Carlos Ghosn Cross Functional Teams

Cross-Functional Team "When working clearly in strategy and communicating priorities, working in Japan is a lot of fun, the Japanese are very organized and know the ways to do their best, they respect leadership Carlos Goneghorn expects his attitude towards cultural respect and opportunism to succeed, but I was amazed at the speed with which Nissan employees accept and participate in the changing management process. In Tucker's speech he says that the workers prefer stories, they want to know the story they are currently in and the roles they play, they want to see a happy ending - they are part of this ending want to be.

Carlos Ghosn organized nine cross-functional teams to solve the Nissan problem. The team is the key to his successful activation of Nissan. Mr. Ghon explained that employees at every level of the company have solutions to the Nissan problem. According to Gonn, it is neither top-down nor bottom-up. This is a top-down approach, which is before all changes made within the organization (Carlos, 2002) When the last change is going to make progress, it is more transparent We need to adopt group approach. The key word here is that the requirement of threat to resistance is neither realistic nor large. In that general warning, it refers to changes within the company, and other forms of change are seen elsewhere. Resistance is a disagreement in sales and joint negotiations. Resistance can occur in various forms, such as active or passive, open or hidden, personal or organizational, aggressive, and so on.

Carlos Ghos' leadership vision can not be doubted. When he evaluates the resurrection plan by observing pros and cons. He analyzes the situation by setting many goals that will influence the analysis of the company better. He allows the team to choose a better way to achieve the goal. Carlos understands Nissan's goals and vision, and the culture of work is indistinguishable. He defined strategy and vision in the reconstruction plan. Nissan's culture is homogeneous as they think the same way. Nissan's Chief Executive Officer chose to change, but the employee did not feel it necessary to change the organization culture. To change Nissan, we need a new culture that influences the organizational culture (Nakae, 2005). The function recovery team needs to achieve specific goals to make the recovery plan successful.

I believe that Carlos Ghosn and his Cross Functional Teams were able to make the same changes several years ago, but that may be more challenging. If they make the same changes a few years ago, some of the challenges are to find strategic partners and persuade employees about the importance of company problems. Since these changes were before 1999, the fiscal situation is not so important, as we have not yet reached the Asian financial crisis. Therefore, Nissan is not enthusiastic about finding a new strategic partner like 1999. That is one of the reasons I think that is possible. Another problem is that we can not associate Yamaichi's case with employees at the time, so let employees believe in the importance of company problems. I think that this is possible, but it will take more time to generate the driving force behind the importance of achieving company problems. 141182-1710 8