International Management.docx
- 文档编号:4051721
- 上传时间:2022-11-27
- 格式:DOCX
- 页数:6
- 大小:20.96KB
International Management.docx
《International Management.docx》由会员分享,可在线阅读,更多相关《International Management.docx(6页珍藏版)》请在冰豆网上搜索。
InternationalManagement
Thecross-culturalstrategyAnalysisofnissan
Introduction
May2001,thesuccessfulperformanceofnissanattractedtheattentionofthewholeJapanandeventheworld.ItisreallyowetotheexcellentleadershipofCarlosGhosn.Mr.GhosnhasvowedthatifnissancannotmakeaprofitinthefiscalyearuntilMarch31,2001,hewouldresign.However,heaccomplisheditinhisownway.
Inthispaper,theauthorfocusesonMr.Ghosn'smanagementstrategieswhichleadtothedevelopmentprocessofnissanandsummarizethebusinessstrategyacrossculturalofCarlosGhosn.
Literaturereview
Managementacrossculturesisnotalwayshardtobedone(Steers,2013).Internationalhumanresourcemanagementincludeglobalization,nationalsystemsandmultinationalcompanies(LeSueur,2013).Culturesaslearninglaboratoriesisnecessaryinmanagement(Goedde,2014).Managingmulticulturalteamscanbethekeytosuccess(Brett,2006).Creatinghybridteamcultures:
anempiricaltestoftransnationalteamfunction(Earley,2002).Culturalisdiversityatwork,butithasduality(Ely,2004).Nationalculture,networks,andindividualinfluencecanmakecontributestoamultinationalmanagementteam(salk,2000).Culturalacumenfortheglobalmanager:
lessonsfromGLOBE(Javidan,2001).Surveyonmanagementstrategyindifferentculturalcontexts:
gainingprogress,andfindingpotentialquestions(Dickson,2003).
Mainanalysis
Inthispart,theauthorwillfocusonthemainwaytosuccessofCarlosGhosn.It’sofcoursehisownmanagementstrategies,forexample:
thecostkillingstrategyacrosscultural,theRevivalPlan,thefoundationofinterdepartmentalprojectteams,theschemesofresettlement,andsoon.
TheoriginoftheNickname---Costkiller
AfterCarlosGhosnhasgotaclearandpreciseunderstandingofnissancars,headoptedaboldapproach"surgical"ashalvingthepartssuppliers,thenreducingpartssuppliersby1300toabout600whichignoredthebusinesstraditionunderdifferentcultures,accustomedto"sweetnessandlight"reform(Steers,2013). Sothatthepurchasecostdecreasedby20%inthecostofsalesandadministrativecosts.Inthreeyearsthecompanylaidoff21,000people,closefiveplants,sellallnon-automotiveindustrywhichhasnothingtodowiththeautomobileproduction,includingrealestatestocksandaerospacesectorwhichisnissan'sproudindustry.ThereforeGhosnhavebecomethepublicenemyofsomeJapanesetraditionalistswhoisthereallycostkiller.
Theseseriesofactionshavemadenotonlynissan’sMotorCompanyfeltdeeppain,butalsonissan’smiserablesupplymanufacturersthathaveinextricablycomplexrelationshipswithnissanallburstintotears.AlthoughClosingfactoriesdamagedtheinterestsofmanypeople,adirectresultisnissan'sproductioncapacityutilizationincreasedfrom51%to74%,makingthenissanoutoftrouble(LeSueur,2013).Itcanbesummarizedthathiscostkillingstrategyjustashisownsaying‘Letallprejudicestozero,seeingitselfasawhitepapertoacceptall’.
TheRevivalPlanofnissan
Onthebeginning,itistoachievecross-culturalteammanagementwhoserepresentativesarecomposedofdifferentdepartmentstoraisetheissuefordiscussion.July1999,afterlessthantwoweeksGhosnbecamethechiefoperatingofficerofnissan,heestablishedninecross-culturalteamresponsibleforprocurement,researchanddevelopmentofdifferentprojects.Thenafteradetailedsurveyandfulldiscussionofnearlythreemonths,GhosnworkedoutafamousnissanRevivalPlan(NRP):
Eliminatethedeficitofconsolidatedoperatingby2001,Requiringsaleprofitratereach4.5percentin2002,andreducethedebtto700billionyenorless.
OnthebasisofsmoothlyachievingnissanRevivalPlanaheadoneyear,Ghosnalsoproposeda"180plan"inthe2002.Thisplanisacomprehensiveoperationalplanaimstoincreasesales,improveprofitability,andachievenonedebt,tosupportnissan'ssustainabledevelopment.Thesethreefigures"1-8-0"representthethreeobjectivesofnissaninApril2002.Fromthebeginningoftheyeartheseaimswillbeachieved:
"1"representsunderthepremisethatthemacroeconomicconditionsisnormal:
In2004thecompany'sglobalcarsaleswillincreasearoundonemillionunitscomparedwith2001;"8"representsoperatingmarginwillachieve8%,attainingthetalleststandardofglobalautomobile-manufacturers;"0"meansthecompany’sbusinessnetdebtwillreducetozero.Inthecaseofzerodebt,thecompanycandetermineprojectstoinvestonlybasisonthereturninvestment.Undercross-culturalcontext,thisprogramgottheworld'sattention.
September2005,Ghosnannouncedthat,comparedwithfiscalyear,2001,nissanhadachievedasalesincreaseof1milliongoal,the"180Plan"ofnissanhadbeencompleted.Ghosnreturnednissan'sconsecutivelossestoachieveprofitabilityforthefirsttime,hisboldandswiftwaymadenissanregenerate.
TheattemptofInternationalprojectteams
Ghosnworkedtogethertobuildarecoveryplanwhichmeansmethodstomaximizetheprofitsintheirfield.Justaweekafterhisinauguration,hehassetupnineinter-departmentalprojectteams.Thetaskofeachinter-departmentalprojectteamistobringseniorstaffatdifferentlevelstogether.Inordertodiscussalltheissuesandopportunitiesthatexistinaparticularareaofthecompany,Suchasbusinessdevelopment,procurement,positioningadjustmentmanufacturing,researchanddevelopment,administration,marketingandsales,productandcomplexity,costandfinancialmanagementsystems,andsoon(Earley,2002).HetoldtheExecutiveCommitteeoftheCompanythattheyneedsuchancross-culturalprojectteams,becausehewantedtoensurethatthisrecoveryplanistheworkoftheentirecompany,notjustseniormanagement’sability.Thisisthereasonwhytheinterdepartmentalgroupisnotonlycomposedbytheexecutivevicepresident,butalsotheseniorvicepresident.
ThestrategiesofReducingsuppliersandplantclosures
Intheguaranteeoftheseinter-departmentalgrouptomaintaintheoverallsituation,thefurtherstrategyacrossculturalwasabletobeexecuted.Suchashalvingtheparts,suppliersandreducingpartssupplierswhichignoredtheJapanesebusinesstradition.Sothatthepurchasecostcoulddecreaseinthecostofsalesandadministrativecosts.Andthecompanylaidofftwenty-onethousandsofpeople,closefiveplants,sellallnon-automotiveindustry,whichhasnothingtodowiththeautomobileproduction,includingrealestatestocks,andevenaerospacesector,whichisnissan'sproudindustryinthepastyears.Theauthorsaidittotransferredresourceswhichhasnotbeenmadecurrentlyeffectiveusetoplayahigherefficiencyinthelongrun.
Theschemeofworkers’retirementandearlyretirement
Thetacticsasworkers’retirementandearlyretirementisnotsowiseastakenthemethodofresettlement.Forexample,theyclosedthemountainvillageofMusashifactory,thentoldeachworker."aslongasheiswillingtoworktootherfactoriesofnissan,theywillarrangeforanewjobaswell".Asaresultthat80%oftheworkersacceptworkinginanothernissanfactory.Theyalsowanttohelptheremaining20%ofemployeestofindajobinothercompanies.BecausetheywanttostayinMusashiMurayama,Ghosnregardhelpingthemfindnewjobslocallyashisownmissionwhichmadehisprestigeenhancewidely.
InJapan,nissanhasnodirectlayoffs.ThisisbecauseGhosnthoughtthereisnoneedtodosointhisculturalbackground.Hedidnotneedtotakethiskindofaction,thenissan’srevivalcanalsobeimplemented.Totellthetruth,publicopinionswillbehisbestadvertising.
Thefeedbackoftheexternalviews
Ghosnsawandheardnotjustthesamewithinthecompanyandoutsidethecompany.Thisisanormalphenomenonwiththemixedculture,butforhim,itcannotbeignored,hehadtomakeadecision,andthisdecisionmustcomefromastrongbeliefwithinthecompany.Sohisownbeliefisthatlettheirnewnissancompletelysaygoodbyetotheoldoneofthepastyears,lethisstuffscompletelysaygoodbyetothedecadentmanagementsystem.Finally,Hedecidedthatifthegoalshesetindidnotreachedanygoals,hewouldresignimmediately.Thiscommitmenttothecredibilityoftheprogramisveryimportantwhetheritistotheinternal-companyorexternal-company,becausepeoplewouldknowthatheisonehundredpercentworkingintothenissanRevivalPlan(Ely,2004).Forthecompany'sseniormanagers,thegreatestsacrificeisthat"IfIcannotaccomplishthesegoals,Iwilldemise."Foramanagerwithdifferentculturalbackground,youcannolongeraskformore(Goedde,2014).EspeciallyGhosn,becausehehasnorelationshipwiththepastproblemsofthiscompany,hedosenothaveanyresponsibilityforthedilemma.Inthiscase,hesaid:
"Takemyjobatstake."Sotheverycredibilityhadbeenwonbythiskindofcommitment.Tosomeextent,itcanreduce,butnoteliminatedtheconcernsandquestionsforthenissanRevivalPlan.
TheDevelopmentoflong-termgoalsandshort-termgoals
BeforeGhosntookovernissan,thecompanydidnothaveaglobalgoal.Differentcompanieshavedifferentinternationalgoals,butthepreviousnissandidnotevenknowanythingofthetargetinotherregions.Eachregiondoesitsutmosttocompletetheindependentgoal,butdidnottaketheserviceintoaccount,anddidnotcareabouttheequipment.Theprevioustargetisincomplete,one-sided,conservative,andthelackofculturevisionforthecompanytoconsider.
Suppliersoftencomplainthatnissan'srepeatedrequestsforlowerpricesistoofrequentintheyear.Ifnissan’sbuyershopesnextyear’spricecandownto96%,whatwillthesuppliersdo?
S
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- International Management