case study: too much delegation in nissan
Good communication skills can help a manager successfully delegate responsibility to subordinates. It is a process of good thing that spreads the workload, rewards subordinates with decision making power, develop subordinates capabilities and allow decision to be made. By practicing delegation process, an organization can do achieve their set of goal. Nissan, a renowned Japanese automaker is the best example of practicing delegation. From the case study
“Too much delegation at Nissan”, we have got some findings that how Carlos Ghosn, CEO of
Nissan, did apply to get success by practicing delegation.
Question 1: What are some advantages that Carlos Ghosn can expect to obtain from retaining decision-making authority at the CEO level? What are some potential pitfalls that he must be aware of?
Answer :
Carlos Ghosn, CEO of Nissan joined in 1999.Nissan, Japanese automakers vehicle that is 44% own of second largest car company in Japan namely Renault. Before joining Carlos, Nissan was near bankruptcy. They had unappealing models, low market share and declining profitability. At this crucial moment, Carlos took responsibility in Nissan to safe its sink. Skilled Carlos think
“what people think about him and which approach should apply?”.He did not apply traditional approach even he did not convince the people.
Ghosn laid off employees who acted as advisors but had no operational authority. He consulted his subordinates, then made decision own. He hired hot designer from rival firms and gave them authority over new product development resulting slew of innovative, award winning designs such as the Xterra and the updated stylish new altima. As a CEO, Carlos can expect to obtain from his subordinates- To get more work following a team based work
- To help him burden by doing major portion of the organizations work.
- Designer will do provide high range car design.
- To solve any existing problem and innovate of new idea.
- Subordinates will operate and monitor all about
“Too much delegation at Nissan”, we have got some findings that how Carlos Ghosn, CEO of
Nissan, did apply to get success by practicing delegation.
Question 1: What are some advantages that Carlos Ghosn can expect to obtain from retaining decision-making authority at the CEO level? What are some potential pitfalls that he must be aware of?
Answer :
Carlos Ghosn, CEO of Nissan joined in 1999.Nissan, Japanese automakers vehicle that is 44% own of second largest car company in Japan namely Renault. Before joining Carlos, Nissan was near bankruptcy. They had unappealing models, low market share and declining profitability. At this crucial moment, Carlos took responsibility in Nissan to safe its sink. Skilled Carlos think
“what people think about him and which approach should apply?”.He did not apply traditional approach even he did not convince the people.
Ghosn laid off employees who acted as advisors but had no operational authority. He consulted his subordinates, then made decision own. He hired hot designer from rival firms and gave them authority over new product development resulting slew of innovative, award winning designs such as the Xterra and the updated stylish new altima. As a CEO, Carlos can expect to obtain from his subordinates- To get more work following a team based work
- To help him burden by doing major portion of the organizations work.
- Designer will do provide high range car design.
- To solve any existing problem and innovate of new idea.
- Subordinates will operate and monitor all about