NISSAN Motors Manufacturing (UK) - Copy

NISSAN Motors Manufacturing (UK) - Copy - NISSAN Motors...

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NISSAN Motors Manufacturing (UK): A Successful Mixed Marriage MGMT2105 East Asian Business Enterprise School of Management Australian School of Business University of New South Wales
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Agenda Brief review on multinational corporations Japanese Management Style Introduction to the case Nissan Sunderland; a Japanese Company in Europe Employment Production Process Productivity & Efficiency Design & Engineering Philosophy Quality Points & questions to discuss
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What do we mean by multinational corporation? Production or services in one or more than one countries other than home country Importance of multinational enterprises (MNEs) in the global economy Many MNCs are surpassing the revenue-producing ability of smaller governments. Globalization Local Contexts Challenges Complexity that is associated with adaptation to local contexts Balancing the forces that require local responsiveness of subsidiaries with those that require subsidiaries’ global integration within the umbrella of the MNE’s overall structure.
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Japanese Management Style Organizational systems are considered as a part of larger societal environment with which they continuously interact. Management Process is dependent not only on external environmental constrains and culture, but also management philosophy. Environmental Factors directly influence not only management practices but also management and organizational effectiveness. For understanding managerial differences and similarities, there certain points that we need to consider (framework) Management Philosophy Management attitudes toward: Employees Consumers Suppliers Stockholders Government Community Environmental Factors: Socio-economic Educational Political Legal Cultural Management Practices: Planning Organizing Staffing Motivating & Directing Controlling Management Effectiveness Enterprise Effectiveness Affect Affect Affect Affect Source: Negandhi & Prasad (1971, p. 23)
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Japanese Management Style Nihonteki Keiei or Japanese-style management Group consensus in decision making Career job security, HR system Quality Control (Kanban) High labour productivity (part of Western admiration was derived from the perceived devotion Japanese employees had to their companies) Japanese have consistently sought to de-mystify and criticized their own system. Distinct Shareholder Relationship (Dividends System, Board Structure, Mutual S hareholding,…) Separation of Management from wishes of the owners & passive . (long term planning instead of short-term concerns around the share prices) Managerial autonomy in relationships: management & shareholders + management & employees Long-term view is as much related to the cultural legacy of Japanese executives as it is to the relationship they enjoy with shareholders
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As with Japanese society, Japanese corporations
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