...Question 1: Describe Carlos Ghosn using the “Big Five” dimensions of personality Extraversion Ghosn is a very outgoing and energetic person. His behavior makes people around him feel comfortable and good about themselves. He knows how to communicate efficiently with every level of the company. “ Ghosn was noted for the clarity of his vision and ability to communicate throughout the organization.” Moreover, Ghosn has no problem addressing everyone in the company in a regular basis unlike the Japanese traditional management where worker had limited communication with management. “This was the first time in the company’s history that the president spoke directly to everyone in the organization. He addresses the entire company in a regular basis. Everywhere he goes he makes a point to talk to employees at all levels.” We can also see that he is a very energetic person going everywhere he can to get information from everyone. It is obvious that Ghosn seek simulation throughout the employees. “ He first goes to the people who come in contact with the customers everyday…He listens to them intently. He asks a lot of questions.” From this we can conclude that Ghosn is an extraverted person. Agreeableness One of Ghosn’s apparent traits of personality is agreeableness. Wherever he goes, he has this ability to relate to people and somehow connect to them...
Words: 1614 - Pages: 7
...The Personality of Carlos Ghosn: $10 Billion Dollar Man 1. Describe Carlos Ghosn using the “Big Five” dimensions of personality. The Big Five: 1. Extraversion reflects the tendency to experience positive emotional states and feel good about oneself and the world around one 2. Agreeableness is the tendency to get along well with others and cooperates 3. Conscientiousness is related to the extent to which a person is careful, scrupulous and preserving 4. Emotional stability describes a steadiness of mood and the ability to withstand minor setbacks, difficulties. Stable persons don’t easily become anxious, nervous, tense or angry. 5. Openness to Experience reflects the extent to which a person is original, has broad interests and is willing to take risks Characteristic Extraversion Agreeableness Conscientiousness Emotional stability Openness to Experience Carlos Ghosn in short Man of action, praised, feels good about himself, self-esteem, selfconfidence, fearless, hardnosed International background, acceptance as leader, listens to people, respected, devotion, motivation and empowerment Careful, scrupulous, follow-up, demanding, comprehensiveness, ready for unforeseeable incidents Risk prone, no step down or retreat Internationality, curiosity, overcoming anxiety, creativity, innovation, bearing huge risk through managing 2 companies In case of Carlos Ghosn it makes sense to start with his openness to experience. From the beginning of his live on he was facing constant changes...
Words: 1943 - Pages: 8
...Individual Analysis Paper Chairman and CEO of Nissan and Renault – Carlos Ghosn Chao Ru chao.ru@laverne.edu University of La Verne Graduate School of Business BUS 586 – CRN 1354: Leadership for the Future Professor John C. Sivie June 28, 2012 I. Table of Contents I. Table of Contents 2 II. Background and Award of Carlos Ghosn 3 III. Important Contributes for Nissan from Ghosn 4 IV. Doing the Right Things of Carlos Ghosn 5 V. Learn from Carlos Ghosn 7 VI. References 9 Chairman and CEO of Nissan and Renault – Carlos Ghosn II. Background and Awards of Carlos Ghosn Background Information of Carlos Ghosn: Carlos Ghosn is the president and CEO of Nissan Motor Co. Ltd., a global automotive company with 180,000 employees and $83 billion in revenue. He joined to Nissan in June 1999 as its chief operating officer. And then, he became Nissan’s president in June 2000, and also became the chief executive in June 2001. Carlos Ghson is also the president and CEO of Paris-based Renault, SA which was named in May 2005. Both companies together produce more than one in 10 cars sold worldwide. He is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing the two companies through a unique cross-shareholding agreement (Wikipedia, 2012). Currently, he is not only the president and CEO of Nissan and Renault. He also serves on the board of director at Alcoa Automotive, Inc and Closure Systems International, Inc. He serves these...
Words: 2957 - Pages: 12
...Leaders The Personality of Carlos Ghosn: The $10 Billion Man Read the following dossier of article extracts and answer the final questions. 1.- “The $10 billion man” Feb 24th 2005, The Economist Having turned round Nissan, Carlos Ghosn is about to run Renault as well It is said that he could add $10 billion to the market value of Ford or General Motors with a stroke of his pen. But Carlos Ghosn is not about to sign up as chief executive of either firm. Instead, in May, he will become the boss of Renault, France 's second-largest carmaker, while continuing to head Nissan, Japan's number two car firm. To ease the transition, this week he named Toshiyuki Shiga as Nissan's chief operating officer. Although Renault and Nissan have cross-shareholdings and a deep alliance, their relationship deliberately stops well short of outright merger. Perhaps that is why it has been so successful, avoiding the integration pain that has marred, for instance, DaimlerBenz's takeover of Chrysler. In his book, “Shift: Inside Nissan's Historic Revival”, published in English last month, Mr Ghosn says that the strength of the alliance “can be found, on the one hand, in its respect for the identities of the two companies, and on the other, in the necessity of developing synergies.” Certainly the benefit has flowed both ways since the Franco -Japanese deal was done in 1999. First, Renault rescued Nissan, buying a stake (now 44%) and installing its Mr Ghosn as chief operating officer (and...
Words: 3968 - Pages: 16
...Ievgeniia Sapa_BU_598 Cases summaries The case” Nissan Motor Co., Ltd., 2002” It begins with the praise of Carlos Ghosn, president and CEO of Japanese auto manufacturer Nissan Motor Co., Ltd., his successful work and prosperous contribution to company that had reached amazing results in 2002 comparing with the last three years of almost bankruptcy. Its operating profits and net profit raised 68% and 12,4% and operating margin raised from 4.75% to 7.9% from the previous year. From the case we can follow the development of the company. It was founded in 1933 and it was one of the first Japanese company to manufacture automobiles. It began to increase in 1950s and in 1970s it was the second company after Toyota but after that the company began to lose their market position, staying far behind its rivals Honda and Toyota. In 1987 Nissan tried to double their sales by investing almost $4,5 billion into development of their domestic network and $1,8 billion into manufacturing facilities. By1992 they increased their dept in three times to $32,7 billion. This was decade of losses and declines. Yutaka Kume on the last year of being president began to restructure the company and Nissan had a loss in recurring profit. The next president of the company was Yoshifumi Tsuji and he had another plan of expanses reducing to $2 billion, in three years. After him was Yoshikazu Hanawa with his restructuring plan. In that period Honda took the second market place in Japan. Nissan company kept...
Words: 2230 - Pages: 9
...TUTORIAL 8: CARLOS GHOSN: LEADING FOR GLOBAL SUCCESS AT RENAULT-NISSAN ● Summary [Identifying key issues] ■This case discusses Japan’s number-two automobile manufacturer,. (www.nissan-global.com), its CEO Carlos Ghosn, his leadership style, and the company's strategy. The questions focus on these issues and whether the strategy of Renault-Nissan is global or multinational. The case provides a good example of a firm that uses a global, integrated strategy for its worldwide operations. It is also a good example of a large company with ambitious goals to produce high quality products and sell them on every continent. BACKGROUND ■ Based in Tokyo ■ 2009- Sales were nearly $90 billion ■ Management planning to launch 48 new car models ■ A few years ago- on the verge of bankruptcy. ■ Renault- The French automaker took a 44 percent stake and installed Carlos Ghosn as Nissan’s CEO ■ Dramatic turnaround- Ghosn returned Nissan to profitability and became a celebrity in Japan ■ Ghosn- Born in Brazil, raised in Lebanon, and educated in France, he is a charismatic leader who speaks four languages and is idolized for saving one of the world’s premier car companies. ■ Ghosn closed inefficient factories, reduced Nissan’s workforce, curbed purchasing costs, shared operations with Renault, and introduced new products. NISSAN’S ORGANIZATIONAL CULTURE ■ Ghosn cut through antiquated thinking, defying Japan’s often bureaucratic and clubby business...
Words: 2174 - Pages: 9
...1. To enlist support from the employees, I think a shared vision and a clear strategy is key success factors. One of the fundamental problems when Carlos Ghosn arrived at Nissan was the lack of vision from management. By a restructuring in the organization and the grouping of Cross Functional Teams, I believe that the explaining and communication sharing, hereunder common vision, across the entire company was improved. Next step was the formulation of the new strategy. When formulating a strategy it is very important to choose a strategy that is compatible with the organizational culture. It is my opinion that Carlos Ghosn succeeds with the adaption of strategy into organizational structure, by letting the employees in the CFT’s create the strategy themselves, or at least be a big part of the strategy creation. In order to achieve an effective strategy execution you need to adapt the culture to the selected strategy. By reaching to conclusions of plant closures and employee reductions, I think that the CFT’s managed to adapt the culture to the selected strategy. Overall Carlos Ghosn experienced a willingness of the Nissan employees at all levels to change their mindset and embrace new ideas. In my opinion Carlos succeeded in enlisting different parts of the organization, because he created and communicated a shared vision and included many of the employees in the new strategy and the underlying process. The employees in the Cross Functional Teams and sub-teams...
Words: 916 - Pages: 4
...Leadership Analysis Project: What Leaders Do? Jaeeun Yoo Northeastern University October 5, 2014 Author Note This paper was prepared for Develop Leadership Capability, LDR6100 70050, taught by Dr Goode. Summary Well-known for his ability of reconstructing failing companies, Carlos Ghosn is a great leader in modern business. He restored the Nissan motor group from the brink of bankruptcy, achieving record profits in two years. He is the best model for transformation leadership, which could be a spotlight in our society today. Transformational leadership gives more attention to the charismatic and effective elements, concerned with emotions, values, ethics, standards, and long-term goals (Northouse, 2013, p. 185). As many industries are becoming extremely competitive, the importance of effectively motivating subordinates is being emphasized. In addition, Ghosn’s transformational leadership demonstrates how leaders diagnose the cause of the problem and manage crisis. He is a successful businessman and a competent leader. A whole series of events brought him fame as a leader and demonstrate ideal leader’s roles in highly competitive society. When he joined Michelin tire in France, he was only 25 years old. He experienced life as a staff and manager in a factory in his first business career. Throughout the period of being a factory manager, he learned the importance of ‘Field based management’ and ‘fulfillment’...
Words: 2596 - Pages: 11
...một "case study" thú vị về Carlos Ghosn - tổng giám đốc (CEO) của Nissan và cách lãnh đạo tài tình đã giúp người đàn ông này vực dạy cả một tập đoàn lớn đang trong cơn khủng hoảng. Tổng quan về công ty trách nhiệm hữu hạn sản xuất ô tô Nissan trong năm 2002 "Tôi sẽ từ chức nếu không đạt được những cam kết này". Carlos Ghosn tuyên bố trong Kế hoạch phục hưng Nisssan tháng 10 năm 1999. "Chúng tôi đã đạt được những mục tiêu đề ra trong Kế hoạch phục hưng Nissan trước một năm". Carlos Ghosn công bố báo cáo lợi nhuận trong 2 năm liên tiếp, ngày 21 tháng 3 năm 2002. "Đối thủ cạnh tranh của chúng ta là Nissan". Fujio Cho, chủ tịch tập đoàn Toyota tuyên bố trước một nhóm lãnh đạo mới vào tháng 5 năm 2002. Vào tháng 5 năm 2002, Carlos Ghosn, chủ tịch kiêm chủ tịch hội đồng quản trị của tập đoàn trách nhiệm hữu hạn sản xuất ô tô Nissan đã công bố kết quả tài chính sau một năm tính đến ngày 31 tháng 3. Lãi suất vận hành và lãi suất ròng đã tăng lên tương ứng 68% và 12,4% kể từ năm vừa qua và lợi nhuận vận hành đã tăng từ 4,75% lên 7,9%, vượt qua Toyota với 7,4%. Đây là năm thứ hai liên tiếp Nissan đạt được kết quả đáng ghi nhận này. Tính tổng thể, mặc dù vẫn còn đứng sau Honda và Toyota nhưng lợi nhuận vận hành của Nissan cũng xếp hạng 6 trong số những công ty ở Nhật Bản trong năm tài khóa. Đó là những thành tựu nổi bật đối với một công ty đã từng đứng trên bờ vực phá sản mới chỉ 3 năm trước. Những thành tựu của Nissan giúp Ghosn trở thành nhân vật kiệt xuất trong...
Words: 8448 - Pages: 34
...GriffCh15v3.qxd 10/27/06 08:12 PM Page 439 CHAPTER 15 • LEADERSHIP AND EMPLOYEE BEHAVIOR IN INTERNATIONAL BUSINESS 439 Part 3 Closing Cases Ben & Jerry’s—Japan On an autumn evening in Tokyo in 1997, Perry Odak, Angelo Pezzani, Bruce Bowman, and Riv Hight gratefully accepted the hot steaming oshibori towels their kimonobedecked waitress quietly offered. It had been just over nine months since Odak had committed to resolving the conundrum of whether to introduce Ben & Jerry’s ice cream to the Japanese market and, if so, how. The next morning would be their last chance to hammer out the details for a market entry through 7-Eleven’s 7,000 stores in Japan or to give the goahead to Ken Yamada, a prospective licensee who would manage the Japanese market for Ben & Jerry’s. Any delay in reaching a decision would mean missing the summer 1998 ice cream season, but with Japan’s economy continuing to contract, perhaps passing on the Japanese market would not be a bad idea. Perry Odak was just entering his eleventh month as CEO of the famous ice cream company named for its offbeat founders. He knew the 7-Eleven deal could represent a sudden boost in the company’s flagging sales of the past several years. He also knew that a company with the tremendous brand recognition Ben & Jerry’s enjoyed needed to approach new market opportunities from a strategic, not an opportunistic, perspective. imported ice cream, and expectations of falling tariffs on dairy products suggested new opportunities...
Words: 4834 - Pages: 20
...and what is effective in one country might be considered as ineffective in another culture. Select two leaders from two different cultures and compare and contrast their leadership styles. Explain why they are different or similar.2007/2008 5. “Leadership is fundamentally the same irrespective of culture.” Do you agree/disagree? 2007/2008 6. How does culture influence the practice of leadership? 2006/2007 Objectives: 1. Describe the basic philosophic foundation and styles of managerial leadership 2. Examine the attitudes of European managers toward leadership practices 3. Compare and Contrast leadership styles in Japan with those in the US 4. Review leadership approaches in China, the Middle East, and developing countries 5. Examine recent research and findings regarding leadership across cultures 6. Discuss the relationship of culture clusters and leader behaviour to effective leadership practices, including increasing calls for more responsible global leadership US and Japan “Getting Americans and Japanese to work together is like mixing hamburger with sushi.” (Atsushi Kagayama, VP Panasonic Corp, Japan & President, American Kotobuki, USA) Carlos Ghosn Carlos Ghosn has become widely recognized as the quintessential global executive. the man who is credited with turning around major Japanese car maker...
Words: 5406 - Pages: 22
...to be present in every strategic market by acquiring one or more of the local cement | | |producers. | | | | | |What does the nature of industry play in the globalization process? | | | | | |The cement industry requires big investments and a long-term commitment. There are no quick returns. Therefore, | | |to be successful in this industry, the company has to have a long-term strategic vision. | | |...
Words: 585 - Pages: 3
...ANSWER TO QUESTIONS: 1. How would a consumer’s level of involvement, need for cognition, and level of information search affect the purchase of a new car? THEORY: The consumer buying decision process is a five-stage purchase decision process which includes problem recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. The problem recognition occurs when a buyer becomes aware of a difference between a desired state and an actual condition.After the consumer becomes aware of the problem or need, he or she searches for information about products that will help resolve the problem or satisfy the need. Repetition, a technique well known to advertisers, increases consumers’ learning. Repetition eventually may cause wear-out, meaning consumers pay less attention to the commercial and respond to it lessfavourably than they did at first. A successful information search within a product category yields a consideration set (aka evoked set), which is a group of brands that the buyer views as possible alternatives.Purchase selection is based on the outcome of the evaluation stage and other dimensions.After purchase, the buyer begins to evaluate the product to ascertain if the actual performance meets expected levels. Cognitive dissonance is a buyer’s doubts that arise shortly after a purchase about whether it was the right decision. REALISTIC: During the daily using a car or a public transportation, he will realize if he need to buy a new...
Words: 3561 - Pages: 15
...Term Paper Of Research Methodology (A Perspective on the Future of Small Cars in India) Submitted to: Submitted by: Ms. Kanika Jhamb Naveen Bangwal Roll no. - 05 Section – A17B2 Reg. no. -7470070078 B-Tech (h) - MBA (IT) Table of contents Abstract introduction objectives and scope of the study RESEARCH methodology literature review tata’s nano conclusion recommendations bibliography abstract A strong car brand can create significant value in the automotive industry. The price consumers expect to pay for otherwise identical luxury vehicles can vary as much as $4,000, depending on the car's brand. For mass-market cars, brand helps determine which products a consumer considers buying. Furthermore, superior brands extend their halo across every model of vehicle within the brand. It's no surprise that most auto manufacturers make brand positioning and development a key item on their marketing agenda. Because of the prominent role that brand positioning and development play in many auto manufacturers' business strategies, this research has been conducted under extensive research and analysis to better understand how consumers think about car brands. The study analyzes the set of factors which provide valuable insights into consumer brand perceptions. The...
Words: 10310 - Pages: 42
...Available online at www.sciencedirect.com ScienceDirect Procedia Economics and Finance 6 (2013) 418 – 423 International Economic Conference of Sibiu 2013 Post Crisis Economy: Challenges and Opportunities, IECS 2013 Global Strategy: the Case of Nissan Motor Company Sorin-George Tomaa, Paul Marinescua * a Faculty of Administration and Business, University of Bucharest, Romania Abstract The concept of global strategy has become prominent in the international business and management literature in the 1980s. The aims of our paper are to render in brief the concept of global strategy and to highlight some of the main strategy. Our paper contributes to a better understanding of the global strategy concept, and its designing and implementation in the business corporate world. Further studies can be carried on in emphasizing the role played by global strategies in achieving high performance in a changing environment. © 2013 The Authors. Published by Elsevier B.V. © 2013 The Authors. Published by Elsevier B.V. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of Faculty of Economic Sciences, Lucian Blaga University of Sibiu. Selection and peer-review under responsibility of Faculty of Economic Sciences, Lucian Blaga University of Sibiu. Keywords: global strategy; corporation; business; Nissan. 1. Introduction As the process of globalization has entered a new phase in the 21st century, many corporations think of expanding...
Words: 2287 - Pages: 10
