The Global Leadership of Carlos Ghosn at Nissan
1. How did Ghosn deal with Japan’s consensus-based society system? Did he make accommodations for this system? To deal with Japan’s consensus-based society system, Ghosn utilized cross-functional teams, which were made up of members from different departments within Nissan. In the cross-functional team system, each small team was required to come up with recommendations for the company. The small size and the smooth communication between each department in the cross-functional team helped managers to have quicker decision making. Ghosn embraced the cultural differences between the Japanese and himself, and did not directly change Japan’s consensus-based system. However, he found the way to help …show more content…
First, Ghosn understood that establishing a positive relationship is crucial. He walked around the entire company and met all employees in person to form a good first impression and a positive relationship with the workforce.
Second, Ghosn understood that being a good listener is important to be a successful leader. Ghosn made long discussions with several hundred managers and listened managers’ ideas to identify the problems and get their ideas for turning Nissan around.
Finally, Ghosn was not hesitant to share information transparently. Open-sharing of information between the different departments and the layers of the organization, including top, middle, and bottom management, helped all employees to be informed the company’s direction, priorities, key decisions, and visions.
3. Describe Ghosn as a leader, using at least three concepts discussed in this course. (If you have trouble with this, think about what made him successful at …show more content…
Ghosn has emphasized high-quality performance and improvement over current performance. In Japan, age, length of service, and education level are the traditional factors determining the individual’s power in the company. However, under Ghosn’s achievement-oriented leadership, the highest achievers got the highest rewards regardless of those factors that has often limited an outstanding individual’s contribution to the company. Ghosn’s performance-based management helped Nissan to fully utilize employees’ capacity regardless of their age. Also, Ghosn set the clear goal for subordinates. For example, in his speech on the company’s new plan called Nissan 180, he clearly set out the goal and the deadline for Nissan 180. This clarity in goal setting made sure that all employees understand what they need to achieve.
The second course concept is extrinsic rewards and positive motives (Chapter 8). Ghosn utilized the incentive system, which is extrinsic rewards and positive motives, to motivate employees. Employees with outstanding performance are rewarded with cash incentives and stock options regardless of their position in the company. The incentive system was less common in Japan, however, Ghosn saw cultural differences as growth
1. How did Ghosn deal with Japan’s consensus-based society system? Did he make accommodations for this system? To deal with Japan’s consensus-based society system, Ghosn utilized cross-functional teams, which were made up of members from different departments within Nissan. In the cross-functional team system, each small team was required to come up with recommendations for the company. The small size and the smooth communication between each department in the cross-functional team helped managers to have quicker decision making. Ghosn embraced the cultural differences between the Japanese and himself, and did not directly change Japan’s consensus-based system. However, he found the way to help …show more content…
First, Ghosn understood that establishing a positive relationship is crucial. He walked around the entire company and met all employees in person to form a good first impression and a positive relationship with the workforce.
Second, Ghosn understood that being a good listener is important to be a successful leader. Ghosn made long discussions with several hundred managers and listened managers’ ideas to identify the problems and get their ideas for turning Nissan around.
Finally, Ghosn was not hesitant to share information transparently. Open-sharing of information between the different departments and the layers of the organization, including top, middle, and bottom management, helped all employees to be informed the company’s direction, priorities, key decisions, and visions.
3. Describe Ghosn as a leader, using at least three concepts discussed in this course. (If you have trouble with this, think about what made him successful at …show more content…
Ghosn has emphasized high-quality performance and improvement over current performance. In Japan, age, length of service, and education level are the traditional factors determining the individual’s power in the company. However, under Ghosn’s achievement-oriented leadership, the highest achievers got the highest rewards regardless of those factors that has often limited an outstanding individual’s contribution to the company. Ghosn’s performance-based management helped Nissan to fully utilize employees’ capacity regardless of their age. Also, Ghosn set the clear goal for subordinates. For example, in his speech on the company’s new plan called Nissan 180, he clearly set out the goal and the deadline for Nissan 180. This clarity in goal setting made sure that all employees understand what they need to achieve.
The second course concept is extrinsic rewards and positive motives (Chapter 8). Ghosn utilized the incentive system, which is extrinsic rewards and positive motives, to motivate employees. Employees with outstanding performance are rewarded with cash incentives and stock options regardless of their position in the company. The incentive system was less common in Japan, however, Ghosn saw cultural differences as growth