Assignment on People Management - Introduction

Running head: PEOPLE MANAGEMENT
PEOPLE MANAGEMENT
Name of the student:
Name of the university:
Author Note:

1PEOPLE MANAGEMENT
Table of Contents
Introduction....................................................................................................................2
The Operational context of the organization..............................................................2
Discussion......................................................................................................................3
Section 1: Leadership and Management....................................................................3
Section 2: Training and Development........................................................................4
Section 3: Talent Management and Performance Management................................5
Conclusion......................................................................................................................6
Recommendations......................................................................................................6
References......................................................................................................................8
Bibliography.................................................................................................................10
Appendices...................................................................................................................11

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Introduction
The paper aims to discuss about the strategic key areas of people management in an
organization. The three strategic areas chosen are the leadership with management, training
with development and talent management with performance management. Through these
areas, the paper focuses on the overall strategic human resource management functioning of
the organization. The recommendations to the managers in the relevant skills, knowledge and
abilities required to excel in these areas are provided.
The Operational context of the organization
Nissan Motor Co. Ltd being a Japan automobile company deals in the manufacturing
and selling of the automotive product features. The company operates with a vision of
enriching the customer’s lives and move in the direction of producing innovative products
and services that will provide great values to its stakeholders with its strategic alliance,
Renault. The global production volume of vehicles has seen decrease in 2018 to 5,362
thousand units, a little less than previous two years, where in 2016 it was 5,654 and in 2017 it
was 5,672. The premium products of Nissan being – Infiniti and Datsun which are made with
high innovative technologies and with high quality car expertise (Zhang and Gao 2019).
These are the star products of the company with global ownership. The major values on
which the company rests is diversity and inclusion. The diversity lies in global partnership
and recruitments of talents with diverse backgrounds irrespective of their race, culture and
backgrounds. The good workplace environment with career development opportunities
provide a better learning space (Garrahan and Stewart 2017). The diversity of culture is taken
as an important aspect. The training is imparted to all the employees from the diverse
communities and also the consumers from diverse regions and with varied tastes and patterns.
The various work styles of France, China, Germany and other countries are incorporated and
provided as a mixture of workplace training for the inter-cultural cooperation worldwide
(Furusawa, Brewster and Takashina 2016). Recently, Nissan has won the Pride Index award
twice in 2019 and 2018 in gold criteria. It has been recognized as the best diversity promotion
company through winning awards from Government of Japan, ‘Diversity Management
Selection 100’ by Ministry of Economy, Trade and Industry and career support from Ministry
of Health, Labor and Welfare. The company also promotes gender diversity and gender
equality through the career opportunities and the promotion opportunities of both the male
and female employees. The manager ratio of female: male is increasing with the training

3PEOPLE MANAGEMENT
opportunities targeted for the women employees. The talent development of the female
employees are provided through coaching and mentoring sessions, nurturing their career for
succession planning. The global alliance with Mitsubishi and Renault has made Nissan sell
more than 1076 million cars worldwide and the strategic partnership operates in 122
manufacturing plants (Barmeyer and Mayrhofer 2016). In term of sustainability, the company
manufactures electrical vehicles through which it reduces the carbon emission footprint
worldwide and this helps in ecological balance. The corporate social responsibility goals are
aligned with the global sustainability goals of assistance in reduction of greenhouse gas
emissions, climate change and conservation of natural resources.
Discussion
Section 1: Leadership and Management
The leadership structure of Nissan follows the hierarchy of organizational structure,
where at the top of the organizational ladder is the group of board members who take the
strategic and programmed decisions - chairperson, vice-chairperson, chairperson of
nomination committee and the chairperson of audit committee with independent directors.
Then, in the second level the executive officers operate with president and Chief Executive
Officer in the top reporting position and informed by chief performance officer, chief quality
officer, chief financial offer and other corporate officers with senior and vice presidents from
each branches. Below the chain are the operational managers at departmental levels and the
staff team leaders. The management layout of the company has a decentralized structure. But
the senior leadership team takes the majority decisions. The leadership model followed in the
company is the transformational leadership. This leadership strategy states the overall
functioning of the organization in it’s internal as well as external environment to be directed
towards change collectively (David, Armanu and Afanan 2017). It emphasizes on the
flexibility and the transform the traditional approaches to new approaches of operation. The
leadership of change is brought with the joint efforts of collaboration among the employees,
stakeholders and the other members of the organizations. The planned models of change are
developed with the joint consultation of team representatives and implemented as per market
trends. The management theory of operations in Nissan is through systems management
theory. Through this theory, the company develops the base of success to be rested upon the
elements of synergy, creativity, interdependence and the conjoint relationships among the
sub-systems in the organization. Through this approach the company builds an inter-