ASSIGNMENT 1

INTRODUCTION OF ROLES OF A MANAGER

The role of 'manager' sound simple enough, but anyone who has ever served as a manager knows
that it is far more complex than it might sound at first. Being a leader in any organization is a
complicated and challenging task that can take on a variety of forms depending on the needs of
the organization and the people that are being led. Any given manager may be asked to complete
a variety of tasks during a given day depending on what comes up and what problems need to be
solved.

In order to better organize a long list of ten roles, they have been divided up into three categories
- interpersonal, informational, and decisional. Below we will look at each of the ten roles, what
they mean for the manager, and which of the three categories they fit into.

Interpersonal Category
The managerial roles in this category involve providing information and ideas.
Figurehead As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority, and as a
figurehead. A good leader will project confidence so that everyone involved feels a sense of
security and reassurance that the job will be done right. For example, by greeting visitors, sign
legal documents, attend ribbon cutting ceremonies, host reception, etc.
Leader This is where you provide leadership for your team, your department or perhaps your
entire organization; and it's where you manage the performance and responsibilities of everyone
in the group. This can include telling them what to do and when to do it, organizing the structure
of the team members to highlight specific skills that each possesses, and even offering rewards
for a job well done. For example, interaction between leader and his subordinates.
Liaison Managers must communicate with internal and external contacts. You need to be able
to network effectively on behalf of your organization. This point is all about communication, and
it is one of the main things that determines the ultimate success or failure of a manager. Being
able to properly communicate with a range of people in such a way that the project remains on
track is a crucial skill to develop. For example, business correspondence, participation in
meetings with representatives or other divisions or organizations.

Informational Category
The managerial roles in this category involve processing information.
Monitor In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. You also monitor your team, in terms
of both their productivity, and their well-being. Things are never static in business, so the
successful manager is one who will constantly monitor the situation around them and make quick
changes as necessary. For example, scan/read trade press, periodicals, reports, attend seminars
and training; maintain personal contacts.
Disseminator This is where you communicate potentially useful information to your
colleagues and your team. The point of gathering that information is so that your team can
benefit from it directly, so the next informational role is dissemination - getting information out
quickly and effectively to the rest of your team. Wasted time by the team members on a certain
part of a project often has to do with them not possessing all of the relevant information, so make
sure they have it as soon as possible. For example, send memos and reports; inform staffers and
subordinates of decisions.
Spokesperson Managers represent and speak for their organization. In this role you're
responsible for transmitting information about your organization and its goals to the people
outside it. Being a spokesperson is the final informational role on the list, and it is an important
one because perception is often a big part of reality. Even if your team is doing great work, it
might not be reflected as such to other decision makers in the organization if you aren't a good
spokesperson. For example, pass on memos, reports and informational materials; participate in
conferences/meetings and report progress.
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Decisional Category
The managerial roles in this category involve using information.
Entrepreneur As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them. While you will have
managers above you to answer to, you still need to think like an entrepreneur in terms of quickly
solving problems, thinking of new ideas that could move your team forward, and more. This is
the first role within the decisional category on the list. For example, implement innovations; plan
for the future.
Disturbance Handler When an organization or team hits an unexpected roadblock, it's the
manager who must take charge. The second item in the decisional section of the list is being a
disturbance handler, because getting back on track after a problem arises is important to shortterm and long-term productivity. Whether it is a conflict among team members or a bigger
problem outside of the group, your ability to handle disturbances says a lot about your skills as a
manager. For example, settle conflicts between subordinates; choose strategic alternatives;
overcome crisis situations.
Resource Allocator You'll also need to determine where organizational resources are best
applied. This involves allocating funding, as well as assigning staff and other organizational
resources. Resources can include budget that has been made available for a project, raw
materials, employees, and more. This is the third item within the decisional category, yet it is one
of the most important things a manager must do.

Negotiator You may be needed to take part in, and direct, important negotiations within your
team, department, or organization. The final role on the list, being a negotiator doesn't just mean
going outside of the organization to negotiate the terms of a new deal. In fact, most of the
important negotiation will take place right within your own team itself. Getting everyone to buy
in to the overall goal and vision for a project likely will mean negotiating with individual team
members to get them to adopt a role that suits their skills and personal development goals. A
good manager will be able to negotiate their way through these challenges and keep the project
on track for success. For example, participates in and directs negotiations within team,
department, and organization.

ASSIGNMENT 2
INTRODUCTION OF FORD MOTOR COMPANY

History
Ford Motor Company was founded in 1903 by Henry Ford and has continuously remained under
family ownership since this time. The company developed and implemented assembly line
production by the release of the Model T in 1909, and produced planes and vehicles for the
Allies in World War II. Ford has operated internationally since 1904, when it opened a branch in
Canada to gain access to Commonwealth markets. For the first half of the 21 st Century, Ford
remained the dominant car manufacturer within the market it had effectively created. In 1956,
Toyota exported its first automobile to the United States, and began acquiring market share. In
hindsight this was a turning point in the U.S. market, and as the 21st Century drew to a close
Ford faced declining market share and had difficulty remaining competitive in the global market
place. Ford was particularly inhibited by substantial legacy.
Costs primarily from employee pensions and healthcare benefits and falling demand for its most
profitable lines of vehicles. In 1996 the company launched the Ford 2000 initiative to
streamline supply lines and reorganize the companys worldwide operations into a more cohesive
unit. In spite of some important successes, including the popular Ford Focus model and a
streamlined organizational structure, costs at Ford remained higher than most of the firms
competitors. In 2006, Ford posted its biggest operating loss to date: $12.6 billion. This coincided
with continued deterioration in market share, with the majority of these losses being captured by
Toyota and General Motors. From 1997 to 2007, Fords United States market share plummeted
from 25% to 15%. In 2006, Alan Mulally was hired as CEO and took over a company at the
precipice of failure. Mulally announced a new restructuring plan in 2006 entitled The Way
Forward, designed to better align capacity to demand. At its core, this plan involved the
closure of seven assembly plants and strategic reorientation towards One Ford. Championed by
Mulally, this strategy focuses on creating a standard Ford personality which is seen and felt
within every automobile produced by the company. In addition, the plan entails standardizing
chassis worldwide and a greater focus on the core Ford nameplate. As a part of this plan, Ford
mortgaged all of its assets both physical and intellectual property in December 2006 for a $23.4
billion line of credit. While originally seen as a risky and potentially desperate move, this timely
acquisition of capital has made Ford the most stable of the Big Three carmakers.

Business Model and Market Overview

Ford Motor Company currently employs approximately 213,000 workers worldwide and markets
vehicles under four primary brands: Ford, Lincoln, Mercury, and Volvo. The firm is divided into
two departments, Automotive and Financial Services. Ford Credit offers
Vehicle financing to both retail consumers and to dealers. Approximately forty percent of
vehicles sold by Ford, Lincoln, and Mercury dealerships within the United States were financed
by Ford Credit in 2008, a number which has remained stable in the past three years. In Europe,
the only other region with reported data, this figure has remained steadily around 27%.
Conversely, financing for wholesale purchases by dealerships is nearly exclusively (98%) done
by Ford Credit in Europe whereas in the U.S. this number is slightly below eighty percent. Ford
Credit also plays a role in financing dealership purchases of real estate and other larger capital
expenditures by the company and its affiliates. Fords automotive segment designs,
manufactures, and services cars, trucks, SUVs, and vehicle parts. This sector is primarily broken
down by region: North America, South America, Europe, and Asia Pacific Africa. The only
exception to this regional model is Volvo, which operates as a separate subsector and manages all
Volvo sales worldwide. Ford retail sales operate under a dealership model, where dealerships
sign exclusive contracts with the company to sell Ford vehicles. At the close of 2008, Ford
operated nearly 3,800 dealerships within the United States. Approximately half of these
dealerships sold only the Ford brand, with another quarter selling Ford, Lincoln, and Mercury.1
Production of vehicles for Ford typically takes within 20 days from point of order to shipping,
meaning the firm faces little to no backlog or inventory buildup. Production is typically higher in
the first two quarters to accommodate peak seasonal demand, which occurs in the spring and
summer.

Ford Motor Company maintains its position as one of the biggest automobile manufacturers in
the world by reforming its strategies to address the issues shown in this Five Forces analysis.
Michael Porter developed the Five Forces analysis model for analyzing the external factors in
firms industry environments. Ford needs to develop policies and approaches that respond to the
most significant forces based on the external factors in the global automotive industry. This Five
Forces analysis of Ford Motor Company identifies the most important external factors and how
they impact the business, thereby also providing input for managerial decision-making.

Ford Motor Company needs to prioritize the most significant of the Five Forces, which in this
analysis is shown to be competitive rivalry. The other forces are also significant but with lower
intensities of impact on Ford.

Ford Motor Companys Five Forces Analysis

Ford Motor Companys Five Forces analysis shows that competitive rivalry or competition is the
most significant external force in the automotive industry environment. The following are the
intensities of the five forces in influencing Fords business:
1. Competitive rivalry or competition (strong force)
2. Bargaining power of buyers or customers (moderate force)
3. Bargaining power of suppliers (moderate force)
4. Threat of substitutes or substitution (moderate force)
5. Threat of new entrants or new entry (weak force)
The results of the Five Forces analysis of Ford Motor Company show that competition or
competitive rivalry is the most significant issue for the business. For long-term viability in the
automotive industry environment, Ford must prioritize strategic solutions to develop competitive
advantage. For example, innovative products can boost the companys sales performance. As
such, Ford must prioritize R&D investment to maximize innovation processes.

1. Competitive Rivalry or Competition with Ford (Strong Force)

Ford Motor Company faces tough competition. This aspect of the Five Forces analysis refers to
competing firms that influence the industry environment. The following are the external factors
that contribute to the strong force of competitive rivalry against Ford:

High aggressiveness of firms (strong force)

High exit barriers (strong force)

Moderate number of firms (moderate force)

Ford needs to compete against top players (e.g. Toyota) that aggressively innovate and market
their products. Also, the automotive industry has high exit barriers, which means that firms
would rather keep competing with Ford than to close their business, because of the high costs
and investments. Such a condition exerts a strong force of competition against Ford. In addition,
Ford must compete against a moderate number of firms, especially a few large ones like General
Motors. Based on this aspect of the Five Forces analysis, Ford must maximize its competitive
advantage to address the external factors linked to competition.

2. Bargaining Power of Fords Customers/Buyers (Moderate Force)

Fords customers significantly influence the business. This aspect of the Five Forces analysis
pertains to the effects of buyers on businesses and the industry environment. The external factors
that contribute to the moderate bargaining power of Fords customers are as follows:

Moderate switching costs (moderate force)

Moderate size of individual purchases (moderate force)

Moderate availability of substitutes (moderate force)

Ford Motor Companys customers face moderate switching costs, which are the consequences of
moving from one firm to another. In this case, customers can easily transfer to other firms,
although infrequently because automobiles are big-ticket items. Also, each purchase of Fords
products is moderate in terms of its price and contribution to the companys revenues. Thus, even
a small change in customers demand can have significant consequences on Ford. In addition, the
moderate availability of substitutes gives customers the option to move away from Ford. Thus,
Ford Motor Company must maximize customer satisfaction to address the external factors in this
aspect of the Five Forces analysis.

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3. Bargaining Power of Fords Suppliers (Moderate Force)

Suppliers exert moderate influence on Ford Motor Company. The impact of suppliers and their
demands on firms are considered in this aspect of the Five Forces analysis. In Fords case, the
following external factors contribute to the moderate bargaining power of suppliers:

Moderate overall supply (moderate force)

Moderate population of suppliers (moderate force)

Low forward vertical integration (weak force)

The moderate overall supply and moderate population of suppliers give suppliers significant but
limited bargaining power on firms like Ford. Also, most of these suppliers have low forward
vertical integration, which means that they do not own or control the distribution and sale of their
products to Ford. The suppliers bargaining power is further weakened because of Fords
backward vertical integration through the Ford River Rouge Complex. Through the Complex,
Ford produces some of the materials it uses to manufacture cars and related finished products.
Thus, this aspect of the Five Forces analysis shows that Ford must consider the significant but
limited external factors linked to suppliers effect on the business.

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4. Threat of Substitutes or Substitution (Moderate Force)

Ford Motor Company experiences the effects of the substitutes to its products. This aspect of the
Five Forces analysis refers to the extent substitution threatens firms and the industry
environment. The following external factors contribute to the moderate threat of substitution
against Ford:

Moderate availability of substitutes (moderate force)

Moderate switching costs (moderate force)

Low performance of substitutes (weak force)

There are considerable substitutes to Fords products, including public transportation and
bicycles. However, these substitutes are not always available or appropriate in certain areas or
situations. In addition, the switching costs are moderate because, even though Fords customers
can shift to using these substitutes, they cannot easily do so when they are still paying for their
car loans. Also, in many instances, these substitutes have lower performance than Fords
products in terms of convenience and safety. Based on this aspect of the Five Forces analysis,
Ford needs to address suppliers as a second-priority external threat.

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5. Threat of New Entrants or New Entry (Weak Force)

Ford Motor Company feels the effects of new entrants on its industry environment. The impact
of new firms is considered in this aspect of the Five Forces analysis. The external factors that
contribute to the weak threat of new entrants against Ford are as follows:

High capital costs (weak force)

High cost of doing business (weak force)

High cost of brand development (weak force)

Companies like Ford commit to huge spending to set up and maintain their businesses and
facilities. These costs are a barrier to entry that weakens the threat of new entrants. In addition, it
is costly to develop a strong brand comparable to Fords, thereby making it difficult for new
entrants to effectively compete against industry giants. Based on this aspect of the Five Forces
analysis, external factors present only a weak threat against Ford.

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REFERENCES
ASSIGNMENT 1

http://management.atwork-network.com/2008/04/15/mintzberg%E2%80%99s-10-

managerial-roles/
http://www.free-management-ebooks.com/faqld/leadmodels-01.htm
https://iedunote.com/mintzbergs-10-managerial-roles

ASINGMENT 2

http://panmore.com/ford-motor-company-five-forces-analysis-porters-model
http://economics-files.pomona.edu/jlikens/SeniorSeminars/oasis/reports/F.pdf
Dobbs, M. (2014). Guidelines for applying Porters five forces framework: a set of

industry analysis templates. Competitiveness Review, 24(1), 32-45.

Ford Motor Company (2015). Supporting One Ford.

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