F: Summary for FORD MOTOR CO - Yahoo! Finance
Ford Motor Company engages in the manufacture and distribution of automobiles, as well as in financing and renting vehicles and equipment. It operates in two sectors, Automotive and Financial Services.
Amazon.com: The Ford Century : Ford Motor Company and the ...
The Ford Model T changed the way America lived-almost everyone could now own a car. And when Henry Ford devised the assembly line method of car building so that more Fords could be produced, American industry was also changed. Next year marks the 100th anniversary of the founding of Ford Motor Company, and this large-format visual history of the company is tied to the planned worldwide celebration. Banham, a business journalist and book author, writes engaging text that is certainly not overshadowed-but, instead, supported-by the vast illustrations. More than 500 photos have been culled from private collections and the Ford archives, and they are used to great effect as Banham charts the growth of one of the most significant companies in the world. Of particular delight is the "Special Collectors Section," which profiles 25 "vehicles that have generated excitement and inspired passion," from the 1914 Model T to the 1991 Explorer.
Another swing of the pocketbook - US Business - MSNBC.com
The AFA, the nonprofit group run by the Rev. Donald Wildmon, criticized Ford for donating money to gay-rights organizations (Ford offers to give up to $1,000 to the Gay and Lesbian Alliance Against Defamation for every Jaguar and Land Rover it sells to a member of GLAAD, the company said this week).
Grassroots Leadership - Ford Motor Co.
And, of course, there is the legacy of success itself - a legacy that still resounds through the industrial economy. Massive scale yielded massive economies, which yielded competitive advantage. But, as the organization grew larger, individual jobs became granular and focused. Just as old Henry's assembly line parceled an intricate manufacturing operation into discrete tasks, executives at Ford and other companies cleaved their businesses into smaller product groups, then into functional units. If you worked at Ford, you were a Lincoln man or a manufacturing guy; your allegiance and your thinking ended there. The Ford business model perpetuated stability, and, as long as the universe remained in order, it worked reasonably well. But, as Ford steers into a technology-driven global economy, its weaknesses are becoming evident. Of course, the company is still making money: Profits in 1999 hit an all-time high. But those profits resulted mostly from truck sales, and were made mostly in the United States and Canada. Elsewhere, Ford is sagging. It faces dramatic industry overcapacity and near-flat worldwide demand. As a result, its stock is now trading at less than 10 times its earnings - just one-third the multiple accorded the Standard & Poor's 500 as a whole. Ford's CEO, Jacques Nasser, 52, argues that the company has become too rigid, too slow. To keep pace with the competition, he believes, it must find new ways to innovate - and fast. How do you start a revolution? You train revolutionaries. Ford has always attracted and nurtured capable managers and technicians, but it has failed to do the same for change agents and leaders. So, as part of the automaker's cultural overhaul, Ford is embarking on a sweeping attempt to mass-manufacture leaders.
The Ford Motor Company and the Third Reich
For instance, when a new plant was constructed in Cologne in 1931, the business faced immediate criticism because its owners were Ford's American company and British subsidiary, most of its directors were foreigners, and its exports were limited. The advent of a Nazi government in 1933 only exacerbated Ford's problems with nationalist sentiments in Germany. The company became alarmed by slumping sales and responded by trying to placate the Nazi government. But it remained an isolated and marginalized business, despite Hitler's personal admiration for the anti-Semitism of Henry Ford (1863-1947) and the mass production techniques Ford had made famous. Faced with the passage of time, many of the individuals suing Ford - and many men and women who endured similar adversity - feel that history has given insufficient legitimacy and credence to their suffering. For them, the lawsuit is an instrument to ensure that their past afflictions will be recognized and acknowledged both in the history books and by the general public. The timing of the suit is not accidental. It is occurring in a particular period: many aging Holocaust survivors are dying, and Germany's political leadership and citizenry appear determined to relegate the Holocaust to the margins of their society's consciousness. In the Thirties, the management of Ford's German subsidiary felt so threatened by the hostility of the Third Reich that it consistently sought to ingratiate itself with the Nazi regime in order to keep the company viable. The importance of the government's good will for the Ford subsidiary's prosperity cannot be overstated; it became apparent as early as 1936, when Ford in Germany was denied certification as a national producer, a certification necessary if it was to be awarded government contracts for manufacturing. With such contracts steadily growing to constitute the vast majority of all sales in Germany, denial of certification was a grievous blow to the subsidiary.
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