The present work is analysing the successful turnaround of the Japanese car manufacturer Nissan in 1999 to 2001. Very often transformational change fails due to different factors, in most cases though due to the insufficient employeeas motivation or due to cultural problems when two international partners try to gain the competitive advantage through merger or alliance. To analyse the successful turnaround of Nissan after its alliance with Renault, a anewa model for conducting organizational change was introduced. The provided framework unites both actions and attitudes, necessary for motivating employees and establishing new structural and cultural patterns. The example of Nissan proved that clear analysis of the present situation, cross -border communication during the whole transformational process, the sense of urgency established from the very beginning and total commitment of top management and employees are the vital factors that define the success of transformational intention.2.2 Leadership styles and roles The role of a leader in the change process was studied in depth, and, as a result, several major ... 2.2.1 Golemana#39;s six leadership styles Depending on the situation, a leader can apply different leadership styles.
|Title||:||Back on Track! Successful Management Techniques to Get a Company Out of Debt Pile|
|Publisher||:||Anchor Academic Publishing (aap_verlag) - 2014-01-01|