarity and vision. The Ford Motor Company has used this method for aligning strategies, processes and people and to further take actions, and produce outcomes that are optimally sought after. Fruther the social context in which the individual is able to discover assumptions, values and beliefs." One important fact to note is that when people are not in touch with their dreams and visions anxiety may results as well as the feelings of resistance, with the organization becoming uninspiring, and people lose their energy as well as their capacities of creativity. In organizations that 'embrace both perspectives, change is self-generated and transformational, both practical and aspiring." (Kaipa, et al., 2004)

The exploration of both perspectives and their relationship creates a developmental approach to organization building and alignment. It these type of organizations. The following illustration labeled Figure 2.0 makes identification of four 'key' components two-dimensional pyramid. These components are (1) Business development, (2) Self-development, (3) Organization development, and (4) Knowledge development.

The four identified components or categories are explained categorically in the organizational chart below labeled Figure 3.0.

Foundation Perspective Emergent Perspective

Training Self-development

Improving/Analyzing Realizing/Visioning Imitating Creating

Results Business Development:

Planning Realizing

Improving

Valuing

Controlling

Programs Organization Development

Analyzing Visioning

Presenting Learning

Controlling Valuing

Information Knowledge Development

Initiating/Planning/Presenting Creating/Strategizing/Learning

The "emergent approach is one that allows vision and clarity in relation to business, knowledge as well as vision-based strategy, creativity and learning leading to the realization of enterprise goals." On the other hand "The Foundation approach focuses on intentions of results, information, programs and training allows for workable plans, good market analysis, meaningful presentations, good control structures and focus on continuous improvement." Stated of this application in organizations which is used for "a wide variety of purposes" is that, "Our clients have found it to be a stimulus in confronting complexity and integrating diverse perspectives."

The Pyramid Building Approach has been found to be useful in developing shared meaning and alignment and valuable as well in helping clients to:

Think systemically

Explore Ideas and Build Alignment

Surface and Explore Differences

Communicate and share understanding

Focus efforts

Design strategies, and Evaluate results

Task Analysis

Analysis of the Data Collected and Identification of Training Needs