Introduction

Management information system (MIS) become a pivotal to an organization in supporting as

a tool to achieve its vision and mission. Information systems gain their importance by processing the
data from company inputs to generate information that is useful for managing the operations. MIS
not only include software systems, but the entire set of business processes and resources that are
used to pull together information from functional or tactical systems. The available data from the
system is used by the organization in various way to help the business in managing, executing,
delivering and maintaining all the activities involved in the business. The entire system is designed
to assist the organization take the right decision and actions to meet its strategic and tactical goals.
MIS combines information from multiple systems. These help management staffers better
understand their own departments’ contributions.

Manager who’s aiming to improve has to establish a broader perspective with the help of a
great MIS. The questions or actions should directly relate to tactical or strategic goals. This mean
that the MIS is integrated into the managerial functions. It sets clear objectives to ensure that the
MIS focuses on the major issues of the business. The manager has to establish a broader perspective
with the help of a great MIS. Therefore, an MIS can track the complete organization within the
organization and enable an easier method for analyzing independent processes. These processes
consist of organized work activities information and knowledge to produce valuable products or
services. By integrating an information system, a company is following the latest business trend. It’s
a great way to speed up the progress of the company. The company no longer spend a lot of time and
money on unnecessary activities rather put the focus on the main goal ahead.

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Firm Profile

Henry Ford, the founder of the Ford Motor Company, was born on a farm near Dearborn,
Michigan, in 1863. He had a talent for engineering, which he pursued as a hobby from boyhood, but
it was not until 1890 that he commenced his engineering career as an employee of the Detroit Edison
Company. In his spare time, Ford constructed experimental gasoline engines and in 1892 completed
his first gasoline buggy. Dissatisfied with the buggy's weight, he sold it in 1896 to help fund the
construction of a new car. Ford's superiors at the electric company felt his hobby distracted him from
his regular occupation and, despite his promotion to chief engineer, he was forced to quit in 1899.

Shortly afterwards, with financial backing from private investors, Ford established the
Detroit Automobile Company. He later withdrew from the venture after a disagreement with
business associates over the numbers and prices of cars to be produced. Ford advocated a business
strategy which combined a lower profit margin on each car with greater production volumes. In this
way, he hoped to gain a larger market share and maintain profitability.

Independently in a small shed in Detroit, Henry Ford developed two four-cylinder, 80-
horsepower race cars, called the 999 and the Arrow. These cars won several races and helped to
create a new market for Ford automobiles. With $28,000 of capital raised from friends and
neighbors, Henry Ford established a new shop on June 16, 1903. In this facility, a converted wagon
factory on Mack Avenue in Detroit, the Ford Motor Company began production of a two-cylinder,
eight-horsepower design called the Model A. The company produced 1,708 of these models in the
first year of operation.

The Ford Motor Company was sued by the Licensed Association of Automobile Manufacture
an industrial syndicate which held patent rights for road locomotives with internal combustion

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engines. Ford responded by taking the matter to the courts, arguing that the patent, granted to George
B. Selden in 1895, was invalid. During the long process of adjudication, Ford continued to
manufacture cars and relocated to a larger plant on Piquette and Beaubien Street.

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Business Start-up

Ford established its presence in then Malaya, in 1926 and in four years began assembly
operations in Singapore. In 1972 the Ford Motor Company of Malaya was incorporated. In 1981, in
response to Malaysia's New Economic Policy a 49% stake was sold to Pernas Sime Darby. With a
required reduction in equity to 30% in 1984, Ford withdrew operational involvement. Direct
participation recommenced in 1996, and in 2000 Ford became a 49% shareholder in Ford Malaysia.

The Ford name has always been held in high regard by Malaysians. Whether the passenger
cars of the 70's, and 80's or the more current Ranger pickups, and Escape and Everest SUVs, Ford
has retained a reputation for building high quality, safe and good performing vehicles. Ford
dealerships and outlets are located at strategic locations throughout the country, including its
flagship facility located next to the Federal Highway in Kuala Lumpur. All dealerships are being
upgraded to this corporate Brand at Retail standard and include service facilities and processes to
meet future technology needs.

To meet production demands, over 600 staff work in the Ford Malaysia plant at Shah Alam.
Ford quality manufacturing standards and operating processes are being applied to drive
improvement and deliver global vehicle quality. The Ford Malaysia team is focused on reducing cost
and driving change through shop-floor empowerment and process stability. At the same time Ford
Malaysia is a manufacturer that improves the quality of life in multi-ethnic and progressive Malaysia
through work-force and community-based programs.

Major key milestones of its development and achievements.

 1909 First unit of Ford (Model N) imported into Malaya

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1926 Ford Motor Company of Malaya Limited was incorporated in Singapore, importing Ford
Model T cars. Wearne & Co. appointed as the Ford Dealer by Ford Canada. Wearnes went on to
become dealers for many franchises in Malaya and Singapore and established assembly plants in
both countries in the mid'60s.

 1930 Assembly of Semi-Knocked Down vehicles began in Singapore

1941 The first Ford assembly plant was established in Bukit Timah in Singapore. Full body
assembly commenced. Singapore surrender to the Japanese was signed in this plant (February 15,
1942). Plant recommenced commercial production in April 1947.

1965 Singapore separated from Malaysia

 1967 Malaysian Government implemented an automotive industry policy that provided for
local assembly of cars, and restricted the importation of CBU vehicles from the Ford plant in
Singapore.

 1968 Ford Motor Company, USA (Ford) entered into a 10 year dealer assembly agreement
with Universal Cars and Associated Motor Industries of Malaysia (Both wholly owned
subsidiaries of Wearnes Brothers Ltd). Wearnes Brothers Ltd was involved in importing,
assembling and distributing Ford motor vehicles in Malaysia.

 1972 Ford Motor Company of Malaysia Sdn Bhd (Ford Malaysia) was formed as a
subsidiary of Ford U.S.A. (100% Ford owned). A marketing office in Kuala Lumpur and a
parts and accessories store in Shah Alam were established.

 1979 Ford Malaysia was granted government approval to operate, assemble and distribute
Ford motor vehicles in Malaysia. Ford Malaysia bought out including its assembly plant
(formerly a wholly owned subsidiary of Wearnes Brothers Ltd).

 Ford Malaysia took over the distribution and assembly businesses (Associated Motor
Industries of Malaysia Sdn Bhd - AMIM) from Wearnes Brothers Ltd.

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  1981 Ford and Pernas Sime Darby entered into a joint venture agreement for Pernas Sime
Darby to acquire 49% of Ford Malaysia.

 1984 Ford Malaysia changed its name to AMIM Holdings Sdn Bhd (AMIM). Pernas Sime
Darby increased its equity to 70% in line with the New Economic Policy for Malaysia.

 1988 The ownership of AMIM was restructured. The Pernas Sime Darby 70% equity interest
in AMIM was sold to Tractors Malaysia (a subsidiary of Sime Darby Berhad). Ford
continued to hold 30% equity.

 1999 (September 8) The ownership of AMIM Holdings was restructured with Ford acquiring
49% equity. AMIM Holdings name was also changed to Ford Malaysia Sdn Bhd. 2004 Ford
Malaysia becomes the first Malaysian automotive assembly plant to achieve the ISO/TS
16949:2002 quality management system certification from RWTUV (Rheinisch-
Westfalischer TUV), an international certification body in Europe.

 2008 Sime Darby AutoConneXion Sdn Bhd, which comes under the Sime Darby Motors
network, took over from Ford Malaysia as the sole distributor of all Ford vehicles in
Malaysia.

 Ford heritage

As with most great enterprises, Ford Motor Company's beginnings were modest. The
company had anxious moments in its infancy. The earliest record of a shipment is July 20, 1903,
approximately one month after incorporation, to a Detroit physician. With the company's first sale
came hope - a young Ford Motor Company had taken its first steps.

 Mass Production on the Line

Perhaps Ford Motor Company's single greatest contribution to automotive manufacturing

was the moving assembly line. First implemented at the Highland Park plant (in Michigan, US) in
1913, the new technique allowed individual workers to stay in one place and perform the same task
repeatedly on multiple vehicles that passed by them. The line proved tremendously efficient, helping
the company far surpass the production levels of their competitors-and making the vehicles more
affordable.

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  The First Vehicles

Ford insisted that the company's future lay in the production of affordable cars for a mass
market. Beginning in 1903, the company began using the first 19 letters of the alphabet to name new
cars. In 1908, the Model T was born. 19 years and 15 million Model T's later, Ford Motor Company
was a giant industrial complex that spanned the globe. In 1925, Ford Motor Company acquired the
Lincoln Motor Company, thus branching out into luxury cars, and in the 1930's, the Mercury
division was created to establish a division centered on mid-priced cars. Ford Motor Company was
growing.

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Business Problem

Technology Factors

Expensive computers, and the need to have a FORD employee program the computer,
centralized computing in one department where the mainframe was the centrepiece of the operation.
In the 1970s the development of smaller computer systems (e.g. minicomputers) made it possible for
user departments, which had specialized functions such as research or development, to acquire some
of their own computer equipment. In fact mid-sized and small computers are often referred to as
departmental computers to signify their use by user departments rather than CMIS. Nonetheless, in
terms of the total volume of computing being conducted, FORD easily remained the major
information systems organization during the 1970s.

Organizational Factors

The primary issue is the performance of FORD as perceived by users. A survey by The
Partnership for Research in Information Systems Management or PRISM illustrates the type of
disenchantment users experience with FORD. The survey found that 75% of users, who had acquired
their own systems, cite unsatisfactory performance by FORD as the most important factor in wanting
their own system. These users also justify their independent systems on the grounds that they can
produce systems more quickly and better tailored to their needs than FORD. Furthermore, functional
managers perceive FORD as unresponsive to their needs. Adding to the Duties of User Departments.
The most pronounced change for user departments is the opportunity to develop their own
information systems. As Allen observes, users are in a better position to evaluate and acquire their
own information systems than CMIS. Specific information systems functions will fall to
departmental staff with more specialized training in the discipline - tasks familiar to FORD such as
planning strategic departmental information systems, determining information needs, obtaining
hardware and software within guidelines established by CMIS, assessing whether systems are in

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conformity with regulations and policies, and evaluating the exposure of risk from information
systems failure. Restructuring the Role of FORD, a change in FORD duties appears inevitable.
Planning and Standards Development FORD is the most reasonable place to locate the information
planning and control responsibility for the organization.

Technical Leadership

The background and experience of the professional FORD staff is particularly well suited to perform
the technology tracking function within organizations.

User Support

The change in user department FORD roles places a greater responsibility on FORD in the area of
user support. The establishment and maintenance of local area networks represents another area for
user support.

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Technology-based solution

Computer Operations

A viable data centre operating the mainframe and ancillary equipment will remain an integral part of
FORD. It is noted that there is a controversy over the future of the mainframe and visualizes its
eventual replacement by PCs. In the future, PCs will can run the applications that are now run on the
mainframe. However, for the immediate future, mainframes will be part of the information
architecture of large organizations.

Systems Development and Maintenance

Although there will be a decrease in systems development work, the manpower required for systems
maintenance is expected to increase. On the other hand, it creates a personnel problem within FORD
since systems maintenance is perceived by FORD professionals as de-motivating, low level work.

The Situation in State Governments

Most states have drawn up an overran state-wide plan for information systems. Furthermore,
progress in preparing privacy and security plans within state governments are minimal.
The growing importance of user training in state governments is reflected in the percentage of
FORD resources devoted to this function. (Currie, 1999)

Managing the Transition

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As users take control of their own systems and MIS decentralization proceeds, employees in FORD
become less sure of their futures. User departments will be staffed with people, possessing not only
technical skills in their functional area of responsibility, but with a proficiency in a second
discipline, MIS. Managerial issues also need to be addressed including overcoming resistance on the
part of FORD to the decentralization of the MIS function and changing traditionally defined MIS
jobs.

As user departments assume responsibility for MIS professionals, it is appropriate to ask whether
MIS personnel can be handled the same way non-MIS personnel are supervised or should
departmental administrators be prepared to modify their management style? The motivational
patterns are similar for MIS and non-MIS personnel within each of three occupational groups
(Clerical, technical and managerial).

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Addressing the challenges

To initiate the process, HRD needs to communicate with FORD and user departments to
ascertain the extent to which the MIS role is changing. A working group with representation from all
involved departments and HRD create, problem solve and manage an action plan. Determining the
type and number of MIS positions required for each Department. Creating job descriptions and a
salary structure for new positions. Matching current staffing versus needs and identifying areas of
under and over staffing. Developing training and development plans. Beyond the technical training,
a plan to "socialize" individuals who transfer to a new department need to be considered. As the
program evolves HRD should also be sensitive to the need to hold team building exercises within a
department when appropriate.

Discussing with current staff their interest in a career change. In many cases individuals lack
an understanding of the career choices within their present position and, even if they choose not to
take on new responsibilities, they will profit from an understanding of their current options.
Individuals opting for a career change need to be fully informed regarding the training needed and
sources for the training (e.g., in-house or through outside organizations). Instituting and monitoring
individual plans. No matter how carefully thought out a plan may be, it does not guarantee success.
HRD should retain contact with transferred individuals and depending on circumstances; HRD may
wish to sponsor workshops which address problems or successful outcomes. (Henderson, 1986).
Marketing has gone online. It has taken many forms, and Ford has effectively utilized service
companies that help retailers sell cars and manufacturers build brands through marketing,
advertising, and customer relationship management tools and programs. Ford has strived to create a
direct online presence through recent alliances made with America Online Inc. and Yahoo Inc.
Ford's marketing strategy is extremely integrated with product development.

An information technology called Focal Point collects data from customers and in turn
allows Ford to make better conclusions about data and gives greater capability to focus on specific
groups in the marketplace. (Barkholz, 2005). The luxury vehicle segment has grown more

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competitive, yet maintains large profit margin potential. American buyers have been showing
increased interest in European and Japanese manufacturers. A study in 1990 revealed 11% of
Americans wanted to purchase European luxury cars, a number that has increased to 23% in 1999.
(Barkholz, 2005) The Sport Utility Vehicles (SUV's) segment has emerged as one of today's hottest
markets through its increased sales.

North-American consumers in higher income brackets are choosing, with increasing

frequency, to put SUV's in their garages. Minivans market share was 8% in 1998, which was down
12% from 1991. (Barkholz, 2005) This is a result of a shift in consumer demand away from these
vehicles. Overall market analyst consensus is that minivans have entered the mature stage of the
product life cycle. Pick-up trucks, uniquely American vehicles that span all of the consumer target
markets, show good potential for domestic manufacturers. In 1980, Ford introduced the Escort,
which was their first attempt at a car that could be globally marketed. The 80's were also the decade
in which the Taurus made its first appearance. Ford then developed the "global car" referred to as
CDW27. (Barkholz, 2005) It was a highly sophisticated car that sent all over the world with only
slight modifications for various regions. In 1987, Ford earned record profits of $4.63 Billion and
three years later they suffered their largest one-year loss of $2.3 Billion. (Barkholz, 2005)

Ford is striving to make advances that will keep it competitive in a global market during the
information revolution. Ford has product lines whose breadths and depths make it possible to reach
all target markets. Ford has shown a steady pattern of sales growth from 1994 onwards, growing at
5-7% each year. (Barkholz, 2005). These days, luxury has taken on the mass market. The Americans
are even getting into the six-figure game. Ford Motor Co.'s Ford GT, derived from the world-beating
GT 40 of the 1960s, will sell for more than $100,000.

It shows Ford competitiveness in mass marketing. (Barkholz, 2005) Ford offers competitive
luxuries and markets it through both primary and secondary sources. The strategy of Ford is to touch
every segment. Ford Motor Company, of late, has named Witeck Combs Communications, Inc to
craft market strategy for gay and lesbian consumers. Ford motor company is actively pursuing this

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niche market of more than 14 million consumers, with a buying power estimated to be more than
$450 billion, by developing a tailored message to speak directly to this consumer segment. HRD
should retain contact with transferred individuals and depending on circumstances; HRD may wish
to sponsor workshops which address problems or successful outcomes.

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Conclusion

In state governments the transition from a FORD controlled environment to a user dominated
environment is occurring. An early step in this process is for HRD to join forces with FORD and the
user departments. In a joint enterprise HRD can be instrumental in identifying career paths and
opportunities for both FORD professionals and user personnel. Ford, as a company, has devoted a
significant amount of time and money in improving quality within their operations as well as their
products.

They recognized the foreign car makers were perceived to be much more technologically
advanced and had achieved a level of quality that American car makers had not. Ford also realized
they were unable to keep up with the quickly changing technologies and unable to meet the demand
for new and innovative car designs. By focusing on Quality, Ford is now able to react more quickly
to consumer demands because they can produce their product more efficiently without sacrificing
product standards.

Ford is very effective at targeting their advertisements for their viewing audience. When
developing advertisements for the Ford Probe, Ford consulted with a psychologist who bases product
colour advice on the theory that certain colours and shades appeal to woman more than men. Based
on the recommendations offered by the psychologist, Ford ran advertisements with hot red coloured
cars for men and cooler coloured cars for woman. Through their advertisements, Ford is announcing
that they have achieved a high level of quality and their products are technologically advanced. They
are running advertisements which don't necessary focus on a specific make or model of a Ford
vehicle.

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Reference

Website

1. https://www.sdacford.com.my/about-ford-in-malaysia/corporate-information/about-ford-in-
malaysia
2. https://www.sdacford.com.my/technology
3. https://en.wikipedia.org/wiki/Ford_Motor_Company
4.

Book

1. Allen, B. (1987) "Make Information Services Pay Its Way". Harzard Business Review, 65
(January-February).

2. Barkholz, David. Ford Motor. Automotive News, 2005, Vol. 80 Issue 6169.

3. Bennis, Warren (1967) "Organizations of the Future, "Personnel Administration, 30

(September-October).

4. Chappell, Lindsay; Truett, Richard. Ford Motor makes peace with suppliers. Automotive
News, 2005, Vol. 80 Issue 6169, p1-40.

5. Currie, Wendy; Galliers, Bob (1999) Rethinking Management Information Systems: An

Interdisciplinary Perspective. Oxford University Press.

6. Gauch, Ronald R. (1992) The Changing Environment in Management Information Systems:

New Roles for Computer Professionals and Users. Public Personnel Management, Vol. 21.

7. Henderson, John C. and Michael E. Treacy (1986) "Managing End-Use Computing for
Competitive Advantage." Sloan Management Review, 28.

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