Unit 7 Assignment: Final Paper

 (DUE Saturday 2/24 by 11:59)

In this Unit you will submit your Final Paper.

Refer to the attached document for complete details and grading rubric.

Due Date: Sunday at 11:59 pm EST of Unit 7
Points: 100

Overview:

The goal of your Final Paper is to describe how you would implement a major program
of organizational change as if you were a senior leader of the company, using one of
the following approaches:

 Total Quality Management Initiative (TQM)

 Six Sigma

 Continual Quality Improvement (CQI)

 Organizational Learning

 Kaizen

 Systems Thinking

Additionally, the Final Paper’s purpose is to draw upon as much of the course material
as possible, but specifically from Units 5 -7.

In this assignment, you will submit your Final Paper.

Instructions:

You will take the feedback left for you on your draft of your Final Paper from Unit 6 and
apply it to your Final Paper. The requirements for your Final Paper are:

 Research the initiative you select and the business. What is at issue here is how
to affect large scale organizational change. What is the company you selected
doing in this regard?

 Answer/address these questions:
o What is meant by organizational change approach selection (i.e.: TQM,

Six Sigma, etc.)?
o What specific goals do you hope to achieve with this program? For

example, improve Return on Investment, Market Share, reduction in
errors, etc

o How will these goals be measured?
o How will the program be implemented?
o How will the company be structured to achieve these results?
o How will “buy-in” by the employees be gained?

HRM335 – Organizational Behavior

Unit 7 Assignment: Final Paper, Part 5

o What is the role of leadership/management in the implementation of your
selected organizational change approach selection?

o Discuss the implications for organizational culture

 It is important that you are as specific as possible and that you use terms and
information gleaned from the text and from research! All research citations must
be in APA formatting.

 Specific, real world examples are preferred where possible (discovered by
research). For example, how did a company like Continental Airlines restructure
themselves? How do these examples reflect concepts we are studying? If you
must make assumptions to supplement the material you find, if insufficient real
world examples exist, then please identify when you have done so.

Your draft will include all of the required elements of your Final Paper:

You are expected to review the feedback left for you and incorporate it into your final
Paper that you wuill submit in Unit 7. The Final Draft will receive a grade of 0 if any of
the preceding deliverables are not turned in as directed.

Requirements:

 APA formatted using double spaced, 12 point Times New Roman font.

 APA formatted title and reference pages.

 The page length should be at least 8 pages, excluding title, abstract, or reference
pages.

 Use normal headings.

 Use of bullets acceptable, where appropriate, however, the entire work should
not be bullets.

 Graphics are fine, but no more than three which do not take up more than ¼ of
the page.

 A minimum of 3 separate citations is required.

 In addressing the questions posed, it is preferable that your paper “flow” as a
coherent narrative, rather than organizing your paper around the questions;
embed your responses to the questions in the paper.

Be sure to read the criteria by which your work will be evaluated before you
write and again after you write.

Evaluation Rubric for Unit 7.1 Final Paper, Part 5

CRITERIA Exemplary Proficient Needs
Improvement

Deficient

(15 points) (12-14 points) (9-11 points) (0-8 points)

Definition of Your
Organizational
Change Approach
Selection

Detailed and
thorough description
with definition.

Description and
definition is present,
but missing minor
details.

Description and
definition is present,
but missing key
details.

Description and
definition is
missing or poorly
presented.

(5 points) (4 points) (3 points) (0-2 points)

Information about
the Business
Chosen

Company selected
and more than 5
specifics identified.

Company selected
and 5 specifics
identified.

Company selected
with 2-4, specific
details provided.

Fewer than 2
specific details
about the
company.

Identification of
Goals and
Outcomes, with
Specific Metrics

More than 3 goals
identified, two of
which were
discovered by
research. Detailed
and contains specific
examples.

3 goals identified,
one of which is
identified through
research with some
concrete examples.

2 goals specifically
identified. Little to
no identification of
specific
measurement
criteria.

Less than 2 goals
identified.

(20 points) (16-19 points) (12-15 points) (0-11 points)

Plan for
Implementation

Provides several
specific details about
team building,
communication,
Etc. Uses concepts
such as the Yago,
Vroom, Yetton Model.

A plan for
implementation, is
present, but missing
minor details.

A plan for
implementation is
present, but missing
key details.

A plan for
implementation is
missing or poorly
presented.

(15 points) (12-14 points) (9-11 points) (0-8 points)

Discussion of
Organizational
Structure

Provides a thorough
overview of two or
more such concepts
as mechanistic/
organic
organizations, flat/
tall/matrix
organizations,
geographic/customer
differentiation, etc. A
sample org chart is
provided.

Discussion of
organizational
structure is present,
but missing minor
details.

Discussion of
organizational
structures is
present, but missing
key details.

Discussion of
organizational
structures is
missing or poorly
presented.

(10 points) (8-9 points) (6-7 points) (0-5 points)

Getting Buy-in from
Employees and
Overcoming
Resistance

Presents specifics on
such things as
organizational
socialization,
organizational
learning, training,
behavior
management and
motivational
techniques, job
analysis/design. Use

A plan for buy-in
and overcoming
resistance is
present, but missing
minor details.

A plan for buy-in
and overcoming
resistance is
present, but missing
key details.

A plan for buy-in
and overcoming
resistance is
missing or poorly
presented.

of theories and
concepts evident.

Role of Leadership Provides specific
functions of
management, for
example Mertzbergs
Theory; discusses
leadership theories
such trait theory, etc.

Specific roles of
leadership are
present, but missing
minor details.

Specific roles of
leadership are
present, but missing
key details.

Specific roles of
leadership are
missing or poorly
presented.

Discussion of the
Implications for
Organizational
Culture

Fully discusses such
concepts as artifacts,
symbols, rituals,
power and control
issues,
communication gaps
and biases. Culture
defined.

Culture is defined,
but missing minor
details.

Culture is defined,
but missing key
details.

Definition of
culture is missing
or poorly
presented.

Mechanics –
Grammar, Spelling,
WritingFlow and
use of APA Style

Writing and format is
clear, professional,
APA compliant, and
error free.

Few errors that do
not impede
professional
presentation.

Significant errors
that do not impede
professional
presentation.

Errors impede
professional
presentation;
guidelines not
followed.

Running Header: FORD 2

Unit 3.2 Assignment – Final Paper, Part 2

CeTreiva Whitmore Lockett

HRM335 – Organizational Behavior

Professor Dan Tegolini

February 1, 2020

Unit 3.2 Assignment: Final Paper, Part 2

Selected business: Ford

Selected initiative: Continuous Quality Improvement (CQI)

Introduction

The Ford Motor Company which is known as Ford is an American automobile enterprise that specializes in designing, manufacturing and selling of automobiles and commercial vehicles. The company is the second largest in the United States and fifth globally according to global fortune. One of the company’s objectives is to become the global leader in the automobile industry. However, the realization of this objective is not possible without first taking over the American automobile industry. It is evident that from the way Ford carries out its various operations, there are some areas that need improvement to perfect the products and services. One of the most effective approaches that seem to have what the company needs to make the necessary major changes that will see improved end results and customer service is the Continuous Quality Improvement (CQI).

The approach is cyclic in nature where overall performance and operations are assessed, improvement plans are designed and implemented, and the results are reassessed. The approach is applied over and over again until all the defects and errors are eliminated in the designing, manufacturing, and supply processes leading to improved quality, services, and sales. Different researchers have in the past and recently came out with quality articles that demonstrate the various ways that CQI can be used to attain long-term goals and objectives effectively. The fact that Ford has for long been unable to occupy the leading position in American automobile industry means that Ford can embrace some of these tips. The tips would assist in making the necessary large-scale changes that would enable the company to move to the next level of success. This literature review article shall analyze some articles on CQI to demonstrate how Ford can use the approach to attain the much-needed progressive change.

Literature review

Nadeem, et al, (2013) shares deep insights about CQI approach. In the article, the authors focus on necessary components that must be present to make quality improvement possible. The authors’ claims that a continuous quality improvement method is highly effective where there is teamwork, quality leadership, spirit of innovation and creativity, and finances to effect any necessary change. The authors states that the business for instance Ford in this case must start by taking into consideration the presence of the vital components that would make it possible for the approach to be applied in the first place.

The article by Nadeem et al (2013); is relevant to this initiative being addressed as well as the selected business. The more reason is that for Ford to introduce the large-scale organizational change, it requires to have the right components in place that would be collaborated in the cause of approach application. Failure to do so will lead to approach failure since the right ground was not laid. This is to mean that understanding the components necessary for a CQI and working towards their presence is an effective way of laying the right ground and creating a perfect environment for a large-scale change.

An article by Silver et al, (2016); offers great tips on exactly how to start a continuous quality improvement project. The article considers CQI as a project because it is a continuous practice that requires being perceived and handled like a project for success to be realized. The more reason is that this is the only way the business can set aside resources that would help in making the approach implementation success. In the article, Sliver states that the project starts by examining the current practices and performance for the purpose of recording the current state of the company. The team of professional should hence review what should be done to make minimal improvements.

The article by Silver et al, (2016); is highly relevant because it talks about an important and critical step in the approach. The more reason is that it is an article that described how the initially identified vital elements would be used collaboratively to kick off the project. This is important because making mistakes in the early stages have ample potential to compromise the entire effort leading to a failed mission.

Jones, (2013); is an organizational behavior management book that deals in organizational theories, designs, and change. Focusing on change, the author of the book claims that organizational growth can only be obtained if the business is positive and committed to change. The more reason is that the world of business is ever changing and for the business to remain relevant, it must embrace change as well. In the book, the change process has been extensively explained as well as how to handle change challenges for instance resistance to change. This is a reliable piece of information that any leader pursuing large scale organizational change should be aware.

The source by Jones, (2013); is hence highly relevant to the business and initiative. The more reason is that for Ford to embrace the CQI approach, the employees need to be introduced to the change and be undertaken the entire change process to promote a smooth and successful transformation. Also, in the course of approach application, leaders and employees are likely to be confronted by unexpected challenges. The information in the book provides tips that can be applied to handle any challenge.

Aquino, et al (2017) shares same insights about organizational change from the quality improvement point of view. The authors in the article narrow down from the wide organizational change concept to an organizational change that focuses on improving the quality of products and services. The source shares an interesting and educative material where it claims that large-scale change would not be done for the sake it but to attain a positive output that would place the business in a more competitive position in the market. This is a message that suits the Ford business and the desired large scale change of changing tactics that would see the business progress from the second to the leading brand in the American automobile and gradually leader in the global market (Aquino, et al 2017). The information is relevant because it provides the Ford and its leader’s information on how to make changes from a quality improvement point of view and this is what the initiative is all about.

De Groot, et al (2018); is a unique and highly relevant article that highlight the various CQI phrases and the specific quality improvement strategies that should be applied to attain desirable organizational change. In the article, the authors claim that CQI entails a continuous repetition of the same production process until the desired quality levels have been attained. It entails reviewing the first stage which is the previous practices that were applied in the last production to detect errors and areas of weakness. It is also the stage in which professionals need to be invited to share their insights and employees undertaken intensive training.

The second phase entails coming together to come up with creative ideas that should be implemented. These are ideas that can be incorporated into initial practices to make them better or have the initial practices scrubbed off and new practices implemented. The third phase entails working used the improvised or new strategies and reviewing the production process to notice the changes. The source by de Groot et al (2018); is a relevant one as per the initiative under discussion. The more reason is that it identifies the various quality improvement strategies that should be embraced in all CQI phases until desired results are obtained.

The last source is that by Altmiller, (2012); and wraps off by addressing the importance of issuing feedback as the only way to make CQI approach to have the right momentum. In the article, the author claims that when feedback at the end of the process is issued, it becomes possible to detect improvement or areas of weakness that would need improvement. The source is relevant because the CQI approach heftily relies on feedback from the previous process in order to make the necessary changes in the current process. This is to mean that Ford company employees working in all units must give feedbacks after they complete their tasks and performance because it is from these feedbacks that new resolutions to be implemented would be created.

References

Aquino, A. T. D., Silva, J. L., Melo, R. M. D., & Silva, M. M. (2017). Organizational change in quality management aspects: a quantitative proposal for classification. Production, 27.

Altmiller, G. (2012). The role of constructive feedback in patient safety and continuous quality improvement. Nursing Clinics, 47(3), 365-374.

de Groot, J. J., Timmermans, M., Maessen, J. M., Winkens, B., Dirksen, C. D., Slangen, B. F., & van der Weijden, T. (2018). Quality improvement strategies for organizational change: a multiphase observational study to increase insight into nonparticipating organizations. BMC Health Services Research, 18(1), 1011.

Jones, G. R. (2013). Organizational theory, design, and change. Upper Saddle River, NJ: Pearson,.

Nadeem, E., Olin, S. S., Hill, L. C., Hoagwood, K. E., & Horwitz, S. M. (2013). Understanding the components of quality improvement collaboratives: a systematic literature review. The Milbank Quarterly, 91(2), 354-394.

Silver, S. A., Harel, Z., McQuillan, R., Weizman, A. V., Thomas, A., Chertow, G. M., … & Chan, C. T. (2016). How to begin a quality improvement project. Clinical Journal of the American Society of Nephrology, 11(5), 893-900.

Running head: FORD 1

FORD 2

Unit 4.2 Assignment – Final Paper, Part 3

CeTreiva Whitmore Lockett

HRM335 – Organizational Behavior

Professor Dan Tegolini

February 8, 2020

Unit 4.2 Assignment – Final Paper, Part 3 Outline

· Introduction

· Introduction of the Ford Company and the Continuous Quality Improvement (CQI) approach that is to be used to implement a major organizational change. Under the section, reasons as to why the approach was selected as the most preferred as per the situation at Ford Company.

· Thesis statement

· Goals

· Improving designing, manufacturing and supply process gradually

· Improved employees effectiveness and efficiency

· Improved work environment, policies, and organizational culture

· Reducing waste and errors leading to reduced cost of production

· Higher quality end results and customer service

· Increased sales

· Increased market share

· Goals measurement strategy

· Performance appraisal

· Previous season’s sale comparison with the current season

· Comments and feedbacks from clients and general public which will be obtained through research initiatives and company online platforms

· Overall company growth analysis results

· Previous production cost comparison with current changed production process cost

· Views from employees and experts

· Program implementation

· Laying out the specifics for instance the vision and mission of the program

· Communicating the change program to the management team and making a clear presentation

· In collaboration with the management team, communicating the change program to all employees and granting them time to think about the change program, focusing on important aspects of the program for instance its purpose, goals and mission, and expected benefits

· Engaging employees to get to know their opinions, feelings, and attitude about the program

· Addressing any concerns

· Implementing the program gradually and taking employees through necessary training that can help them gain the skills needed to adapt to the needed changes

· Constantly reviewing the progress achieved in the program and appreciating the efforts being made for the purpose of maintaining focus and keeping employees motivated

· Company structure

· Current structure to remain since every department has specific responsibilities to play. Moreover, the changes to be implemented by every department in a manner that will improve the roles that they play.

· Gaining employees buy-in

· Employee’s contribution towards making the program successful more than anticipated welcomed at all stages of the cycle.

· Company to set aside ample finances for over-time payment and rewarding employees going the extra mile to ensure that the program is a success.

· Leadership/management role

· Decision-making

· Financing the program

· Making sure all department managers embrace the program and that they positively influence employees in their respective departments

· Handling conflicts

· Communicating progress clearly and effective

· Adequately compensating employees

· Updating shareholders about the program, goals, and milestones attained

· Organizational culture implication

·

The program is likely to cause alterations in organizational culture

Running head: FORD 1

FORD 2

Unit 6.2 Assignment – Final Paper, Part 4

CeTreiva Whitmore Lockett

HRM335 – Organizational Behavior

Professor Dan Tegolini

February 23, 2020

Unit 6.2 Assignment – Final Paper, Part 4: Ford

Introduction

Ford is an automotive company based in the united states. The company specializes in selling, manufacturing and designing motor vehicles. it is ranked as the fifth largest company access the world. The company focuses of coming up with strategies that would elevate its position within the industry in a positive way. Becoming a global leader in the production of automotive is the goal of the company. It is a factor that the company is keen at achieving. However, the activity takes place through the use of Continuous Quality Improvement approaches that would lead to the creation of a positive change within the management of the company in a beneficial manner. the use of organization learning is the CQI approach that the company is willing to apply in the market. it would lead to the creation of an organizational change that focuses on the company culture. Organizational learning is a CQI practice that would propel a positive organizational change in Ford.

Organizational learning involves transferring retaining and creating knowledge within the company. It facilitates the company to improve as time progresses by in a highly beneficial manner which is an essential issue if concern in this case. The goals of organizational learning is focused on the improvement of manufacturing and designing of the automotive for them to meet up the market demand that is constantly changing (Conte, 2015). It would also lead to the improvement of the rate of effectiveness among employees which leads to increased efficiency. The CQI leads to the creation of an improved working environment that make the company to be highly productive in a beneficial manner. the goals of the CQI plays an integrative part in improving the position of the company within the industry.

Goals

The introduction of organization learning in the company plays an effective part in facilitating the company to meet its goals in an appropriately defined framework. The learning process enables the company to reduce the wastes and errors that are involved in the design and manufacture of automotive. The participation of major players in this case plays an important part in this case (Gnyawali & Stewart, 2016). The CQI leads to the creation of a higher quality and customer services that would enable the company to promote its effectiveness within the country. On the other hand, the goals of the CQI entails the increase of the company increased market share which is a key market aspect that needs to be positively addressed.

Ford has a goals measurement strategy that enables the company to be fully effective in a positive way. Performance appraisal is a key metric that would be applied in this case. It enables the company to evaluate the effectiveness of organizational learning based on the performance of the employees which is a key issue of concern in this perspective. The measurement would be done by assessing the sales of the previous performance year and the current year. The sales is a key indicator that the CQI is fully effective in a positive way (Conte, 2015). A look at the feedbacks that the employees receive from the clients play in this case plays an effective role in this case. It is a performance measure that gives a positive outlook which is a key matter of concern in this perspective.

Goals measurement strategy

The measurement of the strategy is an essential issue of concern that needs to be appropriately addressed in this case. The activity entails assessing the growth analysis of the company. This is a key factor that relies on the ability of the company to clearly implement policies that are not fully effective. The production costs comparison which is an important issue of concern that needs to be appropriately addressed. Ideally, the creation of the concept is a clear concept that needs to be clearly addressed which is an essential issue of concern that needs to be perfectly addressed (Baek-Kyoo & Park, 2017). Ideally, the expert and employee view play an integrative part in the generation of the relevant concepts that leads to the correct communication goals which is an important matter of concern that needs to be addressed.

Organization learning implementation is a process that involves the participation of experts for it to be fully effective for Ford. Apparently, the vision of the program is to train the employees ion the best administrator practices that would enable the company to realize its potential. Important aspects such as innovation and marketing are some of the key issues that would be perfectly outlined in the CQI (Gnyawali & Stewart, 2016). Ideally, the adoption of positive practice would enable the company to be fully effective in the communication of its goals which is an important tool that facilitates the company to perfectly communicate its issues in a positive manner that is fully effective. Coming the change program to the management team is part of the implementation which is an effectual matter of concern that needs to be appropriately addressed as it involves several skeptics that need to be respected.

Program implementation

The implementation of the CQI needs to ensure that a perfect implementation framework is considered based on the importance of the process. Collaborating with the management of Ford is a key activity that CQI needs to apply. Granting the management, the appropriate time to understanding and think about the importance of organizational learning plays an important part in this respective case. It leads to the correct communication of company goals that are aligned with the proposed CQI (Conte, 2015). Ideally, it is a practice that is highly effective based on the positive outcome that is expected from the practice in this respective case based on the fact that issues surrounding the company which is a key matter of concern that needs to be apply through the use of the correct framework.

The engagement of the employees is a key activity that normally takes place in this framework. The activity entails addressing important tools that explains the importance of collaboration. The opinion of the employees in regard to the CQI could be applied to make predictions about its expected outcomes and the practiced that needs to be embraced to promote positive business practices within the company. Additionally, focusing on the concern that the FORD employees give in this respective case plays an important part in the promotion of positive thoughts about the change management initiative that the company wants to implement. The gradual implementation of the CQI plays an effective part in this particular case (Baek-Kyoo & Park, 2017). It leads to the creation of the appropriate training programs that reflects on the interest of the company in a positive way. Therefore, dealing with the issue leads to the correct implementation of the CQI that is likely to benefit the company.

Company structure

Ford is a company that ensures that it applies the correct management structure that enables it to be fully effective. The company applies the vertical management structure. This is because it facilitates the smooth communication process that facilitates the company to be fully effective in its communication which is an important matter of concern that needs to be appropriately addressed in relation to the issue that is being dealt with (Gnyawali & Stewart, 2016). Coming up with the appropriate company skeptics plays an effectual part as it creates the imitative measures that Ford normally focuses on achieving. The company has three top offices that entails individuals that have a decisive say in the position of the company within the industry.

Ford has respective department that play an important part in the proper communication of the company goals. the departments are arranged with respect to three categories that are important to understand in this case. The corporate hierarchy, regional geographic divisions and global functional units also plays an effectual part in this case. It facilitates the communication of the correct goals that focuses on the interest of the people in a positive way (Conte, 2015). The functional groups of the company play an effective part in the designing, innovation and manufacturing of the company items which are key issues that need to be broadly addressed based on the positive interest that they have in the general operations of the company. The corporate hierarchy is more focused on administration. Ideally, the CQI needs to focus on such factors that gives the company the required outlook which is an essential matter that needs to be perfectly understood in this case.

Gaining employees buy-in

Employees play an integrative role in the success of the CQI. Employing them to the company leads to the promotion of positive practices that needs to be positively embraced in this perspective. The activity leads to the correct communication of company goals that need to be appropriately respected. The contribution that the employees make to the program makes it more success that the anticipated outcome that is welcomed in different stages (Baek-Kyoo & Park, 2017). The employees are the key participants in the change process and their inclusion facilitates the implementation of the correct procedures that enables the company to be fully effective in the communication of its goals. the learning process needs to be appreciated by all the employees that facilitate the company to be fully productive in a positive way. Therefore, the inclusion of the employees is a necessity.

Ford have the responsible of ensuring that they set up finances for the overtime payment and rewarding the employees. This is a positive practice that facilitates the company to communicate its goals without any form of complication. It would enable the employee of Ford to be fully motivated when the CQI is implemented in the company (Gnyawali & Stewart, 2016). This is a practice that leads to the positive development of thought that facilitates the companies to be fully effective in the communication of respective conceits that reflects the positive interest of the employees. Ideally, it promotes the effectiveness of the CQI among the employees as the employees would embrace the practice quickly based on the positive returns that would come from their effective collaboration which is an important matter of concern in this perspective that needs to be respected.

Leadership/management role

Organization training would be successful depending with the leadership role that Ford would apply in this case. The activity entails the inclusion of the correct procedures which are key issue of concern that needs to be positively embraced. Decision making would depend on the top management of the company which is an effectual matter of concern. The decision that the management would make in regard to CQI determines the success of the company (Conte, 2015). Coming up with the appropriate financial program would play an important part in this case. The leadership needs to ensure that program receives the appropriate finances for it to be fully effective. Making sure that the departmental managers addresses the issue which is a key issue of concern that needs to be positively embraced. Ideally, it enables the company to be fully effective in goal communication which is essential matter of concern that needs to be perfectly embraced.

The management would also play an effective part in the management of conflicts which is a key issue of concern. The management of conflicts enables the company to be fully effective in the implementation of the CQI which is an important issue of concern that needs to be perfectly addressed based on the complication involved with the practice. The communication progress is also an effectual matter of concern that promotes positive business practices within the company that needs to be embraced (Baek-Kyoo & Park, 2017). The compensation of employees timely is also a key practice that needs to be observed in this respective. The practice entails the correct application of concepts to ensure that the company goals are perfectly communicated. Updating the shareholders on the program milestones and goals that are attained plays an effectual part in this case as it needs to be achieved.

Organizational culture implication

The organizational learning program is likely to have an implication in the organizational culture of the company. This is a key measure that is widely evident with the manner in which its is applied. Apparently, the program is likely to cases alternation in the company. This is because there would be the introduction of new concepts within the company that are likely to affect the manner in which the company coordinates its activities (Gnyawali & Stewart, 2016). This is an effectual issue that is related to the general nature of the program. The alternation of the culture might create difficulty in the management of the company resources which are key factors that need to be perfectly understood in this case.

Conclusion

Organizational learning is a CQI practice that would propel a positive organizational change in Ford. Organizational learning involves transferring retaining and creating knowledge within the company. It facilitates the company to improve as time progresses by in a highly beneficial manner which is an essential issue if concern in this case. The introduction of organization learning in the company plays an effective part in facilitating the company to meet its goals in an appropriately defined framework. The learning process enables the company to reduce the wastes and errors that are involved in the design and manufacture of automotive. Organization training would be successful depending with the leadership role that Ford would apply in this case. The activity entails the inclusion of the correct procedures which are key issue of concern that needs to be positively embraced. The management would also play an effective part in the management of conflicts which is a key issue of concern. The management of conflicts enables the company to be fully effective in the implementation of the CQI which is an important issue of concern that needs to be perfectly addressed based on the complication involved with the practice.

References

Conte, L. T. (2015). Trust and organizational learning in service businesses in the united states: A correlational study (Order No. 3688356). Available from ABI/INFORM Collection. (1673895501). 

Gnyawali, D. R., & Stewart, A. C. (2016). A contingency perspective on organizational learning: Integrating environmental context, organizational learning processes, and types of learning. Management Learning, 34(1), 63-89.

Baek-Kyoo (Brian) Joo, & Park, S. (2017). Career satisfaction, organizational commitment, and turnover intention: The effects of goal orientation, organizational learning culture and developmental feedback. Leadership & Organization Development Journal, 31(6), 482-500.