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Essay / Research Paper Abstract
This 4 page paper looks at the impact that Carlos Ghosn had had on Nissan. The paper considers the differences between the situations at Nissan, where he was eventually seen as a hero, compared with the sit-in at Renault where he became known as 'Mr Cost Cutter'. Next the main characteristics of Nissan as a global company are considered and the web pages of the US operation and the global web site are compared. The bibliography cites 3 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEnisgho.rtf
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Unformatted sample text from the term paper:
increase sales whilst decreasing costs. However, the situations differ greatly. Firstly both countries have a very different culture, the union in France do not follow the same co-operative model that
is seen in Japan, which has lead to a culture of increased resistance to change, especially where job losses are involved. Renault needed changes to halt the downward spiral and
Ghosn was the man who introduced these. The main thrust was cost cutting which included the loss of many jobs and resulted in hare mail. These cuts may have been
needed, but the focus on these and the culture lead to Ghosn being hated. If we compare this to the situation in Japan there is a very different position.
Firstly we have a very different culture. The tradition has been for union to be involved and co-operate with employees, seeing both the union and the employers as being on
the same side (Sakakibara, 1993), unlike the conflicting culture in France. This leads to a different perception placed on the actions of any cost cutting of changes introduced by management.
As well as a different culture there is also a different position for the company. In France Renault was still a major manufacturer and the falling sales were not at
the same level of severity as that of Nissan. There may have been fears for the future of Renault, but for Nissan there was an expectation by many that the
company would fail and close. Looking at Nissan Ghosn also had a different role, he needed to save the company but this also meant re-inventing the entire company as
well as saving costs. The company needed new models and a greater emphasis was placed in creating these and bringing them to market as well as cutting costs. This gave
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