Research Paper on:
Nissan (Case Study Analysis)

Unformatted Sample Text from the Research Paper:
to take Nissans own managers and mobilize them with the use of cross-functional teams (Ghosn, 2002). This is a strategy that is different from what many leaders utilize. Many high  level managers take over a company and get rid of the existent teams and hire new blood, but Ghosn took a different tact. At the same time, Ghosn (2002) realized  that significant changes would have to be made. He wanted to tweak the corporate culture and embrace the very best elements of Japanese culture (Ghosn, 2002). He also wanted to  dismantle Nissans culture of blame (Ghosn, 2002). Part of Ghosns brilliant strategy was to utilize the resources that were already there. What he did, in addition to using management that  was a part of the firm already, was to find a lot of money invested by the company and utilize that (Ghosn, 2002). In other words, Nissan had investments but  it was not making use of them. It was time to liquidate in order to alleviate the cash flow problem. Also, Ghosn (2002) changed the seniority rule because there had  been too much dead weight found as a result of these types of rules. Rather than rewarding people for seniority, the company would begin to reward for performance, although seniority  was not totally ignored (Ghosn, 2002). 2. What were the obstacles to his success? Ghosn took over Nissan at a time when the company was doing  very badly. Nissan had not turned a profit for eight consecutive years and its margins had been very low (Ghosn, 2002). It is estimated that "Nissan gave away $1,000 for  every car it sold in the United States due to the lack of brand power" (Ghosn, 2002, p.38). The company was also in debt to the tune of $11 billion