Sample Organizational Culture Inventory Study about Ford Motor Company (FMC)

ORGANIZATIONAL CULTURE INVENTORY

 

INTRODUCTION

The Ford Motor Company (FMC) is a symbol of success for other motor companies in the world.  From Henry Ford, until its current standing, Ford Motors has maintained their standard for excellent auto making. The Ford Motor Company began with a young man, Henry Ford.  Henry Ford was not a genius, but he possessed a passion for mechanics.  Even as a child, he was fond of building things, and taking things apart to see how they worked. 

FMC has made many contributions to this world, but it was the assembly line that really stood out in people’s memory.  This work technique made mass production easier and more efficient, affording FMC an edge over its competitors.  FMC began with its founder’s dream of affordable cars before it decided to give luxury cars a try. It began to expand and catered to mid-priced cars. 

FMC is truly a company ahead of its times for it established itself before the European Economic Community, or the North American Free Trade Agreement were ever implemented. Now, Ford is the leader in automobile industry all around the world.

 

CULTURE

The FMC employees of today enjoy a workplace with a more open communication policy than their predecessors. Today, FMC claims that they try to keep their employees informed of any changes within the company that might affect them. Employee opinion is valued and is heard through surveys the company sends out. With this, FMC is aware what concerns their employees and their problems are then given solutions.

Management and employees of FMC have tried harder to work better together. FMC established the Employment Involvement plan in the year 1982, when they issued a new statement that explained the rationale behind the need for training in order to boost employee involvement. A new, more participative style was implemented, first among managers, and then among employees.  FMC has what is called the Eight-Step Process for Employee Involvement (EI). This eight step process focused on getting cooperation from both management and labor force so they can implement the EI policy better.

            The work culture FMC exemplified is that of an adaptive one. Managers of FMC care about their customers, stockholders and employees most importantly. FMC also utilized processes creating change that they think will work for the best. The employers are treated as more valuable than any other things.

            FMC as a whole exhibits a positive organizational culture. This positive culture, coupled with the effective leaders the company has, boosts the company’s overall market performance. This kind of culture could be called Group Culture. Group culture emphasizes flexibility and is characterized by strong human relations, affiliation, and a focus on the internal organization (McDermott, 2000).

 

BEHAVIORS ASSOCIATED WITH THE CURRENT CULTURE

In the process of EI, FMC brought out the healthier competitive nature of all their employees by identifying what are the things that motivate them. They are also working on removing that invisible barrier that has always stood in between management and the labor force. Apparently, EI is working in FMC, because their productivity has increased and, according to surveys, many of their employees like the changes in work environment. The employees are more motivated to work. This is further reinforced by their active participation in the decision-making process of FMC.

FMC also sends its managers on leadership development programs. FMC wants people at all levels who will take risks, who are prepared to coach and to counsel, and who can make decisions.

 

TARGETS FOR CULTURAL CHANGE

            FMC already exhibits an ideal environment for organizational culture. There are though some minor flaws in it. That’s why there is the need for some cultural change. Competition among employees should be discouraged. Sometimes, power also tends to be destructive, especially if it is in the hands of one or a few people. So there should be a distribution of power, this should not be centralized in a few people.

Implementing new technology can be a key factor in improving the performance of a manufacturing process (McDermott, 2000). FMC can also utilize another organizational culture model aside from the Group Culture model to further their market. Developmental culture also emphasizes flexibility, but is externally oriented. The focus is primarily on growth, resource acquisition, creativity, and adaptation to the external environment. The FMC could also use this one.

 

POTENTIAL BENEFITS OF CULTURAL CHANGE

            The current culture at FMC already increases employees’ satisfaction and commitment and encourages them to work efficiently and effectively. The potential benefits of such a cultural change will include enhancing the quality of cars manufactured by FMC.

            Adopting the Developmental culture model can also help boost the sales of FMC. It is better that the focus should not only be internal but also external. FMC has many competitors in the automobile industry, and the success of FMC would lie not only on their employees and managers but also on how their manufactured cares fare in the competitive automobile industry.

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