Sullivan College of Technology Managing Political Risk Questions What political risks does the company you are studying face in each of the three countries

Sullivan College of Technology Managing Political Risk Questions What political risks does the company you are studying face in each of the three countries discussed in previous weeks? Select one country and, based on your understanding of the company, discuss the three most serious risks and how the company can best manage them.
What is the decision-making structure in the company? What is your evidence?
What is the controlling process in the company? Use the types of control and approaches to control identified in Chapter 11 (Luthans & Doh, 2018, pp. 398-409) to guide your analysis.

Each week’s assignment should be between 500 and 1000 words (approximately 3 to 6 pages) words long for the body of the material, which excludes title page, table of contents, exhibits or tables, and references. Please address all the required content for the specific assignment, including proper formatting, Title Page, Table of Contents, Introduction, Conclusion, References, Exhibits (if appropriate), and citations. Please note that you will not be able to find all the information you need for this assignment in the textbook. Additional research is required, expected, and part of your grade. Submitting more than 1000 words is acceptable if required to fully answer the questions in the assignment. My experience is that the questions cannot be completely answered in less than 500 words.

Be sure to use three references including this one,

Luthans, F., & Doh, J.P. (2018). International management: Culture, strategy, and behavior (10th ed.). New York: McGraw Hill Education.

I have attached previous essay papers as well as the reading from chapter 11. Running head: STRATEGIC MANAGEMENT THE CASE OF FORD
Strategic Management the Case of Ford
Eryn Brown
9/8/19
MGT 4030
Professor Puzey
Northwood University
1
STRATEGIC MANAGEMENT THE CASE OF FORD
The Importance of Strategic Management in Business Planning
The company I chose to analyze in this case analysis is Ford. The main reason I decided to
discuss and analyze this company is that it is one of the oldest and most prominent car
manufacturers in the world today and also that’s my current place of employment. Ford is
renowned for its wide range of high-quality vehicles that are suitable for different markets across
the globe. Ford is a multinational organization headquartered in Dearborn, Michigan (Hussey &
Sharon, 2016). Henry Ford founded it in 1903, and it was incorporated in the same year in the
New York Stock Exchange, but the Ford family still holds the majority of the shares, and this has
helped them to keep voting power in the family. The company sells its most luxury cars under
the Lincoln brand, while commercial vehicles and automobiles are sold under the brand Ford.
Ford operates in many countries across the globe. It has interests in many different companies in
many different countries, and this is one of the aspects that make the company one of the leading
players in the automobile industry in the world. For example, Ford owns the Brazilian Sports
Utility Vehicle Manufacturer Troller, an 8% stake in the United Kingdom car manufacturer
Aston Martin, and a 32% stake in Jiangling Motors. It is an active joint venture in different
countries in Asia (Hussey & Sharon, 2016). In China, for example, it operates a joint venture
known as Changan Ford, in Thailand AutoAlliance Thailand, in Taiwan Ford Lio Ho, in Turkey
Ford Otosan, in Kenya as Ford Kenya and in Russia a company known as Ford Sollers.
From the above discussion, one can see that Ford, as an organization, operates in many different
countries to advance its interests of becoming the major automobile producers and sellers in the
world. Three countries where the company has been able to operate successfully are Kenya,
Brazil, and China.
2
STRATEGIC MANAGEMENT THE CASE OF FORD
•
China
China can be described as one of the most developed nations in the world today. Its economic
superiority is sonly second to the economy of the United States. The country economy has been
expanding over the last twenty years, and if it continued to expand at the same rate, it is expected
to become the biggest economy in the world in the next few years (Hussey & Sharon, 2016). The
operations of Ford in this country have been successful because a vast majority of the country’s
1.4 billion people is economically empowered. This means these people can afford to purchase
the products produced by the company.
The political ideology in China is based on the dictatorial one-party rule. However, the
government ensures the economy is free and that business entrepreneurs, even foreign ones can
come into the country and invest as long as they meet all government requirements (Sekhar &
Zablon, 2017). The country has substantial legal and taxation policies that Ford and other
business ventures have to adhere to at all times.
•
Brazil
Brazil can be described as an emerging economy. The country has a moderately large GDP that
makes it hard for it to be classified as a developed country. With this regard, Ford has partnered
with Troller to manufacture SUV cars that are not very expensive, and this has made it possible
for a large population to afford its products. The county’s Political ideology and economy can be
described as democratic and free (Hussey & Sharon, 2016). There is no big bureaucracy that
makes it hard for foreign investors to invest in the country.
•
Kenya
In Kenya, Ford operates as Ford Kenya. Kenya is a developing nation where the majority of the
population lives below the poverty line. The political economy of Kenya is democratically
3
STRATEGIC MANAGEMENT THE CASE OF FORD
aligned, and even though the economy is free, there is a lot of red tapes that business investors
are subjected to when they want to invest in the country (Sekhar & Zablon, 2017).
The management team of the company believes that social media sites are powerful tools that
can help in internal and external communication. When the organization has developed a new car
model, they use social media as one of the ways they can speak to its millions of potential
customers located in different parts of the word (Sekhar & Zablon, 2017). For internal
communications, the organization uses sites such as WhatsApp and Facebook to communicate
with its employees using internal memos.
In 2011, The Obama administration signed a trade treaty known as the
Agreement on Trade and Economic Cooperation whose main objective was to advance trade and
investment between the United States and Brazil (Sekhar & Zablon, 2017). This agreement has
helped Ford to increase its sales in Brazil because the tariffs charged on automobile parts and
cars were lowered. This increased the number of Ford cars sold in Brazil.
Ford, as an organization, believes in the importance of Social Corporate Responsibility. This is
the only way the organization can give back to the community. To advance this objective, the
organization has an active Social Corporate Responsibility policy that guides this segment of its
operation. The organization has a bursary fund where many people across the world have been
educated (Hussey & Sharon, 2016). The organization has funded many types of research on
climate change, and the measures business organizations can take to ensure they do not pollute
the environment.
4
STRATEGIC MANAGEMENT THE CASE OF FORD
References
Hussey, D., & Sharon, K (2016). Strategic Management: From Theory to Implementation. New
York, NY: Routledge
Sekhar, S., & Zablon, A. (2017). Business Policy and Strategic Management. Chicago, IL:
I. K. International Pvt Ltd.
5
Running head: FORD EVOLUTION COHESIVE REPORT
Ford Evolution Cohesive Report
Eryn Brown
Northwood University
MGT 4030
Professor Puzey
9/12/2019
1
FORD EVOLUTION COHESIVE REPORT
2
Ford Evolution Cohesive Report
Cultural Dimensions
Being informed about the cultural context of the society as well as being in a position to
react and respond necessarily to cultural variabilities is integral following the interconnection of
the global environment. Over the years, researchers have engaged their efforts to clarify the
meaning of culture by examining its dimensions. One of the dimensions entails Hofstede’s
dimensions theory which outlines four dimensions one of them being individualism, and this
focuses on those people who are only concerned with themselves plus their immediate families.
Based on this dimension, Hofstede realized wealthy countries are marked with high
individualism whereas the poorest countries are marked with highest scores of collectivisms.
Uncertainty avoidance is another dimension which entails tolerance quantity where culture
variates on the tolerance amount it has on unpredictability (de Mooij, 2017). Power distance, also
known as the strength of the hierarchy, entails the magnitude to which the individuals in the
society that are lowly ranked accept and learn that power distribution is unequal. Finally,
femininity-masculinity is also a dimension of culture where Hofstede conceptualizes this
dimension as a situation where dominant values in society entail money and success alongside
other things.
The second dimension of culture entails the Trompenaars cultural dimension, which is a
guideline for cross-cultural communication engaged to general management and business
established by Charles Hampden-Turner and Fons Trompenaars. This dimension is marked with
five orientations the first being particularism vs. universalism. Universalism is the notion that the
practices along with the ideas can be engaged everywhere without engaging any modification
whereas particularism entails the belief where the circumstances suggest how the practices along
with the ideas should be applied. The consequent orientation entails the communitarianism vs.
individualism where individualism entails people with regards to themselves whereas
communitarianism is about people referring to themselves as a group (de Mooij, 2017). Other
orientations of culture based on Trompenaars cultural dimension include not to mention
emotional vs. neutral, ascription vs. achievement, diffuse vs. specific, as well as synchronic vs.
specific. Unlike the aforementioned cultural dimensions, Globe project examines the relationship
between the practices of the organization, leadership conceptions, as well as the human
conditions of the organizational members.
Impact of the Dimensions
The success of the Ford Company in China, Kenya, and Brazil lies on the cultural
dimensions. This means that these dimensions have been impactful to the company especially, in
the countries above where they operate. In China, the political ideology is grounded on the
dictatorial one-party rule. All the same, the government makes sure that the economy is free and
the entrepreneurs including the foreigners are allowed to invest in the country. The country is
marked with substantial taxation and legal policies that Ford should acknowledge. One of the
cultural dimensions that seem to impact Ford operations in China entails Trompenaars Cultural
dimension specifically, the particularism vs. universalism. Its operations in China are based on
particularism as the company is expected to ensure that its operations comply with Chinese
taxation along with the legal policies. In Brazil, Ford partnered with Troller to manufacture
inexpensive cars to promote their affordability. The political ideology, as well as the economy,
FORD EVOLUTION COHESIVE REPORT
3
can be termed as free and democratic (Bakir et al., 2017). The dimension that seems to be
impactful in the company operations entails Hofstede’s dimension of culture which makes it
clear that poorest countries are marked with highest percentage of collectivism. Possibly, this
could be the reason that saw Ford partnering with Troller to consequently, generate affordable
cars. Finally, focusing on Kenya, the dimension that seems to be applied to facilitate the Ford
operations entails Globe project; specifically, uncertainty avoidance as the country is marked
with a lot of bureaucracies that the investors should follow when investing in the country.
Part #2
Recruitment and
• Preparation
• Developing a
• The
selection
for a long
robust
sophisticated
process
relationship
selection
with the
process is
recruit
considered
• A candidate is
selected
through
recruitment
interviews
Training
• Invests
• Bilingual
• Capitalizes on
heavily on
trainers are
team training
training
engaged in the
• Engage
training
• Aware of
apprenticeship
government
• Training is a
programs
regulations in
responsibility
the course of
to everyone
training
• Training is
mandatory to
everyone
Compensation
• Technical
• The high cost
• Pay is not
training is
of labor for
based on
engaged as a
manufacturing
performance
reward
• Motivations
• Engage all
are in the form
aspects based
of
on labor costs
acknowledging
the efforts of
the workforce
Labor relations
• Understanding
• Unionization
• Unions are
the everof labor is
treated as
changing
guaranteed
partners
Chinese labor
• High
• Negotiations
laws
productivity
with the
from the
unions upheld
unionized
workers
FORD EVOLUTION COHESIVE REPORT
Job design
•
•
China
Encourage
participation
Teams are
empowered to
make
decisions
4
•
•
•
Brazil
Champion for
the input of
the co-worker
Encourage
participation
Teams are
empowered to
make
decisions
•
Engage works
councils to
promote
worker
participation
Kenya
Implications of the Factors: A Case of China
Human Resource (HR) is a critical department in the Ford Company. Various functions
are always done in the Ford HR department, and one of them entails recruitment and selection.
With the focus on China, the selection, as well as recruitment, is always achieved by preparing a
long process. This ensures that the right candidates are selected for the job and at the same time,
enables the company to get rid of less thoughtful candidates. Training is another function
performed in the HR department and China, and the HR manager capitalizes on training.
Nevertheless, China being marked with numerous taxation and legal policies, the HR manager
always ensures that the training is by the policies. Compensation is another function based on the
department and the HR manager usually, rewards the company workforce with technical training
(Sekhar & Zablon, 2017). Certainly, this also poses as a motivating factor as the employees get
requisite skills and knowledge that promote their proficiency in their respective jobs. Based on
labor relations, the HR manager usually strives to conceptualize the ever-changing labor laws,
and after that, he works towards blending these laws with the operations in the department.
Finally, based on job design, the HR manager champions for teamwork. Through teamwork, it
has been possible for the workforce to come up with insights that have helped solve intricate
problems as well as ensure that the company remains competitive in the industry.
FORD EVOLUTION COHESIVE REPORT
5
References
Bakir, A., Blodgett, J. G., Vitell, S. J., & Rose, G. M. (2015). A preliminary investigation of the
reliability and validity of Hofstede’s cross cultural dimensions. In Proceedings of the
2000 Academy of Marketing Science (AMS) Annual Conference (pp. 226-232). Springer,
Cham. https://doi.org/10.1007/978-3-319-11885-7_55
de Mooij, M. (2017). Comparing dimensions of national culture for secondary analysis of
consumer behavior data of different countries. International Marketing Review, 34(3),
444-456. https://doi.org/10.1108/IMR-02-2016-0047
I.
K. International Pvt Ltd.
Luthans, F. & Doh J.P. (2018). International Management: Culture, Strategy, and Behavior (10th
Ed). New York: McGraw Hill Education.
Sekhar, S., & Zablon, A. (2017). Business Policy and Strategic Management. Chicago, IL:
Running head: FORD MOTOR COMPANY REPORT
Ford Motor Company
Eryn D Brown
9/22/19
Professor Puzey
Northwood University
1
FORD MOTOR COMPANY REPORT
2
Ford Motor Company- Cohesive Report
The company culture involves several aspects of the company, starting from the
administration, management, business operations to transactions that the company does.
Organizational culture has to do with the company traditions and beliefs that are unique to the
organization, and those employees can identify and that define the organization (Heathfield,
2019). Ford motor company administration is largely hierarchical, and the company culture
involved a typical top-down approach to administration. However, there are aspects of the
corporate governance that suggest that the company fosters innovation and team cooperation.
One of the main advantages of definitive company culture is that employees understand the
combination of skills or capacities that will facilitate them to succeed while working for the
organization (Heathfield, 2019). For instance, there are employee skills that thrive in consensusorientedd company cultures where employee autonomy plays a significant role in task solving
and company decisions. On the other hand, there are skills that are essential for company
cultures that endorse more restrictive administration and management.
At Ford Company, corporate governance suggests a company culture that is increasingly
focused on value improvement and encourages a balance between autonomy and role
responsibility. The effective use of performance goals and metrics combines with administrative
approaches and organizational strategy to result in a company culture that emphasizes employee
performance improvement. Ford Motor Company (2018) reports that the organization has a
global leadership team that meets regularly to review priority areas requiring attention.
Additionally, Ford uses other operating forums where the company facilitates monitoring and
reviews of its resources and capabilities and formulates strategies. The corporate culture is
therefore hierarchical but with special programs that facilitate inerrability of functions and
FORD MOTOR COMPANY REPORT
3
cooperation in the strategy that allows for identifying opportunities, planning and risk mitigation.
Furthermore, the corporate leadership is kept in check since compensation among executives is
usually linked to the company performance as a way of encouraging incentivized leadership that
focuses on improved outcomes (Ford Motor Company, 2018).
The multicultural organization is an organization that recognizes the interest of the
diverse social groups that it serves in its mission, vision and routine operations. Most
organizations such as Ford Company that have grown over time to become globally recognized
firms have established systems for developing a multicultural organization. Jackson, (2006) for
instance, observes that in multinational companies such as Ford, the increasingly divergent
markets where it operates requires an equally divergent workforce. By now, Ford Motor suggests
a multicultural organization through its establishment of administrative systems that allow for
multicultural interests in its HR recruitment and company policies towards market operations.
For the multinational company to establish meaningful relationships with its consumers, the firm
has to consider establishing a workforce that is responsive to consumer needs (Ford Motor
Company, 2018). Furthermore, the main aim of Ford Motors has been to reiterate the cultural
diversity in the United States in its workforce, modes of operations and public relations.
In its modes of operation and firm policies, Ford Motors suggests that it’s at the highest
level of multicultural development. Jackson, (2006) explains that developing a multicultural
organization entails a process that involves a series of stages beginning from the exclusionary
organization to the sixth stage where the company achieves a multicultural organization. The
exclusionary organization aligns its company policies and functions towards the interests of the
majority. When organizations are establishing their brands and seek to increase consumer
attention, exclusionary approaches help the company to adapt its working cultures and operations
FORD MOTOR COMPANY REPORT
4
towards the prevailing beliefs and traditions of the public. Ford Motor Company, (2018) points
out the distinct operational routines at Ford Motors. A major objective of the organization is that
it aligns its operations to consumer interests. The company owns motor assembly and
manufacturing plants in over 34 countries and distributes to over 200 other country destinations
(Ford Motor Company, 2018). The rationale for developing a multicultural workforce for
companies such as Ford Motors is that the organization gains a workforce that is able to identify
and respond to the different market tastes around the world. The organization has also focused on
including women and diverse cultures in its workforce, such as women and African Americans,
suggesting a sense of cultural awareness.
The different markets where companies such as Ford expand their operations are usually
characterized by equally diverging cultural implications affecting communication styles within
the organizations. Apparently, the communication styles within the various areas of operations
affect the leadership communication styles that can only fit with specific types of a workforce
(Liu, 2016). A review of the United Kingdom, the United States, and the Middle East and Africa
can provide important information as to how the differing communication styles can affect the
leadership communications approaches. For instance, in the United Kingdom…
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