Organizational Behavior: Enhancing Performance at Nissan Motors UK

This report provides an analysis of the organizational behavior at Nissan Motor Manufacturing Company in the United Kingdom, utilizing the adhocracy theory to understand its innovative practices, particularly in electric car manufacturing. It explores how organizational culture impacts effectiveness, emphasizing the importance of a positive work environment where employees are valued and motivated. The report also discusses the effects of organizational behavior on employee performance, highlighting the need for a supportive and inclusive culture to reduce turnover and boost productivity. Furthermore, it suggests measures Nissan can implement to enhance its performance in the UK market, such as regular appraisals, incentives, sufficient paid leaves, and public acknowledgment of employee achievements, concluding that a positive organizational culture is crucial for long-term market survival and success.

ORGANIZATIONAL
BEHAVIOR
NAME OF THE STUDENT
NAME OF THE UNIVERSITY
AUTHOR NOTE

Introduction
Organizational culture or organizational
behavior is something that is seen to have a
direct impact on the efficiency and
production of an organization.
Business enterprises that are characterized
by a positive and harmonious work culture
are seen to be far more productive in their
output than organizations where the behavior
or work culture is robotic and autocratic in
nature, with employees seldom being given
the opportunity to express their views and
opinions on business matters (Farrell 2019).

Introduction (contd..)
This report analyzes the
organizational work practices that are seen to be in play
at the Nissan Motor Manufacturing Company in the
United Kingdom.
Organizational behavior at Nissan Motors is analyzed
using well known theories of organizational behavior
after which
the report discusses how organizational culture leads to
effectiveness within the organization, how organizational
behavior can impact the performance of employees and
finally how Nissan Motors can use its work culture to
ehance its performance in the UK market.

Understanding Organizational Behavior at
Nissan Motors
Nissan Motors is one of the largest car companies in the United Kingdom and
the organizational behavior at this company can be well understood using the
theory of an adhocracy.
The adhocracy is an organizational behavior theory that involves the use of
innovation and experimentation in order to come up with skills and techniques
that can be used to create products and services that really stand out in the
market (Mishra et al. 2019).
Nissan is one of the most innovative of car companies in the United Kingdom as
it is well known for its manufacture of electric cars. The electric cars made by
Nissan are not only safe and easy to operate but are also excellent for the
surrounding natural environment. Innovation and sustainability both form a key
feature of the operations that are undertaken by Nissan for the manufacture of
its vehicles ("Technology & Innovation - Experience Nissan | Nissan", 2019). T
The Nissan cars are characterized by a sleek and sophisticated appearance
these are available in a number of different colors, are easy to operate, even by
a novice and are known to have passed the crash test which means that these
cars can safely be driven at a moderately high speed on the roads.

Impact of Organizational Behavior on
Effectiveness in an Organization
The type of organizational behavior that is carried out within the walls of an organization
has an important role to play on matters such as organizational effectiveness. Production
is ensured only if employees working at the organization are given the scope and the
ability to provide their best to the organization (O’ Neill et al. 2016).
A positive work environment in an organization will involve employees being asked to
provide their thoughts and suggestions on various business matters, and these thoughts
and suggestions when expressed will be duly taken into consideration at the time of
implementation. A
As a result, the employees at the organization are going to feel valued by the
management. They will realize that what they think and say is acknowledged by the
higher authorities and this in turn will instill a desire in the employees at the organization
to do their jobs as effectively as possible so that the goals and aspirations of the business
organization are achieved within a short span of time, or within the deadline that has
been set by the company authorities for the achievement of such objectives.
It is therefore imperative for the top level management at an organization to make sure
that the employees in the organization are well looked after and that they have a positive
work environment in which to perform their duties and responsibilities so that this gets
reflected in their work output (Punnett 2019).

Impact of Organization Behavior on
Employee Performance
As discussed above, positive organizational behavior as a very strong
influence on productivity levels in an organization and such high productivity
can be achieved only if employees are motivated enough to do their work in
the best possible manner.
organizational culture in business enterprise, in the sense that if the
leadership is autocratic, then workers will feel stifled, their ideas and
suggestions will not be given sufficient scope for expression and they will lose
the interest and the desire to perform well for the organization.
 This in turn is something that can lead to a high employee turnover, with
large numbers of employees giving in their resignation within a short period
of time. Employee turnover is likely to be hugely detrimental for the growth
and development of an organization and it is something that an organization
needs to avoid at all costs (Wynen et al. 2019).
 As a result, every effort needs to be made by the top level management at
the organization to create a positive work culture, where employees feel
valued and included and which provides them with the incentives and the
motivation that they need to do a wonderful job for their superiors.

How Nissan can Enhance its Performance
using its Work Culture
As discussed above, the work culture which is in practice at
Nissan in the United Kingdom is largely positive in nature.
The employees at Nissan are encouraged to be innovative in
their thought processes all of the time so that they come up
with unique ideas, suggestions and techniques that can be
deployed for the manufacture of the best electric cars in the
country (Sweeney and McFarlin 2017).
While encouraging and boosting innovation among employees
every step of the way, Nissan can only continue to grow and
develop further and further in the UK automotive industry.
 It can also add to this positive work culture by introducing a
number of employee oriented measures that can enhance the
performance of the company in the UK market by leaps and
bounds

How Nissan can Enhance its Performance
using its Work Culture
Appraisals should be introduced at the Nissan company for two to three times
in a year at least, or at the end of every quarter, with a pay hike always being
ensured for employees every time that an appraisal is carried out.
Incentives for employees who are willing to work extra shifts or who are
willing to work on public holidays is also something that the company should
introduce as this will also encourage employees to be more productive for the
company compared to what they are at the moment (Mishra et al. 2019).
 If employees are paid a generous sum of money for working on days they
would otherwise have spent at home, they will be willing to take up this offer
quite readily and be prepared to do their best for the company.
Apart from incentives and appraisals, the Nissan company should focus on
providing employees with a sufficient number of paid leaves in a year so that
they do not suffer from a burn out.
The specific achievements of specific employees who work tirelessly for
Nissan should also be acknowledged publicly in front of their entire office by
the members of the top level management from time to time (Zhang et al.
2019).

Conclusion
Thus, there is definitely a direct co relation between
organizational behavior and culture and effectiveness of an
organization to survive in a market for the long term.
If organizational behavior and work culture in an
organization is positive in nature, such an organization will
be able to do very well in the market, as can be seen in the
case of Nissan in the United Kingdom.
 A positive work culture is created through the establishment
of harmonious relationships among co workers, between
employees and members of the top level management and
through the announcement of incentives, appraisals and paid
leaves, all of which are designed to ensure that employees
feel comfortable, happy and productive at the work place
(Farell 2019).

References
Farrell, M. (2019). Leadership Reflections: Organizational Language. Journal
of Library Administration, 59(2), 193-201
Kunze, F., & Toader, A. F. (2019). Lifespan Perspectives on Organizational
Climate. In Work Across the Lifespan (pp. 561-580). Academic Press.
Mishra, P., Prabhala, N., & Rajan, R. G. (2019). The relationship dilemma:
Organizational culture and the adoption of credit scoring technology in
Indian banking. Available at SSRN 3347299.
O'Neill, J.W., Beauvais, L.L. and Scholl, R.W., 2016. The use of organizational
culture and structure to guide strategic behavior: An information processing
perspective. Journal of Behavioral and Applied Management, 2(2), p.816.
Punnett, B. J. (2019). International Perspectives on Organizational Behavior.
Routledge.
Sweeney, P. D., & McFarlin, D. (2017). International organizational behavior:
Transcending borders and cultures. Routledge
Technology & Innovation - Experience Nissan | Nissan. (2019). Retrieved
from https://www.nissan.co.uk/experience-nissan.html

References (contd..)
Wynen, J., Boon, J., Kleizen, B., & Verhoest, K.
(2019). How multiple organizational changes
shape managerial support for innovative work
behavior: Evidence from the Australian Public
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Zhang, Y., Zhang, L., Liu, G., Duan, J., Xu, S.,
& Cheung, M. W. L. (2019). How Does Ethical
Leadership Impact Employee Organizational
Citizenship Behavior?. Zeitschrift für
Psychologie.