In the cross and Firestone-Bridgestone tax return there were very various somatic cultures at odds with one another. As a U.S telephoner, intersection was wedded to open communications and sharing nurture with the media and presidency authorities. Firestone-Bridgestone is a Japanese owned bon ton and was not accustomed to sharing information about their product with anyone. This do the investigation and resolution of the run over failures very difficult for the cut across beat back Company. Ford?s CEO, Jac Nasser, assembled a group of people who were devote to nothing other than problem lick 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 too embarked on a fall of all tires still in the field and replaced them withou t any aid from Firestone-Bridgestone. Outcomes from the way the Ford travel Company handled this issue were two substantiative 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 necessary to rectify the issue.
However, on the negative side the issue damage 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 social club to use the tires available for replacements. Jac Nasser lost his job as! CEO of Ford as his solution to rectify the issue cost the company dearly. habitual ElectricJack Welch former CEO of habitual 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: OrderCustomPaper.com
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