they maintained good customer-supplier relationships with their former partners. As a result of their exit and Ghosn’s emphasis on reduced purchasing costs, Nissan began to substantially lower its cost after the keiretsu investments were sold. Ghosn reorganized the way that Nissan operated. The organization was restructured toward permanent cross-functional departments, which each serviced one product line. All unnecessary positions were eliminated. Employees were disciplined much more strongly
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bring greater access to new segments of the marketplace, and enhance productivity. In short, they claim, diversity will be good for business. A CEO’s commitment often arises from his or her own understanding of what it means to be an outsider. Carlos Ghosn of Nissan Motor Company told us how bias had affected his own family. “My mother was one of eight
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Honda has assigned a woman, Kunii to its board for the first time and given a major promotion to a foreigner in a sign the automaker wants to change perceptions of a hidebound corporate culture. Honda Motor Co. announced Monday that technology expert Hideko Kunii, 66, will join the board, and Issao Mizoguchi, a Brazilian of Japanese ancestry, has been appointed operating officer. These appointments require shareholder approval at the June meeting of the establishment. The company has come under fire
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Article Discussion Title of Article: Ghosn Creating Value across Cultures ___________________________________________________________________ ___ 1. What is the author’s/authors’ purpose in writing this article? The author, presenting the alliance between Renault and Nissan, wants to make perfectly clear that partnering globally is an opportunity. An equal relationship with two winners. He explains the benefits which are produced by the relationship between the two at a corporate level, and
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Nissan is one of the world's leading automakers. Jidosha-Seizo Kabushiki-Kaisha("Automobile Manufacturing Co., Ltd." in English) was established in 1933, taking over all the operations for manufacturing Datsun from the automobile division of Tobata Casting Co. LTD, and its company name was changed to Nissan Motor Co., Ltd. in 1934. There were numerous good and bad times the company has faced but it became consistently with the progression of time and now it has turned into one of the main company
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Building the team - Cross-cultural challenge (mainly French and Japanese) 1 - Ghosn had one condition: He would have full control, and he did not have to seek approval from France. - And he got to handpick 20 or so executives who would accompany him. - Ghosns’ approach: THE TWO COMPANIES SHOULD WORK TOGETHER AS TWO DISTINCT PARTNERS. Without worrying about creating a common culture, and combining the businesses. Ghosn went to the factories: - He talked to sales people and service technicians. -
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ETP28 MULTICULTURAL SESSION COURSE SYLLABUS (Joint session with WNLP) |A) 22nd February |Strategy and cross cultural management: by JJ Ikegami | | |Interactive lecture on global management and strategy | |Case study 1 |LAFARGE: From a French Cement Company to a Global Leader
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“What Happened to the Monte-Carlo?” Ruth Grey ENC 1101 – Composition 1 February 10, 2010 What Happened to the Monte-Carlo? It was a sunny; warmth summer day, the sky was baby blue with the features of creamy white soft clouds. With the cool breeze blowing softly, the day was innocently inviting, so I went out for a ride. Father and dominant brothers were in the drive-way, worked strenuously on father’s broken red truck. “Oh shoot! What am I going to do now?” I silently questioned myself
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Fast is not free Fast speed in fashion is a defining characteristic of today’s textile and clothing industry. It’s about fast in production – tracking sales with electronic tills and just-in-time manufacturing which has now made it possible to turn a sample or design sketch into a finished product in as little as 12 days; and fast in consumption – a recent report revealed that people are buying one third more garments than four years ago fuelled by the rise and rise of ‘value’ retailers and supermarkets
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1.A CARLOS BULOSAN FILM Present 2.When I was four my family live in a small town. 3. We had a rich next-door neighborhood whose son and daughters seldom came out of the house 4. When our rich neighbor cook, we hung about and look all the wonderful smell of the food into our beings. 5. We were always in the best of spirits and our laughter was contagious, laughing was only our wealth. 6. As time went on, the rich man’s children became thin and anemic while we grew even more robust
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