Q1 = 23
Q2 = 23
Total marks = 46%
See my comments inside but in general you have not presented enough content.
1 Question 1 - 2 -
1.1 Use of Structure in managing the ‘Change’ - 3 -
1.2 Effectiveness of the structures and system in implementation - 4 -
1.3 Conclusion - 6 -
2 Question 2: - 8 -
3 References - 10 -
Figure 1: Management of change, Six step model. (Chris Mabey, 2008) - 6 -
Figure 3: Mintzberg’s 6 basic parts of the organization (S. Segal-Horn) - 8 -
Figure 4: Summary of Nissan’s Revival. - 10 -
Figure 5: Strategy Development- a cultural perspective. - 11 -
Table 1: Implementations impact on key success factors. - 6 -
Table ...view middle of the document...
2 Effectiveness of the structures and system in implementation
According to Henry Mintzberg, an organization's structure emerges from the organization's strategy, the environmental forces (these would include Porters 5 forces), and the organizational structure itself. When these fit together well, they combine to create organizations that can perform well. When they don't fit, then the organization is likely to experience severe problems.
The case study does not look into the success of the strategies but merely its implementation.
We therefore will look into how Nissan implementation strategy influence the 6 parts of the organization as described by Mintzsberg.
[pic]Figure 3: Mintzberg’s 6 basic parts of the organization (S. Segal-Horn)
Ghosn identified Nissan’s key success factors, these included but not limited to the following in the d:
|Key Success Factors |Structural alignments implemented |
|Cost effective manufacturing processes |The recommendations of CFT’s realigned the balance of power |
| |between the Technistructure (Engineering department) and the |
| |Support Structure (Purchasing department). Where engineering |
| |department had significant influence that had no orientation to |
| |commercial performance the CFT’s recommendations created a system |
| |that interrogated engineering practices as well as linking Quality|
| |and delivery to Cost. (Plants closings) |
|Access to global markets |Nissan’s manufacturing centers in Japan had higher manufacturing |
| |costs due to it’s Japanese suppliers. Though these products would |
| |be sold globally. Ghosn implemented changes to Nissans’s global |
| |footprint to align it with its markets. Thereby making fundamental|
| |changes to the ‘ideological’ sphere (see fig.3). Nissan devolved |
| |its supplier relationship structures from favoring equity links to|
| |competitive supplier based on cost and quality.(unwinding of |