Intercultural management: Nissan cultural analysis

Résumé du document

Nowadays, multinationals are fighting against enormous challenges because of globalization. This can be mainly defined by the delocalization of their plants and their multicultural workforce. They are obliged to set up competitive advantages that conform to changes. The success of a global company will strongly depend on its ability to transfer and to adapt all these elements all over the world. At this level, it is absolutely fundamental for companies to understand the world in which we live in and consider culture as one of the most valuable keys to maintaining and developing a coherent management. The cultural diversity of businesses requires an internal and external communication that takes into consideration all intercultural elements of management. In this report, we will present and study how Nissan, one of the three more powerful automotive manufacturers in Asia is dealing with cultural diversity. We will deeply analyze Nissan internal and external culture, its cultural experience and the cultural environment in which it operates. To perform this analysis, we will use course material as well as other external sources that I will cite as we go along.

Extraits

[...] That is why the Knowledge Maps should take into consideration the fact both plants would not follow rules the same way. For that, it should be clear and complete because gaps and information needs should not exist to instaure a viable communication plan. Both countries have also a divergent culture regarding the autonomy. Spanish people prefer daily and informal supervision while British prefer weekly and formal supervision. Concerning the decision making process, Spanish people will tend not to take their daily own decisions because they need feedbacks of what they have already ended up before starting another task. [...]

[...] English training courses have to be implemented as well as team building between the two companies. Monthly meetings should as well be done by phone. [...]

[...] The proximity is an essential manner to consolidate links between people and Nissan's workers affirm to prefer face- to-face communication with their managers. In that case, Nissan should build up the access to strongest means of communication between its employees to build a constructive relationship. Acting like that might slow down the process if the direct manager can not be consulted and employees can feel reluctant to contact the immediate superior. Nissan based one of its cultural management tools on challenges and innovation to keep its employees motivated. [...]

[...] Intercultural management: Nissan cultural analysis Abstract Nowadays, multinationals are fighting against enormous challenges because of the globalization. This can be mainly defined by the delocalisation of their plants and their multicultural workforce. Indeed, they are obliged to set up competitive advantages that are conformed to changes. The success of a global company will strongly depends on its ability to transfer and to adapt all these elements all over the world. At this level, it is absolutely fundamental for companies to understand the world in which we live in and consider the culture as being one of the most valuable key to maintain and develop a coherent management. [...]

[...] It is one thing to set up an efficient strategy when having workforce diversity in one company but it is quite another thing to apply it when having to deal with intercultural management in several companies in each country of the world. The following part will be supported by internal investigation that has been made to better understand the culture environment of Nissan. Therefore, theoretical comparison is based on the analysis of different scores according to two countries: UK and Spain and will be completely used to demonstrate how they should better act to fight against cultural issues between these two countries. [...]