Task 1

Robert L. Katz (1995) proposed that effective managers need to have three basic skills to
perform well. These are technical, interpersonal and conceptual skills. The use of these skills
will be different for various levels of managers. Each skill is used at various levels of managerial
hierarchy and is important in the career growth of a manager.

Technical skills refer to the ability and knowledge in using the equipment, technique and
procedures involved in performing specific tasks. These skills require specialized knowledge and
proficiency in the mechanics of a particular job.

This skill is required for first-line managers as they are the ones who are working in the field.
For example, in a car workshop, let’s consider the automotive technician or mechanic as a
lower-level manager. The basic role of a mechanic is to diagnose and fix problems with different
types of cars. His duty might include tasks like changing engine oil, checking fluid levels,
inspecting tires, repairing brakes and so on. For doing so, he must have enough knowledge and
proficiency about the cars. Thus, he can apply his theoretical knowledge in real life situations on
a daily basics. If everyone has effective technical skills in his respective field, he will be
successful in his career throughout the life.

Human skills refer to the ability to work with, understand and motivate other people
individually or in a group. It is concerned with understanding people.

Conceptual skills It involves the ability to see the institution as a whole. It involves
understanding the relationship between various elements of the organisation, having
awareness about the functions of the organisation and an ability to visualise how change in one
part will have the effect on the organisation as a whole. This skill helps in taking decisions. The
correctness of the decision depends on conceptual skill of the person. This skill is required for
creating vision and developmental plans of the organisation. It also involves ability to work on
hypothetical situation. Conceptual skill are most required for top level managers as they are
responsible for framing and implementing the policies for welfare of organisation and less for
middle level managers.
Traditional Organization

Traditional organizations have a hierarchical structure. This signifies that the organization's
power flows both vertically and upward. The organization is often structured like a pyramid
with the CEO at the top, managers in the middle and staff at the base. Each employee has a
specified role and responsibility. All employees must follow a chain of command, with higher
positions providing more value to the organization. Each department has its own departmental
head, whose responsibility is to report to the Manager (Dutta, 2020).

New Organization

This type of organization believes on network partnerships and collaboration to achieve

outstanding achievements for their organization (Indeed Editorial Team, 2022). A new
organizational structure promotes more employee flexibility and reduces centralized power
(Sherman, 2019). This organizational structure removes departmental boundaries between
employees and have them work on projects together in pursuit of the business’s goals
(GraduateWay, 2023).

The following table is some of the key points of the comparison of traditional and modern
organization.

Title Traditional Organization Modern Organization

Type Stable Dynamics
Flexibility Inflexible Flexible
Point of Focus Job Oriented Skill Oriented
Task Orientation Style Individual Team Oriented
Employment Type Permanent Jobs Temporary Jobs
Relationship Tall Hierarchy Flat Hierarchy
Workdays and working Workdays Defined Flexibility in workdays and
Time workplace

In my chosen organization, Ford Motor Company operates with a matrix organizational

structure, which is a combination of two or more types of organizational structures (Organimi,
2023). Ford has a traditional hierarchy in its organizational structure. Executive Vice Presidents
report to the CEO and middle managers report to their respective executive vice presidents.
This type of structure supports traditional business management approaches which lead to
effective top-down control. On the other hand, they intend to develop a new product, all the
operational departments collaborate together to finish the project. Thus, Ford’s matrix
structure combines functional departments with product groups on a project basis.

Task 2
(a) SWOT analysis of Ford Car Company

Strengths Weaknesses
 Iconic brand with strong  Overreliance on North American
recognition market
 Dominant in U.S. truck segment  Behind in the electric vehicle race
 Global presence with large-scale  Recurring quality issues and
operations vehicle recalls
 Extensive U.S. dealership network  High debt and complex corporate
and robust R&D investment structure

Opportunities Threats

 Rising demand for trucks and  Intense competition from both

SUVs traditional and new players
 Expanding electric vehicle lineup  Vulnerability to economic
 Potential in autonomous driving downturns
tech  Supply chain volatility affecting
 New revenue streams from digital production
services and strategic partnerships  Increased costs due to material
prices and regulatory compliance

Strengths

Ford is a renowned American company with a long history dating back to 1903. It conveys brand
equity and customer trust that have been created over decades. Ford's F-Series pickup trucks are
the most popular automobiles in the United States. The corporation commands a 40% market
share in the pickup truck industry. Ford employs over 180,000 people and sells cars in more than
100 countries. This global size brings cost savings and diversification. Ford has over 3,000
dealerships countrywide, ensuring widespread access to sales and servicing assistance. Ford
invests extensively in research and development, investing $7.8 billion in 2022. This enables Ford
to develop and remain competitive.

Weaknesses

Ford generates more than 60% of its sales in North America, putting the corporation exposed to
regional decreases. Ford has slipped behind competitors in introducing enticing electric vehicles to
the market. This might have an impact on future revenue if the industry changes to electric
vehicles. Ford has recently had car quality issues, resulting in recalls and a negative impact on the
brand's reputation. Ford owes around $108 billion, which limits its financial freedom.

Opportunities

As petrol costs fall, the desire for lucrative trucks and SUVs rises, which plays to Ford's strengths.
Ford intends to make considerable investments in electric vehicles, with the goal of having 50% of
its sales be electric by 2030. This enormous market gives a growing opportunity. Ford purchased
autonomous car firm Argo AI in 2017 and is poised to lead self-driving vehicles as the technology
advances. Services such as subscription packages and mobility solutions generate recurrent
revenue in addition to car sales. Partnerships, acquisitions, and partnerships can provide Ford with
new technologies and capabilities.

Threats

The car business is intensely competitive, with newcomers like Tesla and established rivals like
General Motors and Toyota challenging Ford's market dominance. As a consumer cyclical, Ford's
sales are susceptible to economic downturns when purchasers postpone large-ticket purchases.
Shortages of semiconductors, raw materials, and other components have had an influence on
Ford's manufacturing volume, prices, and capacity to satisfy demand. Key commodities and
components such as steel and lithium are facing cost increases, reducing Ford's profit margins.
Tighter limits on fuel economy and vehicle emissions need continued expenditures from
automakers such as Ford.