Ford Motor Company’s Stakeholder Analysis Essay

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Stakeholder Interest

In this paper, I would like to carry out a stakeholder analysis of such an organization as the Ford Motor Company, one of the largest car manufacturers in the world. My cousin works in this organization and he has agreed to share his views on this enterprise. Overall, the values of this company mostly because it offers a high degree of job security and provides adequate compensation for the job. We need to show how various groups of people affect the functioning of Ford Motor Company, and how the company affects them. The findings can be presented in table format:

StakeholderThe importance of the company for the stakeholderThe importance of the stakeholder for the company
CustomersThere are several reasons why the company is important to the customers:
  1. good price-quality ratio of the products;
  2. excellent customer care;
  3. increased reliability of Ford automobiles;
The very survival of this organization depends upon the customers’ attitude toward it.
Employees
  1. Good financial remuneration, offered by the company;
  2. Increased job security;
The company is dependent on the employees to the extent that they ensure the high quality of their automobiles. More importantly without skilled employees, the organizational performance of Ford Motor Company will decline.
Investors
  1. Ford Motor Company is a continuous source of revenue for investors.
  2. To some degree, this organization guarantees its financial stability.
The functioning of FMC is greatly influenced by the inflow of investments
Suppliers
  1. Ford is by far the major client of these companies which produce parts. Without Ford, the very existence of these companies will be in danger. At any rate, their revenues would substantially decline if Ford stops using their services (Kreipke, 2003).
Ford’s supplies provide the company with high-quality components, for instance, braking systems, software, and other car components (Faurote & Arnold, 1998, p 33). Without them, the company would not be able to manufacture automobiles at the same cost.
Government
  1. As one of the major players in the American market, Ford ensures the stability of the US economy and a high employment rate.
Governmental organizations can impact Ford through various legislative acts and regulations. In particular, the government sets the standards of financial reporting, determines the amount of compensation, paid to the employees. Most importantly, the government can either raise or reduce taxes, paid by Ford Motor Company.
Community
  1. The company’s products help to raise the standard of living in the community.
  2. This organization is one of the largest employers in the United States. Ford Motor Company as well as its suppliers provide jobs to a great number of American people.
  1. In this case, the community can be regarded as the major customer of this company. So, the financial performance of Ford largely depends on the purchasing power of these people and their attitude toward the company.

We can single out several potential conflicts of interest, which may arise between various stakeholders, for instance, if the investors and stockholders force the company to outsource some of its business processes to make the company, more profitable, this policy inevitably affects employees who could lose their jobs. Another possible conflict is the collision between the government and suppliers.

If the policy-makers force Ford to use eco-friendly technologies during the production process, the company will have to abandon many of its current suppliers. These are only potential conflicts that may occur in the future. At the given moment, the main purpose of Ford Motor Company is to raise their profitability and avoid conflicts among various stakeholders.

Reference List

Faurote F. & Arnold H. 1998 Ford Methods and the Ford Shops. New Jersey: Elibron.

Kreipke Robert. 2003. Ford Motor Company, the first 100 years: a chronological picture history of Ford Motor Company over the first century. NY: Turner Pub. Co.

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