Individual Research Portfolio on Nissan's People Management Strategies

This individual research portfolio examines Nissan's people management strategies, focusing on leadership, training and development, and talent management. The report begins with an overview of Nissan's company history and its position as a leading automobile manufacturer. It then delves into the operational context of leadership and management within the organization, highlighting the importance of strategic vision, process management, and employee focus. The report further analyzes Nissan's training and development initiatives, including the implementation of the 70-20-10 model and various development programs. Finally, it explores Nissan's approach to talent management and performance measurement, emphasizing the company's commitment to diversity and its use of SMART objectives and continuous coaching to improve employee performance. The conclusion summarizes the key findings and underscores the importance of people management in driving organizational success.

Individual Research Portfolio

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
Company overview......................................................................................................................3
Leadership and managements......................................................................................................3
Training And Development.........................................................................................................5
Talent management and performance measurement...................................................................6
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................8

INTRODUCTION
People management is the important level of concept which subset deals with human resources
managements which have the major level of dealing with strategies, financial and financial
policy as well as the people management which are frequently which is being discussion the
organizational change. This have defined the process of controlling and monitoring the
individual with manager have the important task is to manage people (Tyler, 2020). This is
helpful in increasing the manager to lead, motivating to inspire people. Nissan motors have bene
recognized all over the world as the third largest car manufacture in Japan in mid-80’s. in this
report, there will clear level of discussion on the operation context of three important area of
business which is leadership and management flowing with training development and talent and
performance management.
MAIN BODY
Company overview
Nissan motors have established itself as the pioneer in the manufacturing of automobile for the
last 70 years by succeeding itself as the world leading manufacturing company. The firm have
introduced the corporate valley and building the corporate foundation which is enabling view
company to win out the competitive environment in perfect order.
The company Nissan motors have the commencement of the different level of lifestyle which is
beneath exceptional name. Initially, the company have been known as the Data motorcar as
having the beginning in year 1914 (Wolf and Ober, 2017). The company have been established
by the Jidosha-Seizo Kabushiki-Kaisha as the firm have produced there its first car Datsun. The
company have the successful coverage of the entirely producing small car passengers in order to
have the producing of trucks and military vehicles. The car which have been made by the
company is the considered to be more level of efficient, more beautiful, more inspiring and more
human than ever before. It means, simply, making cars that change the world.
Leadership and managements
As the team of managements, the firm is more level have bene aware regarding the sense
of responsibility in order to have the meeting up of expectation of the differentia shareholders by
reinstating dividend payment soon in perfect manner. The company have achieved a great level
new corporate consciousness which is implementing the sweeping level of improvement in the
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different level of corporate structure. The firm is looking forwards the conscious level of support
along with guidance with the respective shareholders attaining the deafferented level of gaols.
Leadership and managements are considered to an important aspect which seems to be
more level of identical but have the little level of similarities. This term is considered to be
most commonly used ones with have the enabling of certain level of task by involving and
innovating the propel to have the achievement of the common gaol in perfect manner.
The company is successful in building the new level of generation which is more level of being
electrified, intelligent and connected evil of cars as the company is making the serios level of
investments for the production technologies and taking the manufacturing facilities to pride into
upcoming future.
The leadership and management have the 4 important transient which been followed by the nisin
company as the manager are successfully in building the strategic vision by breaking down the
roadmap with ability to be direct along with process managements and more people focussed
(Zentner, 2016).This is the virtue which is leading the company which have the requirement of
the rust of followers unlike to the managements have the needs to make control for the manager
to have proper level of subordinates. In the recent days, it has been identified that the Nissan
company is changing the order to hierarchy in management structure of firm.
In addition to that’s the firm have announced the level of management change in the
sakes and marketing organization in order to have the aim of boosting the sales. The firm is
making the increase level of responsibilities to the reginal level of sales and marketing by
motivating the employee with respective changes in the incentive strategy, distributions, dealer
network development. This is helping out to have the controls of financial background for
improving the customer satisfaction to bring oy the right blend level if experience and new ideas.
This is making more level of increase in the innovation and creativity among the employee to
have the reinforcing the Nissan’s position in the developing important regions.
The firm have the managing the transformational level of leadership as the dealer in the
operational manager have the rising the through the role of increasing level of responsibility in
the sale and marketing organization (Noe and Kodwani, 2018). The term manager has the
aggressive level of marketing strategy to have the transformation of business which have more
level of recent launching and management. The company have the reduction of purchasing cost
by 20 % which can be improved the level of efficiency in addition to the reducing the level of
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suppliers which have the highly regarded aspects. There is making of specific order which have
increased the level of the car production which solely with the customer needs in mind for the
proper performance improvement.
Training And Development
As per the leaders in training and development which have the adaptions in the improving the
correctly level of index with the use of cross functionals working of the teams to have the
improvement of their respective human relations via the interaction along the different
departments to make proper level of major changes by the developing of senior executives.
Managements is having the managing of merit pay plans to have the performance which can be
related to the increase level of promotion with making employee more level of capable of
learning an earning with the addition amount if 33% which is more level to base on the
performance and gaining more level of stock options.
Nissan used to have the providing if various level of learning opportunities as the firm
have been commitment to be the most level of innovative, trusted and the environmentally
responsible aspects. The business has the major level of relying on their two important things
that’s iis the world class people and more level of innovative vehicles (Zhang and Gao, 2019).
As there is the business climate changes which have encourage more level of culture lifelong
learnings as the individuals have to perform will be able to have the continuum growth and
compete in global level.
As the training and development, the firm is having the major level of implementation of the 70-
20-10 model which is commonly use used formula to have the major level of description to have
the unitization of the optimal resources by been successful level of manager.
As per this model the individual have the obtaining of more than 70% in relation to their
knowledge from the job related experience, the next 20% have been gain through the personal
level of interaction and next 20 % is about the formal level of education events.
This is having major level of addition to the general level of guidance in order to have the
maximization of the effectiveness o the learning through various development programmes
which have been employed by the organization through the world.
The model creator has the hold on the experience which is owed benefice for employees
by defining the job-related experience with respective to the mistake and immediate level of
feedbacks for the respective performance. In addition to that the employee have the 20 % which
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have the inclusion of activities which can be such as include social learning, coaching,
mentoring, collaborative learning and other methods of interaction with peers. Encouragement
and feedback are prime benefits of this valuable learning approach (Lowe and et.al.,2017). The
remaining 10% have the inclusion of professional development which have optimally comes up
formal traditional courseware instruction and other educational events.
The company have the range of focussed development programmes which acne be related
to the specific group which have providence of opportunity in structuring collective level of
learning of networking links. This have the major leading to make proper level of predations in
developing the future level of leadership by morr key level of competencies and proteasome of
high performing managers.
Development of the high performers is been done providing their Special Accelerated
Development programs for high-performing employees. These have the special level of
opportunities which are more level t be multiday, untense workshops which have the opponent
in order to grow the leadership skills for the farther future development. Many of these intensive
workshops provide follow-up development opportunities including assessment, feedback,
coaching, and mentoring opportunities.
Talent management and performance measurement
Talent management is one of strategic aspect of managements for fostering diversity at company
Nissan in which the firm have take n level of initiatives to have the realizing the goals which is
needed to have the achievement of the sustainable growth while having respect of diversity.
Promoting more level of diversity around the globe is being determined by them.
As per the company Nissan, It have ben clearly believe that the employee have the need to work
in worry free, self-initiates mannered in order to have here pursuing their respective career which
is regardless t the respective gender, nationality or other factors. Skill development programs are
another essential part of making the workplace attractive to employees (Eghbal and et.al., 2017).
This have been based on the more level of global corporate values which is also knows Nissan
was as the global level of glue which is more in level of normative interaction with respective
personnel evaluation for the approved system integration.
The firm have been distributed in between the four major functional area which such as the
manufacturing, supply chain management, research and development and human resource
department. In addition to that it is continuum level of procedure which have the inveiglement of
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interacting there retaining high quality of employees for developing the skills and continuum
motivation for improvement in performance.
As per the model of talent management, there is no level of standardized model but the
professional of Nissan have developed the procure as the planning, attracting, developing,
retaining and transiting.
In addition to the Nissan performance managements, it is important to have the reach over the
sustainable, profitable growth . the employee are tended to have there ultimate level of objective
for creating more level of values to have the accomplishment of plan of ensuring the quality
managements the Nissan management ways have the fictive plans which will be guided
towards the right level of direction with having effective plan which points achieving the
objective and goals without any failure.
The company have the established more level of SMART objectives which is empowering the
employee by providing them continuous level of coaching (Noe. and Kodwani, 2018.). This
makes proper level of encouragement of suggestive improvements in order to have the
conduction of formal level of performance appraise This have bene the strategy which make the
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proper level of procedure of defining the organizational glass to the talent management process.
The company have the professional development activities which have the inclusion of
mentoring programmes along with self-assessment and 360-degree feedback along with cross
cultural assignment in perfect manner.
CONCLUSION
From the above file it can be concluded that People management is the important for dealing
with strategies, financial and financial policy as well as the people management which are
frequently which is being discussion the organizational change. The company is successful in
building the new level of generation which is more level of being electrified, intelligent and
connected evil of cars as the company is making the serios level of investments for the
production technologies (Shore and Wright, 2018). The firm have the managing the
transformational level of leadership as the dealer in the operational manager have the rising the
through the role of increasing level of responsibility in the sale and marketing organization. As
the training and development, the firm is having the major level of implementation of the 70-20-
10 model defining the job-related experience with respective to the mistake and immediate level
of feedbacks for the respective performance. Skill development programs are another essential
part of making the workplace attractive to employees. This have been based on the more level of
global corporate values Nissan.
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REFERENCES
Books and Journals
Online
Tyler, B.E., 2020. Leader or Manger-Appreciate the Difference. US Att'ys Bull., 68, p.103.
Wolf, D.G. and Ober, D.K., 2017. Turning Managers into Leaders: The Art of Mentoring. In
Encyclopedia of Strategic Leadership and Management (pp. 1163-1178). IGI Global.
St-Hilaire, F. and Gilbert, M.H., 2019. What do leaders need to know about managers’ mental
health?. Organizational Dynamics, 48(3). pp.85-92.
Zentner, A., 2016. Analyzing the Change Management Case of Nissan through the Lens of
Emotional Intelligence. Available at SSRN 2865027.
Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
Education.
Zhang, J. and Gao, Z., 2019, February. Dongfeng Nissan Marketing Strategy Research. In
International Conference on Application of Intelligent Systems in Multi-modal Information
Analytics (pp. 1038-1045). Springer, Cham.
Lowe, R.T. and et.al.,2017. Training end-to-end dialogue systems with the ubuntu dialogue
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Eghbal, F and et.al., 2017. The effect of talent management process on the research performance
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Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
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Shore, C. and Wright, S., 2018. Performance Management and the Audited Self. Metric Culture:
Ontologies of Self-Tracking Practices, p.11.
Ikegami, J.J., Maznevski, M. and Ota, M., 2017. Creating the asset of foreignness: Schrödinger’s
cat and lessons from the Nissan revival. Cross Cultural & Strategic Management.
Hudak, R., 2016. MBA International Management Cross-cultural Management.
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Asset? A field study of Nissan's leadership. In Academy of Management Proceedings (Vol.
2016, No. 1, p. 12596). Briarcliff Manor, NY 10510: Academy of Management.
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David, S., Armanu, A. and Afnan, T.E., 2017. The effects of transformational leadership and
personality on employee performance in Nissan Malang mediated by organizational
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Barmeyer, C. and Mayrhofer, U., 2016. Strategic Alliances and Intercultural Organizational
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Khanh, N.T.K. and Akerib, M., 2019. Analysis of the four Rs of high-stakes decision making in
the case study: Nissan Motors, Ltd.
Garrahan, P. and Stewart, P., 2017. Nothing new about Nissan?. In Restructuring the Global
Automobile Industry (pp. 143-155). Routledge.
Tybout, A.M. and Fahey, N., 2017. Marketing the nissan micra and tata nano using social media.
Kellogg School of Management Cases.
Bird, A., 2019. The Limits of Global Leadership: Commentary on Revisiting Carlos Ghosn’s
Global Leadership Style. In Advances in Global Leadership. Emerald Publishing Limited.
Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
Education.
Zhang, J. and Gao, Z., 2019, February. Dongfeng Nissan Marketing Strategy Research. In
International Conference on Application of Intelligent Systems in Multi-modal Information
Analytics (pp. 1038-1045). Springer, Cham.
Lowe, R.T and et.al., 2017. Training end-to-end dialogue systems with the ubuntu dialogue
corpus. Dialogue & Discourse, 8(1). pp.31-65.
Garrahan, P. and Stewart, P., 2017. Nothing new about Nissan?. In Restructuring the Global
Automobile Industry (pp. 143-155). Routledge.
Bhalla, V and et.al., 2018. A CEO’s guide to Talent Management today.
Zhang, J. and Gao, Z., 2019, February. Dongfeng Nissan Marketing Strategy Research. In
International Conference on Application of Intelligent Systems in Multi-modal Information
Analytics (pp. 1038-1045). Springer, Cham.
Shore, C. and Wright, S., 2018. Performance Management and the Audited Self. Metric Culture:
Ontologies of Self-Tracking Practices, p.11.
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