Henry Ford built a car for the American everyman--putting the market, the method, the policy together where others failed. The Ford method (Fordizatsia in Russia), introducing the concept of mass production, the assembly line, lower prices for an ever-widening market, was to assume the stature of an industrial philosophy. Ford built a billion-dollar enterprise, yet in refusing to break with the Model T design from its introduction in 1908 to its withdrawal in 1927, by assuming despotic control of the Ford Motor Company, he effectively destroyed his own creation.In this book Anne Jardim traces the progression from success to failure by cautiously yet rigorously examining the personality of Henry It was Henry Ford who shaped the company, Miss Jardim remarks, and it is surely valid to examine what shaped Henry Ford. She notes the crucial influence of conflicts in Ford's early history on his style of business leadership, on the precipitation, definition, attempted resolution of the problems facing his company. The issue of individual personality in business leadership is implicit in the unanswered questions of Ford's biographers, company histories, in the incomplete evaluations reached by organizational theorists on the structure functioning of the Ford Motor Company: Why as a self-proclaimed advocate of progress did Ford persist in standardized production of the Model T refuse to make any fundamental improvement in the car long after its market appeal faded? Why did he change from a capable mechanic who commanded the loyalty best efforts of his subordinates to a vindictive, arrogant, deeply suspicious man surrounded by yes men who bent reality to the Ford model? And what did the Model T symbolize for Ford? The book makes sense of such puzzling shifts inconsistent behavior in Ford's turbulent career as Miss Jardim observes Ford's fixation on the automobile, the adaptation of his vision to reality, the consequences once the perfect car had reached the people.The public Henry Ford had diverse interests singular opinions, the book describes his Peace Ship, senatorial nomination thoughts of running for president, his constant preoccupation with the farmer development of the tractor, the launching of his journal, the Dearborn Independent, coinciding with a long vicious anti-Semitic campaign, his battles with the unions, with Wall Street, with the New Deal--any authority that challenged his own. Underlying all of these elements the author finds a consistent pattern of motivation action. Her analysis of this pattern sheds light on the Ford Motor Company's growth its decline, its managerial structure its strategy; her study defines a style of leadership, which, although unique, may well apply to the behavior of other men the course of other large organizations.