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PRESENTATION

ON

NISSAN MOTOR
Prenstators:-

Nitesh Bhawsar
Abhishek Singh
Prateek Thakur
Satyam Sharma
Kunal Matani
Nitin Meher
Abhishek Tiwari
Introduction to case

 Challenges faced by Nissan motors


 Cost Reduction

 Alarmed by mushrooming debt and


serious post bubble recession.
 Diagnosed the problem

 Formed CFT

 Changed strategies of purchasing and


sales

INTRODUCTION TO ORGANIZATION

 Founded in 1933- first Japanese


company
 Early 1970s captured 33% of market
share.
 Financial condition deteriorated rapidly
in 1990
 In 1999- strategic alliance with Renault
 Carlos Ghosn – new CEO & President
 Different plans made and implemented.

 Finally succeeded in the year 2002


Issue in the case

 Company was under debt


 Every year restructuring plans

 Rebuilding the sales team

 Purchasing cost

 Creating global organization

 Plant Closing


Issue in the case

 “Blaming Culture”
 No Proper co-ordination

 Motivation Schemes

 New Product Development

 Engineering cost is high

 More time on strategy making


ANALYSIS OF THE CASE

 Two Loss making organizations merge


together
 Cross-Functional Leadership

 3-3-3 Program proved effective

 Cross-Sharingholding Relationship

 Change in the purchasing process

 Promotion is linked with performance


LEADERSHIP STYLES OF CARLOS GHOSN

Task-Oriented Leadership

People-Oriented Leadership

Laissez-Faire Leadership
LEADERSHIP STYLES

Situational Leadership
Democractic or particiative Leadership
Cross Functional Teams

D5
D1 D2 D3 D4 D5
D4

D2

D3
D1
IMPACT AND LEARNING

 Learn from different cultures


 Leadership changes organization
structure
 Less time on strategy making

 Always work on specific areas

 Employees are the profit-centre

 Leader should be the principle driver


ReFERENCES

 www.nissanglobal.com

 www.renaultmotor.com

 www.Slideshare.com

 Case study of Nissan Motor