Grassroot Leadership - Ford Motor Co.
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. It wants to build an army of “warrior entrepreneurs” — people who have the courage and skills to topple old ideas, and who believe in change passionately enough to make it happen.
Ford Motor Company announced key changes to its senior management team as it continues to strengthen its automotive business, improve the company's operational fitness, and accelerate a strategic shift to capitalize on emerging opportunities. In announcing the leadership changes, Ford President and CEO Jim Hackett said Ford Motor Company is very fortunate to have an experienced and committed executive team in place to significantly strengthen their business while building towards their vision of becoming the world's most trusted mobility company. Their objective is to lead business to new levels of operational fitness, product and brand excellence and profitability.
Ford views grassroot leadership as the best vehicle for creating a successful business.
"Ford is embarking on a sweeping attempt to mass-manufacture leaders. It wants to build an army of “warrior entrepreneurs” — people who have the courage and skills to topple old ideas, and who believe in change passionately enough to make it happen."
What did Ford Motor Company do to achieve the above objective?
Answer & explanation
Correct answer: option 1
The correct answer is Option (1) → Key Changes to Its Senior Management
Option (1) Key Changes to Its Senior Management — Correct. The passage names one step Ford took: it announced key changes to its senior management team. Ford wanted leaders who would change old ways of working, and it began at the top, with the people who lead the rest. Leadership is the process of influencing people to work willingly towards the group’s goals, so building leaders starts with who leads.
Option (2) Key Changes to Its Front-Line Managers and Technicians — Incorrect. The passage says Ford had always attracted and nurtured capable managers and technicians. They were never the problem, and no change to them is mentioned.
Option (3) Strategic shift to capitalize on human resources — Incorrect. The passage speaks of a strategic shift “to capitalize on emerging opportunities”, not on human resources. Changing that one phrase makes the option wrong.
Option (4) Improve Work-Life Balance — Incorrect. The passage says nothing about work-life balance.
Note: The passage is the NCERT case study ‘Grassroot Leadership - Ford Motor Co.’, which has been reproduced by NTA in the exam.
NCERT (2026-27 Edition): “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. It wants to build an army of “warrior-entrepreneurs” — people who have the courage and skills to topple old ideas, and who believe in change passionately enough to make it happen.”
|
