HR in Global Context

Data from Chapter 11, 4.2.3

Compare and Contrast the "Nissan Way" with "Jeitinho" ; identify one "Nissan Way" value and "Jeitinho value that would work together. Also select one "Nissan Way" and "Jeitinho value that would create dissonance.

5-2 Journal: Compare and Contrast Company Values Instructions First, read this article: Nissan To Produce New Crossover Based On Kicks Concept. Also review "Establishment of the 'Nissan Way" (Figure 3, within Chapter 11, Section 4.2.3 in your textbook). Then, compare the "Nissan Way" organizational culture with the Brazilian jeitinho cultural trait as discussed in our Module Three reading. Now consider both of these cultural concepts working in tandem with each other. Identify one Nissan Way value and one jeitinho value that you believe would work well together. Also select one Nissan Way value and one jeitinho value that you believe could create dissonance or organizational conflict. Note that this is a challenge that Nissan currently faces, as in 2016, Nissan announced that it would begin producing a new crossover that will be sold globally, starting with Latin American markets. Following an investment of $192 million (U.S. dollars), the Nissan Kicks will be produced at Nissan's Resende Industrial Complex in Rio de Janeiro, Brazil. The facility was inaugurated in 2014 and currently produces compact vehicles March and Versa. After the start of production, Nissan expects to hire 600 new employees. 4.2.3 Establishment of the "Nissan Way" The third measure is the establishment of Nissan's global corporate values, known as the "Nissan Way". Needless to say, Nissan had a corporate philosophy before the Nissan Way, but it had not been actively promoted to local employees of their overseas subsidiaries, nor was it connected with Nissan human resource manage- ment systems. In contrast, with the Nissan Way Mr. Ghosn emphasized its signifi- cance as global glue in order to integrate Nissan's diverse workforce and manage cultural synergy. In 2006 the Nissan Way was identified through discussion by the top executives as the 'DNA' of Nissan for business success, which should be passed down to succeeding generations. It consists of five mindsets and five actions, with the core message of "The power comes from inside (Fig. 3). Nissan is keen on sharing the Nissan Way among its employees across the world through various HRM practices. For example, they intend to diffuse the Nissan Way by sponsoring workshops (the "Nissan Way Workshop') or teach-ins (the "Nissan Way Town Hall Meeting") with top executives or general managers. "Our basic policy is that leader coaches leader," one HRM manager explained. Nissan also provide its employees with tools or media such as portable cards, in-company newsletters, and intranet pages to inculcate the philosophy of the Nissan Way. Additionally, Nissan has introduced many recognition programmes to help ensure normative integration. The "Global Nissan President Prize" is awarded every year to individuals and teams which have made global-wide contributions based on the mindsets and actions articulated in the Nissan Way. At each workplace level, all managers of Nissan are encouraged to give "Thanks Cards" to employees to whom they wish to express their appreciation for excellent behavior and performance connected with the Nissan Way. Furthermore, Nissan regularly conducts a full- scale employee survey (the "Nissan Global Employee Survey") to determine the depth to which the Nissan Way has permeated its workforce worldwide. when in Nat - Ap -I late AN R - He my-- - w ha t Than | Heal - - - anaikala A - w imation Wien port www whe HOOT hath de 10 . www pri www.The her. The copy s Managerial Talent ww Tata. ample Mid bench de Aby do 2001 Bundan beli di wa ped by V C C www.hu ThatchedFT implementant nywhere "Wewe www.myap Renaud Valvonden de reproductory weddine w Video CAD C wered to amer How could they wilde Vahead accept and end all the decision to the the end of the edway, by w didaced in de market in finem Tapetwebihi wa is the V For View Map demam www. VM ha Leading with Diversity Recognizing and Accepting ve