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    OB Conflict Management

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    RickMartin
    This document provides an overview of conflict issues at Ford Motor Company and the appointment of a new CEO, Alan Mulally, to address them. Specifically: - Ford was struggling financially and culturally, losing $12.7 billion and having to pledge assets as collateral due to dysfunction and a defeatist attitude among employees. - Issues included rationalizing mistakes instead of fixing them, accepting mediocrity rather than striving for excellence, a lack of innovation and risk-taking, and being comfortable with losses. - The company culture was blamed, having been shaped as a "gladiator arena" that pitted employees against each other and focused on short-term assignments over collaboration or long-term planning.

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    © All Rights Reserved
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    OB Conflict Management

    Uploaded by

    RickMartin
    15 views15 pages
    This document provides an overview of conflict issues at Ford Motor Company and the appointment of a new CEO, Alan Mulally, to address them. Specifically: - Ford was struggling financially and culturally, losing $12.7 billion and having to pledge assets as collateral due to dysfunction and a defeatist attitude among employees. - Issues included rationalizing mistakes instead of fixing them, accepting mediocrity rather than striving for excellence, a lack of innovation and risk-taking, and being comfortable with losses. - The company culture was blamed, having been shaped as a "gladiator arena" that pitted employees against each other and focused on short-term assignments over collaboration or long-term planning.

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    This document provides an overview of conflict issues at Ford Motor Company and the appointment of a new CEO, Alan Mulally, to address them. Specifically: - Ford was struggling financially and culturally, losing $12.7 billion and having to pledge assets as collateral due to dysfunction and a defeatist attitude among employees. - Issues included rationalizing mistakes instead of fixing them, accepting mediocrity rather than striving for excellence, a lack of innovation and risk-taking, and being comfortable with losses. - The company culture was blamed, having been shaped as a "gladiator arena" that pitted employees against each other and focused on short-term assignments over collaboration or long-term planning.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    15 views15 pages

    OB Conflict Management

    Uploaded by

    RickMartin
    This document provides an overview of conflict issues at Ford Motor Company and the appointment of a new CEO, Alan Mulally, to address them. Specifically: - Ford was struggling financially and culturally, losing $12.7 billion and having to pledge assets as collateral due to dysfunction and a defeatist attitude among employees. - Issues included rationalizing mistakes instead of fixing them, accepting mediocrity rather than striving for excellence, a lack of innovation and risk-taking, and being comfortable with losses. - The company culture was blamed, having been shaped as a "gladiator arena" that pitted employees against each other and focused on short-term assignments over collaboration or long-term planning.

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    You are on page 1of 15

    Conflict

    Management
    Presentation
    Title
    Your company information

    -By
    group 9
    Richa Mukhi
    Sanjayan Satisan
    Trisha Sardar
    Vanya Sanjar

    The New Heat At


    Ford
    Once exemplified as corporate
    efficiency.
    The birthplace of the assembly
    lines
    Home of the celebrated Whiz kid
    who pioneered many
    management techniques in the
    1960s
    HAS degenerated as the symbol of
    INEFFICIENCY

    Is fighting for its life.


    Loses $12.7 billion
    has to endure the indignity of
    pledging
    its factories
    headquarters
    and the rights to the iconic
    blue logo

    Cause
    Fords dysfunctional and
    defeatist culture

    Alan R. Mulally is appointed as


    the newly appointed CEO.

    Major Issues
    The tendency of employees to
    rationalize mistakes instead of
    fixing them.
    Acceptance of mediocrity.
    Satisfied with the designation of
    C Competitive, when they
    should have been aiming for L
    or AL
    Lack of innovation and risk
    avoidance
    They are comfortable with losing
    money.

    Dysfunctional ConflictWhy??

    Gladiator Arena
    Henry Ford II built a "high
    Testosterone" culture
    where rising stars like Lee
    Iacocca and Semon "Bunkie"
    were often pitted against one
    another as gladiators to prove
    themselves.
    This lead to Negative Competition
    Managers started taking refuge in
    structure instead of having
    innovative or risky ideas.
    Employees assigned a new post
    every two years.
    Cut throat competition
    Lack of collaboration

    Royal Hierarchy

    People who had personal ties


    with the Ford family were given
    more preference for promotion.

    The Ford family was dependent


    on the dividends as the main
    source of income.
    they were focusing more on current
    profits rather than long term
    planning over the decades.

    Employees were assigned new tasks


    every two years or so referred to as
    assignments Very short time span
    to prove ones worth.
    No Engineer was ever noticed by
    carrying over his predecessors design
    or idea.
    An elaborate grading system L, AL
    and C.
    Instead of Motivating the employees,
    it resulted in squashing of ideas.

    Question 3
    The opening para of this case describes a conflict
    incident involving Consumer Report staffs and
    two senior managers of Ford.
    Discuss this incident in terms of conflict model
    Was Mullaly's intervention a good idea ? Why or
    Why not?

    Conflict Model

    Manifest Conflict

    Conflict Source
    Incompatible Goals

    Conflict Perception
    and Emotions

    Different Beliefs

    Overt Behavior
    Conflict Style Blame Game
    Pointing Fingers
    Interrupting
    Conversations
    Rationalize mistakes

    Conflict
    Escalation

    Conflict Outcome
    Meeting deterioration
    Low Morale
    Stress
    Conflict Termination
    Realization

    Conflict Model

    Conflict Source
    Incompatible Goals

    Conflict Perception
    and Emotions

    Manifest Conflict

    Conflict Outcome

    Overt Behavior

    Meeting deterioration

    Conflict Style Blame Game


    Pointing Fingers
    Interrupting
    Conversations

    Different Beliefs
    Ego

    Rationalize mistakes
    Conflict
    Escalation

    Low Morale
    Stress
    Conflict Termination
    Realization

    Mulallys
    Intervention

    Definitely Good
    Minimised
    Dysfunctional
    Conflict
    Handling Style :
    Forcing
    "We seek to be
    understood more
    than we seek to
    understand
    Listening

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