Carlos Ghosn took charge of Nissan and implemented several strategic and leadership changes. He used both autocratic and laissez-faire leadership styles. Autocratically, he downsized committees and mandated English. Laissez-faire, he gave autonomy to select new members. Ghosn analyzed Nissan's strengths, weaknesses, opportunities, and threats. He addressed weaknesses like long hours through scheduling changes and empowered executives. Ghosn created cross-functional teams to generate ideas and oversaw their implementation of the revival plan while planning further growth strategies.
Dynamic Displays is a company that originally provided ATM services but now focuses on the travel industry, with most revenue coming from airline clients. Thomas Green was hired in 2007 as an account executive by Dynamic Displays and was quickly promoted, over the objections of his supervisor Frank Davis. Davis and Green clash over management style, with Green focusing more on results while Davis emphasizes data and processes. Both Green and his supervisors Shannon McDonald and Davis must decide how to resolve their differences and improve Green's managerial skills.
The document discusses issues in the relationship between ABB and Caterpillar such as a disconnect with the customer, a lack of understanding of each other's business models, and undefined roles and responsibilities at ABB. It recommends mending strained ties by fulfilling customer demands, creating a joint steering committee, and following a network-oriented approach to co-create value. This would involve implementing a global customer management program and taking a network-oriented approach to customer relationship management.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
Dynamic Displays is a company that originally provided ATM services but now focuses on the travel industry, with most revenue coming from airline clients. Thomas Green was hired in 2007 as an account executive by Dynamic Displays and was quickly promoted, over the objections of his supervisor Frank Davis. Davis and Green clash over management style, with Green focusing more on results while Davis emphasizes data and processes. Both Green and his supervisors Shannon McDonald and Davis must decide how to resolve their differences and improve Green's managerial skills.
The document discusses issues in the relationship between ABB and Caterpillar such as a disconnect with the customer, a lack of understanding of each other's business models, and undefined roles and responsibilities at ABB. It recommends mending strained ties by fulfilling customer demands, creating a joint steering committee, and following a network-oriented approach to co-create value. This would involve implementing a global customer management program and taking a network-oriented approach to customer relationship management.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Crisis Management Dieselgate-The Volkswagen Group Kunal Jain
This document discusses Volkswagen's diesel emissions scandal, known as "Dieselgate". It provides background on Volkswagen Group and describes how in 2015, investigations found that Volkswagen had installed software on its diesel engines to cheat emissions tests. This scandal shattered Volkswagen's brand image and reputation for quality German engineering. The new CEO worked to navigate the company through the crisis by finding technical solutions and regaining trust. The document also examines differences between German and Anglo-American corporate governance structures and discusses lessons learned to prevent future crises.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
This document provides a case analysis of Airborne Express, a former cargo airline and express delivery company. It includes an introduction to the company's history and operations, as well as analyses of Porter's 5 Forces, Airborne's competitive strategies, its costs relative to FedEx, pricing approaches, and recommendations for strengthening its position. The document evaluates how industry structure has changed over time and the impact on attractiveness. It also analyzes Airborne's strategy of focusing on corporate clients, lower pricing, and metropolitan areas to differentiate itself from competitors.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
The document discusses the differences between plan-based and agile software development methods, considerations for adopting agile methods offshore, and evaluating adopting agile at Jharna Software. Key points include: plan-based is sequential and predictive while agile is incremental, iterative and adaptive; communication barriers and support from onsite/offshore teams are important considerations for agile offshore; benefits of agile for Jharna include improved estimation and responsiveness but challenges include overcoming cultural mindsets and communication barriers due to specialized teams across time zones.
General Electric was founded in 1878 by Thomas Edison and initially focused on electricity generation and distribution. Under the leadership of CEO Jack Welch from 1981 to 2001, GE underwent major restructuring and cultural changes. Welch decentralized decision making, instituted a system of strategic business units, and emphasized developing world-class operations. He challenged managers and employees to be "better than the best" and oversaw hundreds of acquisitions and divestitures. Welch also introduced new strategic initiatives like Six Sigma quality improvement and growing service businesses to diversify beyond industrial products. By the end of his tenure, Welch had transformed GE into one of the world's largest and most profitable companies.
This document summarizes the history and growth of Vitality Health Enterprises, a nutraceutical company founded in 1987. It discusses Vitality's expansion over the decades through acquisitions, IPOs, and growing to over 7,000 employees with global headquarters. However, more recent years saw stagnant growth due to economic conditions. The document then outlines Vitality's current performance management system and identifies issues such as lack of training, unsatisfied research employees, and quarterly performance reviews not being conducted. It proposes solutions like different review schemes for different roles and conducting quarterly reviews.
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
CCC uses a mechanistic structure that is highly formalized and centralized. It is organized into
functional departments with strict rules and procedures. While this structure allows for efficient mass
production, it also leads to inflexibility and lack of innovation. As the environment changes and tasks
become more complex, CCC's structure may inhibit its ability to adapt. To remain effective, CCC will
need to introduce more organic elements, such as cross-functional teams, to balance efficiency with
flexibility.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
This document discusses the leadership approach of Ricardo Semler and his company Semco. Some key points:
- Semler implemented a radical hands-off leadership approach at Semco, giving employees significant autonomy and participation in decision making. Employees set their own schedules, salaries, and can choose which managers and offices they work under.
- This decentralized, non-hierarchical model has led to high growth and profitability for Semco. Over a 14 year period the company grew revenues at an average of 27.5% annually, even as other Brazilian companies failed.
- Semler's approach places high trust in employees and their creativity. By treating employees like adults and giving them freedom, they respond positively and help
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Jack Welch took over GE in 1981 and led a massive two-decade transformation of the company. Some of his key initiatives included implementing the three circle concept to streamline operations, aggressively destaffing to reduce bureaucracy, developing a real-time strategic planning system, focusing on cultural changes through programs like work-out and developing leaders, going global through acquisitions, and launching the highly successful Six Sigma quality initiative. Through these initiatives, Welch was able to dramatically improve GE's performance, cutting over 100,000 jobs while growing revenue and profits.
1. There are fundamental differences between leadership and management. Leadership involves leading and inspiring people, while management focuses on controlling processes and resources.
2. Different leadership styles can impact performance. A human-relations style that is supportive and participative can foster cooperation, while an autocratic or charismatic style concentrates power and decision-making with the leader.
3. Effective management and leadership require both control of processes and inspiration of people. Historically, companies that adopted principles balancing these needs, like Michelin, saw improved performance and worker satisfaction.
This presentation discusses leadership styles and organizational structure in shipping companies. It was presented by four students and guided by Anurag Sir for a course in logistics and supply chain management. The presentation covers five main leadership styles - autocratic, charismatic, laissez-faire, democratic, and transformational. It also discusses several strategic leadership models and theories. The organizational structure section outlines the typical departments in a shipping company, including financial, human resources, marketing, operations/fleet management, technical, information technology, and security.
The document summarizes the merger between Daimler-Benz and Chrysler, including their backgrounds, motives for the merger, successes and failures, and cultural issues. It analyzes Porter's 5 forces model regarding the merger. While there were initial successes, cultural differences between the German and American companies eventually led to conflicts in management approaches and an inability to integrate the cultures, resulting in the demerger of Chrysler.
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Crisis Management Dieselgate-The Volkswagen Group Kunal Jain
This document discusses Volkswagen's diesel emissions scandal, known as "Dieselgate". It provides background on Volkswagen Group and describes how in 2015, investigations found that Volkswagen had installed software on its diesel engines to cheat emissions tests. This scandal shattered Volkswagen's brand image and reputation for quality German engineering. The new CEO worked to navigate the company through the crisis by finding technical solutions and regaining trust. The document also examines differences between German and Anglo-American corporate governance structures and discusses lessons learned to prevent future crises.
Mrs. fields cookies odc section c_group 9Karan Jaidka
Mrs. Fields had partially lost control due to their rapid expansion and changing organizational structure. They recorded losses in 1988 as their stores were closing. Their expenses had increased more than their sales. Their information system was not efficient after acquiring another company since applications needed updating and knowledge was lost due to staff downsizing. A modified information system was needed to meet their goals of personal involvement, less hierarchy, and quality control while helping with decision making and coordination as the company grew.
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
The document summarizes the merger between Daimler-Benz and Chrysler in 1998 to form DaimlerChrysler. It describes the opportunities identified from the merger, including increased sales, new markets, cost reductions, and economies of scale. However, integrating the two dynamic companies from different cultures proved challenging. While initial synergies were realized, cultural issues impaired further integration efforts. Financial problems emerged by 2000 as synergies did not materialize and sales declined. The merger highlights the difficulties of integrating two large companies from different countries and cultures.
This document provides a case analysis of Airborne Express, a former cargo airline and express delivery company. It includes an introduction to the company's history and operations, as well as analyses of Porter's 5 Forces, Airborne's competitive strategies, its costs relative to FedEx, pricing approaches, and recommendations for strengthening its position. The document evaluates how industry structure has changed over time and the impact on attractiveness. It also analyzes Airborne's strategy of focusing on corporate clients, lower pricing, and metropolitan areas to differentiate itself from competitors.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
The document discusses the differences between plan-based and agile software development methods, considerations for adopting agile methods offshore, and evaluating adopting agile at Jharna Software. Key points include: plan-based is sequential and predictive while agile is incremental, iterative and adaptive; communication barriers and support from onsite/offshore teams are important considerations for agile offshore; benefits of agile for Jharna include improved estimation and responsiveness but challenges include overcoming cultural mindsets and communication barriers due to specialized teams across time zones.
General Electric was founded in 1878 by Thomas Edison and initially focused on electricity generation and distribution. Under the leadership of CEO Jack Welch from 1981 to 2001, GE underwent major restructuring and cultural changes. Welch decentralized decision making, instituted a system of strategic business units, and emphasized developing world-class operations. He challenged managers and employees to be "better than the best" and oversaw hundreds of acquisitions and divestitures. Welch also introduced new strategic initiatives like Six Sigma quality improvement and growing service businesses to diversify beyond industrial products. By the end of his tenure, Welch had transformed GE into one of the world's largest and most profitable companies.
This document summarizes the history and growth of Vitality Health Enterprises, a nutraceutical company founded in 1987. It discusses Vitality's expansion over the decades through acquisitions, IPOs, and growing to over 7,000 employees with global headquarters. However, more recent years saw stagnant growth due to economic conditions. The document then outlines Vitality's current performance management system and identifies issues such as lack of training, unsatisfied research employees, and quarterly performance reviews not being conducted. It proposes solutions like different review schemes for different roles and conducting quarterly reviews.
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
CCC uses a mechanistic structure that is highly formalized and centralized. It is organized into
functional departments with strict rules and procedures. While this structure allows for efficient mass
production, it also leads to inflexibility and lack of innovation. As the environment changes and tasks
become more complex, CCC's structure may inhibit its ability to adapt. To remain effective, CCC will
need to introduce more organic elements, such as cross-functional teams, to balance efficiency with
flexibility.
- Rob Parson received high ratings for his professional skills like market knowledge and commitment from his direct manager but lower ratings from colleagues.
- He received mixed ratings for his commercial orientation, particularly regarding relationship management and adherence to firm policies.
- Rob Parson received very low ratings from colleagues for his management skills like leadership, development of people, and management of a diverse workforce.
This document discusses the leadership approach of Ricardo Semler and his company Semco. Some key points:
- Semler implemented a radical hands-off leadership approach at Semco, giving employees significant autonomy and participation in decision making. Employees set their own schedules, salaries, and can choose which managers and offices they work under.
- This decentralized, non-hierarchical model has led to high growth and profitability for Semco. Over a 14 year period the company grew revenues at an average of 27.5% annually, even as other Brazilian companies failed.
- Semler's approach places high trust in employees and their creativity. By treating employees like adults and giving them freedom, they respond positively and help
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Jack Welch took over GE in 1981 and led a massive two-decade transformation of the company. Some of his key initiatives included implementing the three circle concept to streamline operations, aggressively destaffing to reduce bureaucracy, developing a real-time strategic planning system, focusing on cultural changes through programs like work-out and developing leaders, going global through acquisitions, and launching the highly successful Six Sigma quality initiative. Through these initiatives, Welch was able to dramatically improve GE's performance, cutting over 100,000 jobs while growing revenue and profits.
1. There are fundamental differences between leadership and management. Leadership involves leading and inspiring people, while management focuses on controlling processes and resources.
2. Different leadership styles can impact performance. A human-relations style that is supportive and participative can foster cooperation, while an autocratic or charismatic style concentrates power and decision-making with the leader.
3. Effective management and leadership require both control of processes and inspiration of people. Historically, companies that adopted principles balancing these needs, like Michelin, saw improved performance and worker satisfaction.
This presentation discusses leadership styles and organizational structure in shipping companies. It was presented by four students and guided by Anurag Sir for a course in logistics and supply chain management. The presentation covers five main leadership styles - autocratic, charismatic, laissez-faire, democratic, and transformational. It also discusses several strategic leadership models and theories. The organizational structure section outlines the typical departments in a shipping company, including financial, human resources, marketing, operations/fleet management, technical, information technology, and security.
The document discusses developing a leadership strategy for organizational success. It defines what a leadership strategy is and provides steps for creating one, including analyzing the business strategy to identify key drivers and their implications for leadership, assessing the current and desired future leadership states, and identifying gaps to focus the leadership strategy. The leadership strategy should specify the quantity, qualities, skills/behaviors, collective capabilities, and culture needed for leaders to implement the business strategy.
This document outlines the development of a leadership strategy, which is described as a critical ingredient for organizational success. It discusses assessing the current leadership situation, identifying gaps compared to desired future states, and using this information to create a leadership strategy aligned with business strategy and goals. The leadership strategy should specify the quantity, qualities, skills, collective capabilities, and culture needed for leaders to implement key business drivers and strategies.
Hr and organization strategy ppt @ mba 2009Babasab Patil
The document outlines a course on HR and organization strategy that will cover strategic HR alignment, leadership, strategic planning, and HR competencies. It provides tips for success in the course including sharing experiences and incorporating concepts into one's own style. The course will also examine changes in the professional world and how to develop strategic HR initiatives that support an organization's objectives.
Hr and organization strategy ppt @ mba 2009Babasab Patil
This document outlines the topics and activities to be covered in a course on HR and organization strategy. The course will include introductions, discussions on changes in the professional world, defining strategic HR alignment and competencies, leadership and management, strategic planning, formation and implementation. Participants will work in groups to identify changes impacting their profession and implications for HR. The document provides guidance on class participation, paper writing, and defines key concepts such as the differences between managers and leaders, strategic HR, vision and mission statements.
Carlos Ghosn was tasked with turning around Nissan after years of losses. The document evaluates Ghosn's approaches, including how he addressed cultural issues between himself and Nissan's Japanese culture, as well as resistance to change. It describes the problems Nissan faced, Ghosn's background, differences between Japanese and Ghosn's culture around risk-taking and decision making. It also outlines Ghosn's efforts to communicate with managers, gain buy-in from employees, and address the underlying causes of resistance to change at Nissan through engagement, communication and addressing fears.
The document discusses organizational behavior and how it can be applied scientifically to manage workers more efficiently. It defines organizational behavior as the study of how people interact within groups, especially in business organizations. The central idea is that a scientific approach can optimize individual and group output. Organizational behavior theories are used in human resources to maximize productivity from group members.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
Strategic Leadership And Management StrategiesDotha Keller
The document discusses strategic leadership and management strategies. It focuses on issues related to strategic leadership and uses Marks and Spencer PLC as a case study. It examines the relationship between leaders and managers, and how they work together to achieve organizational goals. Leaders develop new approaches and ideas, while managers problem solve and achieve results. Strong leadership and management have a large impact on the organization and help achieve strategic objectives.
This document outlines developing a leadership strategy, which is critical for organizational success. It defines what a leadership strategy is and provides steps to create one. A leadership strategy considers the quantity and qualities of leaders needed, their skills and behaviors, collective capabilities, and leadership culture. It is created by analyzing a business strategy to identify key drivers and their implications for leadership. Data is collected on the current leadership situation and compared to the desired future to develop the leadership strategy and subsequent leadership development strategy.
This document outlines developing a leadership strategy, which is critical for organizational success. It defines what a leadership strategy is and provides steps to create one. A leadership strategy considers the quantity and qualities of leaders needed, their skills and behaviors, collective capabilities, and leadership culture. It is created by analyzing a business strategy to identify key drivers and their implications for leadership. Data is collected on the current leadership situation and compared to the desired future to develop the leadership strategy and subsequent leadership development strategy.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
The document discusses various leadership styles and theories as well as effective management. It provides definitions and examples of different types of leadership including transformational leadership, situational leadership, and phronetic leadership. It also outlines some key characteristics of effective managers such as setting targets, organizing work efficiently, and recognizing employee contributions. Additionally, it lists some golden rules for effective management like being consistent, communicating clearly, and encouraging team member ideas.
There are three important roles in hoshin kanri - hoshin leadership team, functional hoshin leadership team, hoshin teams and hoshin kanri core committee
The document provides an overview and key points from the book "Building Leaders" by Jay A. Conger and Beth Benjamin. It discusses how successful companies develop leadership at different levels of the organization through formal training programs, on-the-job experiences, socialization of vision and values, and individual development. Specific examples are provided from the US Army, National Australia Bank, Federal Express, and PepsiCo on how they structure leadership development.
The document discusses leadership, defining it as a process where one person influences others. It outlines different leadership styles and qualities of effective leaders, including integrity, vision, communication and relationships. It distinguishes between the roles of a leader and manager. Ethics are described as important for leadership decision-making and can affect employee morale. The passage provides an overview of the construction company RAPDL, noting its focus on teamwork and communication under the transformational leadership of its executive director.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
The document discusses management, leadership, motivation, and human resource management. It provides definitions of management, describes Mintzberg's roles of management, and lists the functions of management as planning, organizing, directing, and controlling. It also discusses motivating the workforce, Herzberg's two-factor theory of motivation, appropriate leadership styles based on situational factors, sources of a leader's power, the role of human resource management, and benefits of HRM over personnel management.
Transformational vs transactional leadership with examplesMoses Kabeyi
This document discusses and compares transformational and transactional leadership styles. Transactional leadership focuses on supervision and using rewards/punishments to motivate followers to achieve goals. Transformational leadership inspires followers to achieve higher standards through vision and motivation. Examples given are Jack Ma as transactional for focusing on existing Alibaba business model, while Bill Gates is transformational for sustaining Microsoft innovation. The conclusion is that both styles have strengths, and organizations may benefit most from mixing the approaches.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
1. Page 1 of 12 Mohyee
Assignment for Leader Redesigning – Nissan
Assessor Name : Dr. Aly Al-Alamy
Presented by : Mohyee Ali Abdallah
The case presented is :
“Redesigning Nissan (A) Carlos Ghosn (CG) Takes Charge”
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Leadership plays a huge role in such a dynamic business environment. Economic, political, and
cultural impact on business lately assure the impact that leadership styles may assume on the
organizational performance
Task 1:
The role of management and leadership in an organization can lead it to develop and implement
successful strategies in different economic conditions while other organizations are unable or
unwilling to adapt their strategies
Section 1: The link between strategic management and leadership
Strategic management includes the following:
1. Strategy formulation, which includes developing a vision and mission, identifying an
organization‟s external opportunities and threats, determining internal strengths and
weaknesses, establishing long-term objectives, generating alternative strategies, and
choosing particular strategies to pursue.
2. Strategy Implementation: “action stage” of strategic management. And means also
mobilizing employees and managers to put formulated strategies into action.
3. Strategy Evaluation: It is the final stage in strategic management, and is responsible for
showing managers when particular strategies are not working well. Managers desperately
need and its activities are, reviewing external and internal factor, and measuring
performance and at the end taking corrective actions
So the strategic management is the art and science of formulating, implementing ,and
evaluating cross-functional decisions that enable an organization to achieve its objectives.
Leadership entails changing an organization and making active choices among plausible
alternatives, and depends on the development of others and mobilizing them to get the job done.
“There are almost as many definitions of Leadership as there are persons who have attempted to
define the concept.” (Stogdill, 1974)
Strategic leadership: Strategic management is a leadership responsibility by appearing the
capability to get people to successfully engage in the continuous change, refinement, and
implementation of strategies.
Strategic Leadership: is the collective actions of formal and informal leaders acting together to
influence organizational success/ process of influencing people for achievement of certain goals in
a given situation (Pasmore, 2009).
The evidence from Nissan case for the link between strategic management and leadership:
Carlos Ghosn did the following steps when he took the wheel:
He started with a perfect principle when he said “To make deep changes inside a company you
don‟t need loads of people, but rather the right catalysts at the right places”
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He chose people around 40 years old, experts in their field, very open minded, and coaches
There would be no external consultants
He had a clear objective when he said “we are going there to help fix Nissan, that‟s all
He avoided any pessimistic opinions internal or external and keep going
Clear messages to employees that he needs them to continue his plan yet they should follow his
plan otherwise there is no place for them
Clear messages outside the organization outlining his current & future plan with its boundaries
Transparency; Broadcasting all his speeches inside the organization globally
He issue bonds with warrants
Union the language of the organization to be English only even for his old guard
He made mix team “Renault-Nissan” to establish a dictionary of essential terms for some keys
words were not understood in the same way by different Japanese people.
He set up cross-functional teams (CFTs) to generate ideas and recommendations for change
He destroyed the lack of communications between borders and hierarchical lines
Section 2&3: The Impact of Leadership styles on strategic decisions:
There are different styles of leadership, each springing from different components of emotional
intelligence:
Democratic Leadership … Participative leadership, leaders often ask for input from team
members before making a final decision.
Autocratic Leadership … Have significant control over staff, rarely considers worker
suggestions or share of power.
Laissez-Faire Leadership … Characterized by their hands off approach, allowing
employees to get on with task as they see fit.
Transformational Leadership … Typically inspire staff by creating an environment of
intellectual stimulation.
Transactional Leadership … Establishes a clear chain of command utilizing a carrot &
stick approach to management activities
Bureaucratic Leadership … Implemented in highly regulated environments, with strict
adherence to the rules are important.
- As we see different styles have different type of impact on strategic decision and
organization‟s performance.
- For instance if we look at the democratic style of management and leadership, in this style
management always consult and discuss with their team which makes them feel more
responsible and motivates them to work hard.
Adapting management and leadership styles in different situation:
Bureaucratic leaders work follow rules rigorously, and ensure that their people follow procedures
precisely.
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This is an appropriate leadership style for work involving serious safety risks (such as working
with machinery, with toxic substances, or at dangerous heights) or where large sums of money are
involved. Bureaucratic leadership is also useful in organizations where employees do routine tasks
(as in manufacturing)
The evidence for Impact of Leadership styles on strategic decisions from Nissan case and
how leadership style can be adapted to different situations:
Leadership Styles Description Evidence from Nissan case
Autocratic Style THE LEADER
Focused power
All interactions move towards him
Decision making and authority for
determining policy.
Procedures for achieving goals,
work tasks and relationships,
control of rewards or punishments.
When Ghosn took the wheel he started
with a packages of Autocratic decisions
such as :
1. downsized the board from 37 members
to 10
2. Union the language of the organization
to be English only and must be learnt or
the employee will be out.
3. There would be no external consultants
4. He chose people around 40 years old,
experts in their field not the style of lazy
workers
5. he decided for his CFTs that : No
sacred cow, no taboos, no constrain
Laissez Faire Observes that members of the
group are working well on their
own
Makes a decision to pass the
focus of power to members
(freedom of action)
Members are left to face decisions
which rightly belong with the
manager.
1. Yoshikazu Hanawa assumed a more
ambassadorial role as President and
Ghosn gave him absolute freedom to
select the Japanese members of the
executive committee.
2. He selected 10 persons where former
Renault managers familiar with the
process proper the CFTs in order to avoid
endless debating.
And to evaluate how leadership styles can be adapted to different Situations we can say that to
lead a success organization you need as a leader to know which leadership style to use and with
whom and when, because business environment is subject to fast-paced economic and social
change, also problems in works can change the style of leadership
Such as shown in Nissan case, Carlos Ghosn start with an Autocratic way by make many
decisions by his own to put basic steps to start with
And when he chose his team and his partners he started to change his leadership style to Laissez
Faire by giving them the authority to select the committee members by their own.
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Task 2: Leadership Strategy
Section 1: The impact that selected theories of management and leadership have on
organizational strategy.
There are many theories for management and leadership such as the following:
1. Transformational leadership
2. Transactional leadership
3. Charismatic leadership
4. Contingency theory
5. Situational theories
But in Nissan study I have chosen only Two as follows :
1. Transformation 2. Transactional
Theory Information about the theory Evidence From Nissan
Transformation - A transformational leader is (Bass,
1985) someone who identifies the
needed change, creates a vision to
guide the change through
inspiration, and executes the change
with the commitment of the
followers.
- Charismatic & visionary
- Fixable and innovative
- He made mix team “Renault-Nissan” to establish a
dictionary of essential terms for some keys words
were not understood in the same way by different
Japanese people.
- Intensive language courses for all Nissan
employees
- Ghosn did not just speak; he also listened. He
surprised workers by strolling up and down the
assembly lines and asking questions, not just of
senior engineers and managers but also of workers
themselves.
Perfect
Leadership
AutocraticLaissez
Faire
Bureaucratic
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Transactional - Transactional leadership appeals
to the self-interest of followers. It
is based on a relationship of
mutual dependence and an
exchange process of: „I will give
you this, if you do that‟.
- They give followers rewards and
in exchange they expect service,
loyalty and compliance.
- Focus on the use of rewards and
punishments in order to achieve
compliance from followers
- Ghosn put a stock option incentive plan
- Reward is clearly related to the operating profit of
the company or affiliates and the salary to be
associated with performance
- Ghosn and management gave a limited time for
staff to change their attitude
Section 2 – Create a Leadership strategy that supports organizational direction
Strategic Leadership :
1. An ability to influence those with whom one works.
2. The leader understands the emergent strategy process.
3. A shared vision of what the organization is to be.
4. Agreement among senior manager & board members of opportunities and threats.
There are five factors help to create a strong leadership strategy :
1. How many leaders do we need? What are the current and projected leadership positions on
the org chart? What about informal leadership positions?
2. What characteristics should individual leaders possess? Who needs to be represented or
included?
3. What skills, competencies, knowledge, and behaviors are needed to implement the business
strategy and create the desired culture?
4. What capabilities do we need so we can act together in groups and across boundaries to
implement strategies, solve problems, respond to threats, adapt to change, or support
innovation?
5. What are the key attributes of the desired leadership culture? What leadership practices are
essential, such as boundary-spanning, employee engagement, or creating opportunities for
others to lead?
When all above questions are fulfilled we can start to create our strategy by the following steps:
1. The first step to review the business strategy for implications for new leadership
requirements, This analysis usually requires a team of experts composed of some people
who know the business intimately and others who are familiar with processes for acquiring,
And that what Ghosn did in Nissan Case when he chose people around 40 years old, experts
in their field, very open minded, and coaches
2. Creating a strategy that generates number of recommendation to ensure the application of
the current situation and to reach the desired future.
3. A developed strategy is then formulated to produce the desired future state with
identification to the talent management processes implication.
4. Business & Organization development will reveal the strategy status whether it is
successful or not and what are the changes or modification needed.
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Task 3:
Section 1 – in light of Nissan study, use a ppropriate methods to review current leadership
requirements
SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis for Carlos Ghosn &
Nissan as a company
Strength Evidence in Nissan
Charismatic and visionary
Clear & transparent speeches
Inspire followers to transcend their self-
interest for the organization
Appeal to followers' ideals and values
Stimulates followers intellectually, arousing
them to develop new ways to think about
problems
Flexible and innovative
Motivate followers by appealing to their own
self-interest
Motivate by the exchange process. Focuses
on the accomplishment of tasks & good
worker relationships in exchange for
desirable rewards
Learning Japanese
Weathered the criticism of disappointed
shareholders, pledged for change and
conveyed confidence to Nissan employee
Working long hours with hectic schedule to
set an example and to lessen complaint of
hard long working hours
Down to earth attitude by direct in his dealing
and enthusiastically shaking hands regardless
of rank
Leaving the authority to Monlonguet - CFO,
to sell off Nissan interests in dozens of
associated companies and banks
Eliminate the divisional presidencies in
Europe & North America – as he viewed it to
be conducive to crossed communication and
unclear leadership
Weaknesses Evidence in Nissan
Long working hours affecting personnel life.
Autocratic Style & Democratic and Laisser-
faire style.
Misinformation and not gathering enough
data to build a firm strategy.
Long working hours and hectic schedule that
most probably affecting his personnel life
At the beginning very Autocratic leadership
style and too much dependency on him
Later his democratic and laisser–faire style
imposed negative effects on medium term and
on long term. This was mainly due to the
relaxed attitude he encourages within his
companies which might imply that some
workers not to take their jobs seriously
Opportunities Evidence Solution in Nissan
Growing global demand for environment
friendly vehicles
Increase in Fuel prices
After financial recovery – introducing 22 new
models over three years pan but with
awareness of the fragile financial status of
Nissan
Increasing fuel prices. For years, Nissan has
been favoring fuelefficient cars with hybrid,
hydrogen or electrical engines. Increasing
fossil fuel prices encourages the consumers to
buy such cars and Nissan is already in
position to offer many car models with
various environment friendly engines Threats
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Threats Evidence Solution in Nissan
Decrease in fuel prices
Global competition in automotive industry
Rising raw material prices
Natural disaster
Foreign Exchange Rate fluctuation from Yen
to $
Downfall in Nissan performance due to
whether employee would maintain the same
sense of purpose GHOSN resignation
Decreasing fuel prices: There is high
possibility that future fuel prices will drop, as
more shale gas fuels will be extracted. For
this reason, hybrid, hydrogen or electric cars
may become less attractive to cost conscious
consumers
Continuous monitor of market and
competition development with clear focus on
priorities and a clear plan by which to execute
those priorities
Eight concept vehicles showing its innovation
potential and was presented at the Tokyo
Motor Show to unveil its new global identity
campaign – the fruit of a joint venture
between its three former advertising agencies
to service Nissan‟s account worldwide
Rising raw material prices. Rising prices for
raw metals will lift the costs for auto
manufacturers and result in squeezed profits
Natural disasters: The business has
manufacturing facilities in Japan, Thailand,
China and Indonesia. These countries,
including others, are often subject to natural
disasters that disrupt manufacturing processes
and results in lower production volumes and
losses
Appreciating yen exchange rate: Most of
Nissan‟s revenue comes from foreign
countries. Appreciating yen exchange rate
against other currencies means lower profits
for the company
Ghosn focused on mainly making sure that
full execution of the Nissan Revival Plan
continues to take place. At the same time
planning a second phase growth strategy.
While both plans should perform in harmony.
Section 2: Section 2 – Create recruitment criteria for CEO position, reflects the leadership skills
required for this position in an organization of your choice
Leadership 20 skills and application to Nissan case study - Carlos Ghosn
Current Skills sequenced according to
importance
Related achieved skills Comments
1. Culturally adaptable – adjusting to
ethics/regional expectation regarding Human
resource practices and effective team process
1. Learned Japanese and undertaken a three day
course to understand the do‟s and don‟ts of the
Japanese culture
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Current Skills sequenced according to
importance
Related achieved skills Comments
2. Strategic planning – translating vision into
realistic business strategies, including long-term
objectives
2. GHOSN endeavors & efforts was all toward
achieving this point but have to add; GHOSN
focused on mainly making sure that full execution
of the Nissan Revival Plan continues to take
place. At the same time, planning a second phase
growth strategy. While both plans should perform
in harmony
3. Resourcefulness – working effectively
working with top management
3. After changes in organization structure where
CFTs has submitted the required, GHOSN
insisted on keeping the CFTs as an integral part
of the management structure to serve as
watchdogs for the implementation of the plan and
to look for new ways to improve performance. A
tenth team was added to cover investment costs
and efficiency. The CFT pilots continued to meet
with GHOSN at least monthly, serving as relays
to the rest of the workforce but also keeping him
informed of progress.
4. Managing change – using effective strategies
to facilitate organizational change
4. Please refer to Task 2 – Section 2 – Evaluation
& Control page 22 from bullet point 10 onward
5. Participative management – involving others
in critical initiatives
5. Please refer to Task 2 – Section 2 – Evaluation
& Control page 22 bullet point 5 & 6
6. Inspiring commitment – recognizing and
rewarding employees‟ achievements
6. Included in Above point and requesting that
1,500 profiles of Nissan employees be posted for
consideration in the CFT – he wanted to make
sure that the selection was based upon talent and
commitment to Nissan
7. Employee development – coaching and
encouraging employees to develop in their
career
7. Intensive language courses for all Nissan
Employees. Bonus related to performance and
not by seniority
8. Leading people – directing and motivating
people
8. GHOSN continuously praised the loyalty and
enthusiasm inside Nissan and pressed for top
results. When two managers presented their
ideas for a new information system at Nissan,
GHOSN challenged them to prove that their
solution could be bettered by outside consultants
9. Respecting individuals‟ differences –
effectively working with an treating people of
varying backgrounds and perspectives fairly
9. GHOSN clear statement like: “There is a place
for every single person in this company who
wants to give the company a chance for
10. Self-awareness – recognizing personnel
limits and strengths
10. Definitely exist otherwise would not have
achieved all what was
Future skills that need to be achieved Related non achieved skills Comments
1. Balancing personal life and work –
balancing work priorities with personal life
2. Confronting people – acting
resolutely when dealing with
problems
1. Long working hours and heavy working day
agenda. Average working hours 11 hours
2. “The old guard was told – you speak
English. Learn it immediately if you must or
you are out” – Harsh statement could have
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3. Decisiveness – preferring doing or acting
over thinking about the situation
4. Doing Whatever it takes – persevering
under adverse conditions
5. Managing one‟s career – using
professional relationship (such as
networking coaching and mentoring to
promote one‟s career
6. Being a quick learner – quickly learning
new technical or business knowledge
7. Compassion & sensitivity – showing
understanding of human needs Putting
people at ease – displaying warmth &
using humor appropriately
been more considered considering his age
consequently his learning capacity time
frame
3. Not applicable to Nissan case
4. Not applicable to Nissan case as there is
continuous need to listen and discuss with
team
5. Due to time constraint not applicable to
GHOSN
6. Not applicable in Nissan case as he
appointed calibers to cover that area.
However, GHOSN was constantly seeking
knowledge and information whenever
necessity applies
7. In more than one occasion praising the harsh
time that the employee must be facing but it
is thought that he was doing from a business
oriented perspective not on a compassion
basis Not in all cases but worst to mention
that in more than one occasion praised the
employee and stressed on the fact that their
endeavors in harsh time are appreciated
Section 3– Create a CPD plan (Continuous Professional Development plan) for Carlos Ghosn - CEO
position todevelop his leadership skills
The leadership competences are mainly summarized in four criteria:
1. Leading People
2. Strategic Planning
3. Inspiring Commitment
4. Managing Change
Within the leadership platform the above criteria are also analyzed in conjunction with present and
future leadership requirements and each leader differs from one another and depends on his future
position. In this assignment we are referring to the GHOSN Nissan case leadership and creating
what is called a gap analysis screening the following:
1. Over-investments: competences that are strengths but not considered important
2. Reserves: Competences that are not strengths and not considered important
3. On Track: competencies that are strengths and important
4. Key Gaps: competences that are not strengths but are important
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Over investment On track Reserves Key gap
Decisiveness –
preferring doing or
acting over thinking
about the situation
Culturally adaptable –
adjusting to ethics/regional
expectation regarding
Human resource practices
and effective team process
Beingaquicklearner
–quickly learning
new technical or
business knowledge
Balancing personal
life and work –
balancing work
priorities with personal
life
Strategic planning –
translating vision into
realistic business strategies,
including long- term
objectives
Managing one‟s career
– using professional
relationship (such as
networking coaching
and
mentoring to promote
one‟s career
Confronting people
– acting resolutely
when dealing with
problems
Resourcefulness – working
effectively with top
management
Doing Whatever it
takes –
persevering under
adverse conditions
Compassion &
sensitivity – showing
understanding of
human needs
Managing change – using
effective strategies to
facilitate organizational
change
Putting people at ease
– displaying warmth
& using humor
appropriately
Participative management –
involving
others in critical initiatives
Inspiring commitment –
recognizing and rewarding
employees‟ achievements
Employee development –
coaching and encouraging
employees to develop in
their career
Leading people – directing
and motivating people
Composure – remaining
calm during difficult times
Respecting individuals‟
differences – effectively
working with an treating
people of varying
backgrounds and
perspectives fairly
Self-awareness–
recognizing personnel
limits and strengths
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Section 4– Evaluate the effectiveness of methods used in the CPD plan (Continuous Professional
Development plan) to develop Carlos Ghosn - CEO leadership skills
In reference to Section 3 analysis where we have determined the key gap issues, now there is the
analysis and evaluation to develop those skills. There are three type development tools:
1. Teaching
2. Educating
3. Training
Educating is subject to time constraint and not applicable on the fact the GHOSN is a key icon and
successful leader. Thus, it is suggested to use the Teaching and Training technique. All below
mentioned Key gap is listed hereunder and underneath the applicable development tools.
1. Confronting people – acting resolutely when dealing with problems
2. Compassion & sensitivity – showing understanding of human needs
3. Putting people at ease – displaying warmth & using humor appropriately
4. Balancing personal life and work – balancing work priorities with personal life
It will be adhered by having One-on-one coaching & Training Consultant; for undertaking the
surveys and applying the workshops.
1. Have to undertake a 180 survey for the 2nd line management perspective of GHOSN. After
the Survey results, it should be analyzed and discussed with GHOSN to make sure that he
fully understand if his previous actions has been surveyed as he perceives it.
2. Have to undertake a 360 survey to examine the followers‟ perspective of the 2nd
line manager.
Consequentlyitwillshow toGHOSNifhis strategyintraining, coachingand management has
led to the satisfaction of followers and touch base on the point that might have affected their
performance
3. Onetoonecoachingshouldteachhimtofindstatementthatwillnothurtandwouldstillsendthe
same message desired. Taking the example with the old guard when he did not really consider
choosingwordsthatwould not hurthis age yetachievethesame desired results. To balance his
agendathat it doesn‟t affect his personnel life and toreduce theamount ofwork in orderto have
more time for his personnel life as well as for his health. Which will imply to transfer more
delegationtohis1st
and2nd
linemanagement
4. Along the track after his implementation of his Nissan Revival Plan and having so many
different culture in the management base, it is suggested to hold a Workshops where all 1st
line and 2nd line manager to attend to create an aligned “high performance culture” across
the group. The workshop will combine a number of instructional components including a
leadership stimulation based on demonstrating appropriate behaviors, one to one coaching,
training in storytelling technique and discussion of what components would be required to
create a more effective and sustainable culture.