Introduction Jacques Nasser was born in Lebanon in 1949, but grew up in Australia. He joined Ford’s Australian operation as a financial analyst before he was barely 20, eager to see the world. In 1973, he came to the United States to join Ford’s North American Truck Operations and the company’s finance staff. Nasser jumped at the opportunity to travel around the world by accepting International assignments, which others avoided to places like Thailand, The Philippines, Venezuela and Argentina.
He moved back to the United States after being promoted to the key position of President of Ford Automotive Operations and finally in 1999, he became Ford’s CEO. Jacques Nasser has been portrayed as a man that possesses good and Impeccable leadership qualities. Before Nasser came on board of Ford’s Motor Co. , Ford had been a company that efficiently made cars, and in recent years at least, earned solid profits. Nasser has plans to take Ford to the forefront of the Motor industry and transform it into a nimble, flexible organization and better attuned to the International automobile Industry he sees emerging. From the very time Nasser joined Ford, he had displayed hardworking abilities, being from a modest and often intolerant surroundings as a Lebanese born immigrant in Anglo-dominated Australia.
Jacques Nasser in his quest to make ford a front-runner in the motor Industry exhibited several signs of leadership, which has made the company progress. Jacques, in addition to having a profile that includes speaking fluent English, Arabic, Spanish and Portuguese (which are all qualities that a person involved in global operations of a business should possess), also speaks the most important language that any auto executive can understand: the language of a passion for cars that is respected by both consumers and enthusiasts alike, as reported in the Detroit News. As President and Chief executive officer of Ford Motor Company, Nasser has all of the credentials that point to a natural rise to top level management of a global automaker while continuing to embrace the equities that helped him to his ascension. As a true car lover, Jacques usually drives Ford’s cars and other competitor’s cars to know their various mechanisms, how they run and any other way it could be improved. Other executives are known to be usually driven around by personal chauffeurs, while Nasser derives joy from driving himself to wherever he is going with his sport cars. In the Management textbook by Griffin, hundreds of studies have been conducted in the first several decades of this century to determine what traits a leader should possess.
Saturn Car Essay General Motors
Saturn says that they are "a different kind of company, a different kind of car." General Motors is the company that owns Saturn. Before Saturn, General Motors were barely selling any cars. They were starting to lose their business to the foreign car companies that could offer a compact car for cheaper. The reason that they said they were going into business was to offer a car for cheaper just ...
Some have said, self-confidence, intelligence, assertiveness, above average height, good vocabulary and attractiveness (which I don’t think is really necessary).
As stated by Gary Yukl in ‘Leadership In Organizations’ In creating a successful company, the leader must possess some certain characteristics like skills and expertise, behavior, Optimism, Integrity and ethics and Influence tactics. Other characteristics of successful leaders by Manuel London In ‘Leadership Development include: Track Record: Strong record of success, consistent record of bottom line results. Brilliance: Uncommonly bright, ability to solve difficult problems, or analyze complex situations. Commitment/ Sacrifice: Loyal to their company, work long hours, accept whatever assignments given. Charisma: Highly affable.
Ambition: Showed hard driving ambition. Wanted to be an executive, was willing to do whatever it took to make it happen. What Leadership theories and concepts has contributed to Jacques Nasser’s success at Ford? According to the textbook, I would have to say Nasser used the Path-goal theory of leadership. This suggests that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify to the subordinate the kinds of behavior that will lead to goal accomplishment and valued rewards. The most fully developed version of path-goal theory identifies four kinds of leader behavior.
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Behavior modification is based on the principles of operant conditioning, which were developed by American behaviorist B. F. Skinner. In his research, he put a rat in a cage later known as the Skinner Box, in which the rat could receive a food pellet by pressing on a bar. The food reward acted as a reinforcement by strengthening the rat's bar-pressing behavior. Skinner studied how the rat's ...
Directive Leader Behavior: This is letting subordinates know what is expected of them, giving guidance and direction. For example, Nasser mandated that all senior executives move into the same building to promote interaction and stimulate new arrays of thinking, when they were designing the structure of Ford’s new car operation. Supportive Leader behavior: Being friendly and approachable, showing concern for subordinate welfare, and treating them as equals. Ford credit CEO Don Winkler who has severe dyslexia recalls giving a poor presentation to the board members, and returning to his office to find Nasser waiting. Nasser then told him that he did a god job, but it could have been better.
Other executives would have patted you on the back and then said you were bad behind your back. Winkler said he was relieved to know what Nasser was thinking. (Detroit News) Also every Friday afternoon, Nasser emails all 100, 00 Ford employees worldwide, reporting on the high and low lights of his week (Worth Magazine).
Participative Leader Behavior: Consulting subordinates, soliciting suggestions, and allowing participation in decision making.
In a quest to connect with consumers, Nasser leads top executives on three day emersions in different parts of the world, hanging out with teenagers, shopping at hip stores with them to find out their likes and dislikes. He also gave every employee, a computer to enhance better communication among them. Achievement-oriented leader Behavior: Setting challenging goals, expecting subordinates to perform at high levels encouraging them and showing confidence in their abilities. Nasser said that Ford must improve poor sales in Latin America and Europe, bring transparency into the exchange of information, and he wants to see worldwide sales increase by $5 billion to $175 billion.
(Worth Magazine) Nasser has been reported of pushing top executives relentlessly towards these goals. Some of the employees said it was extremely enjoyable To work for Jacques because of the sense of accomplishment you felt afterwards. Some even complained that the pressure also leads to tension amongst employees. Nasser sets a furious pace, and expects those around him to keep up. Do you consider Nasser to be a manager, a leader or both? Nasser is both a manager and a leader because as a leader he influences the behaviors of others without having to use or rely on force. He was a well respected man who had the ability to think uniquely and differently.
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What gets rewarded gets done Psychological and behavioral explanation The nature of human behavior is, humans do things to satisfy their unmet needs in some way or the other. These needs may vary from the very basic such as hunger to reach the greater heights of life. Whatever it may be, when he realizes that some actions he takes lead to satisfy his needs, he tends to do them in a superior way, ...
As a manager, he focused on monitoring results, comparing them with goals, and correcting deviations. Leadership is necessary to create change, and management is necessary to achieve orderly results. In a recent issue of Newsweek, as reported by Keith Naughton, Nasser was fired by the chairman Ford himself, who took over the reins of the company. He retorted that Nasser created a harsh employee grading system, bought dealerships to toy with improvements and made acquisitions to diversify the car maker, all to no avail, because sales still fell and problems festered.
Nasser appeared to spend time on doing something else instead of concentrating on the nuts and bolts of the car business, which led to his demise. What would you advice a new CEO taking over Ford do, to avoid the same downfall as Jacques Nasser? Jacques always believed that when an opinion or a suggestion was presented to him by the employees, he felt no need to go over each request carefully before giving the go ahead for it. Nasser was too spontaneous. A new CEO should be more assertive, and go through every nut and bolt, to ensure quality assurance. References. Charles V.
Tines, ‘Jacques Nasser: Ford’s Engine Of Change’. Newsweek Gary Yukl, Leadership In Organization Griffin, Management. Houghton Mifflin, Seventh Edition. Keith Naughton, ‘Hit the Road, Jacques’. Newsweek Manuel London. Leadership Development Michael Pelt z, ‘The 50 Best CEOs’ Worth Magazine..
