My forty years with Ford by Charles E. Sorensen
By Charles E. Sorensen
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Its operations were intricate, yet experts were distrusted and virtually all executives came up from the ranks. When the music was not written, we improvised. When it was written, we had no time to learn to read—we played by ear. Judged by present-day standards Ford management was loose, ec centric, and as helter-skelter as a northwoods lumber camp. I shall abstain from claim or denial that such an organization would work today. My point is that no other would have done the job then, and my purpose is to indicate how it worked.
8) Judgment. (9) Common sense. (10) Good health. Men with four or five of these good qualities are rare; those with six or seven are almost nonexistent. So, an organiza tion needing all these qualities in the aggregate must make some division of the responsibility load. Division of the re sponsibility load and functional responsibility are the basis of today's industrial management. They make possible the large- scale decentralization and specialization characteristic of mod ern American business.
2) Brains. (3) Education. (4) WHAT MADE FORD ORGANIZATION TICK? 43 Special technical ability. (5) Tact. (6) Energy and Grit. (7) Honesty. (8) Judgment. (9) Common sense. (10) Good health. Men with four or five of these good qualities are rare; those with six or seven are almost nonexistent. So, an organiza tion needing all these qualities in the aggregate must make some division of the responsibility load. Division of the re sponsibility load and functional responsibility are the basis of today's industrial management.