In the cross and Firestone-Bridgestone surface there were very unalike somatic cultures at odds with one a nonher. As a U.S telephoner, intersection was wedded to open communications and sharing selective information with the media and presidency authorities. Firestone-Bridgestone is a Japanese owned society and was not accustomed to sharing information about their product with anyone. This do the investigation and resolution of the drill failures very difficult for the cross beat back Company. Ford?s CEO, Jac Nasser, assembled a group of people who were devote to nothing other than problem resolving power the issue, dealing with the media and organisation agencies. Firestone-Bridgestone was reluctant to share information on the tires which forced Ford to gather whatever information was in public open and make do their own studies on the tire failures in an effort to hear the missing pieces. Ford also embarked on a fall of all tires still in the field and repl aced them without any aid from Firestone-Bridgestone. Outcomes from the way the Ford repulse Company handled this issue were two peremptory and interdict. On the positive side, Ford remained in wide-cut standing as a U.S. automaker in the eye of the public for taking the actions indispensable to rectify the issue.

However, on the negative side the issue bell Ford many thousands of dollars, which were in part, were the responsibility of the Firestone-Bridgestone Company. Ford employees suffered for sometime(prenominal) as the company temporarily closed several manufacturing plants in give to use the tires av ailable for replacements. Jac Nasser lost hi! s job as CEO of Ford as his solution to rectify the issue cost the company dearly. habitual ElectricJack Welch former CEO of prevalent Electric turned the company into a global powerhouse, by expecting his top managers to deliver results, those that did not would not be with the company over the... If you want to obtain a full essay, order it on our website:
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