a case study on ashok leyland, india joint venture with nissan motor company, japan
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Managing change-A Case Study on Ashok Leyland, India Joint Venture With Nissan Motor Company, JapanTRANSCRIPT
Student No: 1209675 Submission Date: 21st Feb, 2014
*
Master of Business Administration
MBA 4054 – Managing Change
Managing Change
A Case Study on Ashok Leyland, India Joint Venture with Nissan Motor Company, Japan
Student’s ID: 1209675
Module Tutor: Dr.Chris Grant
Submission Date: 21th Feb, 2014
Word count: 3667 words
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Student No: 1209675 Submission Date: 21st Feb, 2014
Table of Contents
1. Introduction...........................................................................................................3
2. About the Organization.........................................................................................4
2.1 Joint Venture.....................................................................................................5
3. Problems Faced during and after Joint Venture Operations.................................6
3.1 Power distance..................................................................................................7
3.2 Individualism......................................................................................................8
3.3 Masculinity.........................................................................................................9
3.4 Uncertainty Avoidance....................................................................................10
3.5 Pragmatism.....................................................................................................11
3.6 Indulgence.......................................................................................................12
4. Critical Analysis Using Hofstede’s Cultural Analysis..........................................12
5. Solution...............................................................................................................15
6. Conclusion..........................................................................................................16
7. References.........................................................................................................17
8. Appendices.........................................................................................................19
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Student No: 1209675 Submission Date: 21st Feb, 2014
1. Introduction-
During a transition of a company, organizational change occurs from its existing
position to a new changed outlook. Any organisation when planning for a transition
need to go through a process where employee do resist for any change; while
organisation will look for minimizing the cost and maximizing it’s production and
market share from the change effort.
Looking in to present global business setting changes is inevitable and the
organisation needs to be prepared for the change if they want to be competitive and
remain in the market. Many reason can be said for the change; like change in
technology and product; globalization of markets to which the organisation need to
be prepared to respond in order to survive from their competitors etc (Burnes, B.,
2009).
In my report I have taken Ashok Leyland of India and Nissan Motors, Japan how
they managed their organisational change during their joint venture operation to
develop and manufacture Light Commercial Vehicles in India. The report will
analysis the challenges of managing changes that came across during the transition
period; key facts were the attitude of the employees to adapt to the change, issues
that relates to difference in work environment, communication and cultural difference
that were found during the transition stage will play the key highlight of the report.
Report will discuss about the cultural differences; attitude towards the change in
work style will be analysing the effect by making use of Hofstedes cultural
dimensions. Last but not the least the report will highlight on the issues faced and
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how the management minimised the issues through proper management process
and its reporting approach.
2. About the Organization-
Both Ashok Leyland and Nissan Motors are both auto manufacturing companies
producing various product line-ups.
Raghunandan Saran established the Ashok Motors for amassing Austin A40 and
A70 cars as a team with the Austin Engine Co. Ltd, England in 1949 and the
Processing started in September at the industrial manufacturing plant placed at
Ennore, Chennai (India), also soon the first indigenously amassed A40 Austin car
was taken off in 1949.Ashok motors and Leyland, UK agree to work together in
1950.Since from over the six decades we have been moving individuals and goods,
touching millions over the fifty nations worldwide. Presently we are the leader of the
Hinduja Group, which is one of the biggest vehicles producer in India and with the
turnover of US$ 2.3 billion (2012-13) constantly conveyed benefits to our
stakeholders since initiation (Ashok Leyland Overview, 2013) for further details about
the company refer Appendix1.
Nissan Motors, well-established in the Yokohama city, Kanagawa Prefecture in
1933, Nissan motor Co., Ltd. right now fabricates vehicles in 20 nations and regions
around the globe, incorporating Japan. Nissan offers product and administrations in
more than 160 nations and ranges worldwide. In 2012, we accomplished another
sales record of 173,000 units, an increment of 12% from the past monetary(fiscal)
year. In the 16th Nikkei Natural Administration Overview, Nissan was named first
around car organizations and second generally. What's more Nissan has incredibly
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expanded its standing around "Best Worldwide Green Brands"—being named fifth
around 50 top brands (Nissan Motor Company Annual Report, 2013). For further
details about the company refer Appendix 2.
2.1 Joint Venture-
Ashok Leyland and Nissan Motors went into a joint venture agreement to explore
their opportunity in Indian market for their Light Commercial Vehicles; with wide
network already created and established by Ashok Leyland in the segment made
Nissan Motors to jointly work with them and produce new product line-ups and
delivery quality product at affordable price in India, since the manufacturing cost is
lesser in India compare to Japan. It was a smart move by Nissan to collaborate with
existing manufacture in India rather than building its own plant in India and start up
as a new firm. So both Ashok Leyland and Nissan can get together and share their
expertise in Light Commercial Vehicles and market the same throughout the world
by which it will be a win-win situation for both the partners.
The new Greenfield plant had acquired 280 acres near Chennai, India and obtained
all clearances for construction, but was waiting for a more conducive timing for
constructing it. Once the new plant under the Joint Venture is completed, the
production lines of Dost from Ashok Leyland and Stile from Nissan would move to
the new facility, Seth said. After the monetarily great Dost and the currently launched
STiLE, now PARTNER and MiTR are the most recent offerings from the Ashok
Leyland – Nissan Joint Venture (Ashok Leyland press-releases, 2014). By creating
new brands and collaborating with each other’s technology no-how have created a
new concept of joint venture business model doing well in the competitive market;
but on the other hand employees attitudes and their cultural differences are not
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looked into it during the transition process. I will by highlighting the issues in the next
session accordingly.
3. Problems Faced during and after Joint Venture Operations-
Ashok Leyland is Indian based company and Nissan Motors is Japanese based
company; each one of them is having their own strength and weakness in their
respective area of expertise. Key reason for joint venture operation between the two
were Nissan want to venture in to Indian automobile business and expand its
operations in Asia pacific and as far Ashok Leyland is concern it wants new design
and technological innovation it is light commercial vehicles segments and improve its
sales and its brand image. Due to market competition Ashok Leyland sales and its
brand image was minimizing due to the old models / products they have in the market
which was not more attractive for the customers; since customers now a days look into
various aspects in the vehicle they purchase and now with many automobile
manufacturing building Light Commercial Vehicles; Ashok Leyland need some creative
and new design with unique brand to market their product and as far Nissan is concern
they want to venture in to Indian market with joining partnership with major automobile
manufactures in India so they can use their facilities and manufacturing plants rather
than setting up a new plant in India by themselves.Cost of manufacturing in India with
joint collaboration will reduce their cost of production and this will help both Ashok
Leyland and Nissan to capitalize the market share in Light Commercial Vehicles with
better models at affordable price and capture a market share .
For a smoother integration of two organisations for joint venture and manufacture
and sell the product in the competitive market is not an easy process this will
require to give away some existing processes and build new process with respect to
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structural change in organisation hierarchy, adjusting with work environment and to
make sure the employees attitudes towards the cultural change is acceptable and
they are comfortable in accepting the change (Burnes, B., 2009). Any change in
process will invariable has an impact on the employees those who are going to
implement these changes. During the integration process definitely there will be
some kind of obstructions will come across, which I have mapped with Hofstede
Model. For further details refer Appendix 3 for Hofstede Model.
India consists of vast tradition with different languages and with different people
having different cultural backgrounds compared to Japan. I’m using the 6-D Model
through which I will be illustrating the analysis of what I have found out.
3.1 Power distance-
This measurement manages the way that all people in social orders are not
equivalent – it communicates the disposition of the society towards these disparities
around us.power distance is characterized as the degree to which the less capable
parts of establishments and organisations inside a nation want and acknowledge
that power is appropriated unequally (Hofstede, 1997).
In Ashok Leyland management structure the orders are followed from top to bottom
according to the hierarchy which is almost similar to Nissan Motors management
structure; but the decision taken by Nissan management takes more process and
stages for any approval compare to the Ashok Leyland management takes; for
instance a middle level manager can take a certain decision under his team /
department level decisions by himself but Nissan middle level manager need to ask
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his/her superior to take a decision; this create time delay and decision making
process slower.
As far the Japan is concern it has the score of 46, and it falls in the borderline
categorized society. Japanese are always bound to follow their hierarchical position
[15]. As when compare to other Asian cultures it is not that much. Reason for not
having a higher score for Japan because it is called meritocratic society were as
India even though it follows the hierarchical management style its score is 71 which
makes much better[15]
3.2 Individualism-
The major issue tended to by this measurement is the level of reliance a social order
keeps up around its parts. It needs to do with if individuals' mental self-portrait is
characterized regarding "I" or "We". In Independent social orders individuals should care
for themselves and their direct family only. In Collectivist social order's individuals have a
place with 'in groups' that deal with them in return for honesty/loyalty (Hofstede, 1997).
Ashok Leyland and Nissan employees are almost of same nature when it comes to
loyalty to their employers. And from Hofstede study it is proven that both India and
Japan in terms of Individualism they score “Japan scores 47 on the Individualism
dimension and India scores 49” [15]
Certainly both Japanese and India community shows more similar characteristics of
been a collectivistic society; but issue is Indian employee tends to bring in his/her
own relative or friends into the organisation when any openings are created; so they
have their own friends/relatives and want to form a group among themselves; due to
his sometime misunderstanding and conflict takes place during the selection
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process with other levels/department were the middle manager may be a Japanese
employee of Nissan and he object the same and want to follow the proper
procedure of recruiting through HR Department.
3.3 Masculinity-
In Ashok Leyland what I have come across is the employee are very sincere and
hardworking in nature and focus on their success and achievements as an individual
rather than as a team; whereas on the contrast Nissan employees work in as a team
and want to share the benefits among the team and they feel work in team and sharing
knowledge and explore new things will help them to achieve greater height. In most of
the project where both Ashok Leyland and Nissan employee have to share their view
and work together to achieve the final outcome; it takes lot of attitude problems among
them and that leads to delay in completion of the work allocated. For instance Middle
level employee (Indian, Female) of Ashok Leyland gives a work order to Nissan Middle
level employee (Japanese, Male) employee; he is not comfortable in executing the order
due to Masculine nature they have been bought up in their society. Still in Japan it is
very difficult for a woman to be in a senior position in any organization. This attitude
sometime delays the work of one department to another and creates a huge confusion
among the middle and senior level management staff when it comes to take any
decision.
As far masculine society is concern India scores 57 and whereas Japan scores 100.
Japan considered being the world most masculine society compared to any other
country, in case of India it is shows its visual display of success and power. However
Japan, tends to be towards mild collectivism, and we don’t see a competitive nature of
behaviors which in general we expect from masculine culture [15]
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3.4 Uncertainty Avoidance-
The degree to which the parts of a culture feel debilitated by questionable or obscure
circumstances and have made convictions & organizations that attempt to dodge this is
reflected in the UAI score (Hofstede, 1997).
Nissan Motors employees are more focused and calculative in risk assessment and also
plan well ahead of any untoward instance take place and they strictly follow procedures
and rules; whereas Ashok Leyland employee certain times by pass the system and be
more flexible and adjust and keep a blind eye to the rules. Often situation come up when
both the employees have to work together on a certain project and complete it on time
as per the process given to them; for instance the project have to complete on Friday at
6pm then Indian employee try to finish on Saturday 6pm stating it is off day and we can
work it out and complete it; this friction creates a disturbing work environment
sometimes. Another instance Nissan staff will be on time and leave on time; whereas
Ashok Leyland staff come late and leave late from the office, Indian way of working style
they say. So a mismatch occurs in most of the occasion.
Japan score 81[15] and India scored 31[15] under this dimension. Reason in Japan fear of
earthquakes are certain and they always take preventive measures well ahead, and
their brought culture from school well that they always reluctant to do things without
precedence. Nissan Manager ask all the facts and details before taking any decision but
Indian manager with their experience they take the decision and this has positive as well
negative impact in some cases.
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3.5 Pragmatism-
Ashok Leyland employee are more religious and culturally bounded in tradition and
mostly follow Hinduism and the management looks into very quarter profits and what the
shareholders can get at the end of each quarter; it is Indian mind frame they think for
short term gains whereas Nissan employee are not so religious minded they are quite
practical minded and they think on long term. Even in the difficult market situation they
want to invest more on R&D and explore new product design and prepare for the next
years do better, but Ashok Leyland wants a faster growth rate at the minimum possible
time frame. Some of the investment project are waiting for government approval to clear
from the state government of Tamilnadu, India but due to political issues it is getting
delayed and as far Nissan is concern they are ready to wait and get the approval but the
delay is creating a huge cost for Ashok Leyland in the short term and their annual
turnover for the year 2013 is not so good. Joint venture will do well in long run and it
need some time to click up.
Japan has a high score of (80) whereas India has an intermediate score (52) [15] under
this dimension [15]. Concept of living life from person to person varies and the cultures of
one’s country play a vital role in the management decision process.
3.6 Indulgence-
This measurement is characterized as the degree to which individuals attempt to control
their cravings and driving forces, in light of the way they were raised. Generally week
control is called "indulgence" and moderately solid control is called "restraint". Culture
can, thusly, be portrayed as liberal or limited (Hofstede, 1997).
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From analysis both Ashok Leyland and Nissan Motors employees it seems their posses’
relatively strong control over their desires. This aspect of Indulgence more or else
matches the employee’s attitude and no much issue in these regards.
India got a scored 26 in this dimension, and Japan with score of 42 this reflect Japan
falls under the cultural restraint [15]. Under this dimension having a low score means
tendency to cynicism and pessimism [15].
4. Critical Analysis Using Hofstede’s Cultural Analysis-
A meaning of culture as given by Hofstede may be "A group modifying of the mind
which recognizes one assembly from an alternate" (Hofstede,1980). Also there are
numerous definitions to culture yet in straightforward terms it might be seen as the
convictions, standards, qualities and attitudes of the individuals."Culture is a situated
of fundamental suppositions imparted answers for general issues of outer
accommodation (how to survive) and inside incorporation (how to stay together)-
which have advanced over the long haul and passed on starting with one era then
onto the next" (Schein ,1985).
Culture of one’s country plays a vital role in today’s modern day management
techniques. Since now a days major companies are either joining hands with each
other in joint venture or acquisition/merger take place considering the expansion in
mind and keep also they are very particular to reduce the cost and increase the
productivity. Many multinational organisations from Europe, US, UK are planning to
open up their office in Asia pacific and Asian countries are key in acquiring major
companies in Europe, US, UK vice versa since the Asian market is doing well.
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While analysing the two organisations Ashok Leyland and Nissan Motors on the
Joint venture it is found that cultural differences takes a higher precedence and
accordingly the explanation was provided in the earlier section. Further to be more
precise from the latest research studies of Hostede’s Six Dimensions of culture
please see the graph. Further details refer Appendix 3.
Source: http://geert-hofstede.com/japan.html
From the physical finding and the research studies conducted by Hostede’s on
comparison Japan and India the above graph have given a clear scores that almost
matches the finding obtained from both the organisation Ashok Leyland and Nissan
Motors on their joint venture operations in India. Only two dimension scores of
Individualism and Indulgence are more or else matching with each other’s culture
and in line with the values of the employee of both the organisation in reality as well.
But other dimension scores are quite different and vary a lot with attitudes of the two
nationalities differs a lot in their cultural behaviour at work.
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When we take the score of Uncertainty avoidance (UA), Japan scoring a relatively
higher value (81) compared to India (31) seems quite a large difference of behaviour
demonstrated by Ashok Leyland vs. Nisan Motors employees. Japan employee
always follow strict rules and obey the procedure that is laid out by their superior or
the management and they act only on that; they do give high respect to the rule and
procedures; on the other hand Ashok Leyland employees tend to be more informal
rather than formal approach and they to adjust easily within their colleagues and
they have greater tolerance to novel and abstract ideas or concepts. Nissan
employee have hierarchy order and they strictly follow the same and go with
centralized decision making compared to Ashok Leyland where hierarchy was
followed but not to the extent of Nissan. In Ashok Leyland more group participation
and one’s self thoughts are valued.
From the finding it was clear that Nissan employees were very well prepared for the
future risk and they are ready to wait and later accept the change; but Ashok
Leyland employees work on the present outcome and immediate return rather than
wait for the long term benefits. This was mainly due to the cultural difference and the
brought up of their individual countries culture.
Huge difference was also found from the Hostede’s survey on the scores of
masculine with Japan score with 100 and India score only 57. It was due to the
cultural acceptance of the tradition they been brought up from generations. Women
in general been kept below the men in corporate Japan compare to India; where the
emerging market in Asia pacific more women entrepreneur are coming up and they
do well above men in most of the case.
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5. Solution-
Ashok Leyland has its own employee recognition and continuous improvement
programmes which internally takes care of its employee. Some of the initiative take
by the management have shown positive outcome for the employees. Few schemes
are MISSION GEMBA, IMPROVE, Future Leader Programme (FLP), Mission YEs –
Powered by Youth, BLESSING,"RISE", 100% Club, Green Shield (For further details
refer Appendix 4). Initiative like Gemba makes the team as well the individual
employee to perform well and it recognise their potential and creates a bonding with
the organisation to grow further in their carrier. Youth programmes and team
building efforts are all well-structured in the HR policy. Ashok Leyland employees
are not trained in cross cultural training as compare to Nissan Motors. At Nissan
Cultural Diversity Training are conducted to support smooth cross-cultural
communications among different nationality thus enabling them to adjust to different
work environment world-wide.(For further details refer Appendix 5).
What lag in the issue that I come across is the cross cultural co-ordination and how
to adjust and understand the different country culture and their people so that the
employee can work in a cordial and friendly work environment with no attitude
issues and misunderstanding. A cross cultural training for both Ashok Leyland and
Nissan Motor employee need to be done; so that they understand each other’s
culture better and know how to respond and act during their job. By doing this it will
be better for both the countries employee to know each other well and they can take
action appropriately and wise decision can be obtained at a faster rate rather than
attitude / ego etc. can be easily sorted out at the earliest. Key concept of joint
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venture is to make sure they obtain the maximum benefits from one another and
share their thoughts and grow further.
6. Conclusion-
“Culture is the group modifying of the mind which recognizes the parts of one class
of individuals from an alternate"(Hofstede, G., 1984).
From the analysis and the steps taken by the organisation to integrate with one
another seems that the joint venture partnership between both the organisation will
lead light vehicle segments in a long run in global market and their employees
strength to back up their management will definitely boost the organisation turn over
at a tremendous growth in the next few years. Key strength for both the organisation
is their loyal and dedicated employees; only think they need to do his training them
to understand each other’s culture and working style; once they get used to it than
nothing can stop them.
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7. References-
[1] Ashok Leyland Overview, 2013 [Online] available http://
www .ashokleyland .com/overview (Accessed 19/12/2013)
[2] Ashok Leyland press-releases, 2014 [Online] available http://www.ashokleyl a
nd .com/press-releases-list (Accessed 01/12/2013)
[3] Browaeys & Price “Understanding cross cultural Management, 2nd Edition
Pearson Education Limited 2011
[4] Burnes, B, (2009), Managing Change, 5th Ed, Pearson UK Geert Hofstede
(1980). Culture's Consequences: International Differences in Work-Related
Values (Cross Cultural Research and Methodology) [Paperback]
[5] Hidden Differences: Doing Business with The Japanese By Edward T. Hall
and Mildred Reed Hall [Online] available http://www.internationalforum.com/
Articles/hidden_differences%20by%20Hall.htm (Accessed 19/01/2014)
[6] Hofstede, Geert, Gert Jan Hofstede and Michael Minkov. Cultures and
Organizations: Software of the Mind, 3rd ed. New York: McGraw-Hill. 2010.
[7] Investorwords, 2014 [Online] available
http://www.investorwords.com/2671/joint_venture.html (Accessed 14/12/2013)
[8] John R. Schermerhorn Jr. (2009). Exploring Management [Paperback]
September 30, 2013
[9] Lewin, K. (1947a), Frontiers in Group Dynamics, In D.Cartwright (ed) (1952):
Field Theory in Social Science. Social Science paperbacks: London
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[10] Mc Shane S, Von Glinow A “Organizational Behaviour” (2000)
Published by McGraw-Hill Companies and printed in the United States of
America
[11] Maurer, R. (1996). Using resistance to build support for change.
Journal for Quality & Participation, pp. 56-63.
[12] Nissan Motors Global, 2013 [Online] available
http://www.nissan-global.com/EN/NEWS/2008/_STORY/080526-01-e.html
(Accessed 09/12/2013).
[13] NISSAN MOTOR COMPANY Annual Report 2013 [Online] available
http://www.nissan-global.com/EN/DOCUMENT/PDF/AR/2013/p09_e.pdf
(Accessed 09/12/2013).
[14] Hofstede, G., 1984 National cultures and corporate cultures. In L.A.
Samovar & R.E. Porter (Eds.), Communication Between Cultures. Belmont,
CA: Wadsworth.
[15] The Hofstede Center, Geert Hofstede, [Online] available http://geert-
hofstede.com/japan.html (Accessed 19/01/2014)
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8. Appendices-
APPENDIX 1: Company Profile Ashok Leyland-
Ashok Leyland, for over six decades, we have been moving individuals and
products, touching you and millions over 50 nations worldwide.
Our buses securely convey 70 million travelers to their ends consistently. Shut
700,000 of our vehicles keep the wheels of economies turning and, as the biggest
supplier of logistics vehicles to the Indian Armed force, we assume a discriminating
part in keeping our outskirts safe.
For our clients, we are resolved to give transport results that offer the best working
matters of trade and profit while for clients of our vehicles, solace and security. This
has driven us to pioneer thoughts that have gotten to be industry standards powered
both by our hearty characteristic Research and development competencies and the
quality of vital partnerships manufactured with worldwide innovation guides.
Headquartered in Chennai, India, our manufacturing footprint is pan-India with two
facilities in Prague (Czech Republic) and Ras Al Khaimah (UAE).
To offer you more from our stable of offerings, we have inked 50:50 Joint Ventures
(JV) with Nissan motor Organization (Japan) for Light Commercial Vehicles and
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John Deere (USA) for development supplies. Our JV with Mainland AG (Germany) is
for creating auto Infotronics while the unified with the AL teams Gathering is for
preparing high press pass on throwing expelled aluminium parts for both the car and
telecommunication divisions.
[Source: http://www.ashokleyland.com/overview]
The shareholding structures of the three joint ventures are as under:
Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing
company will be owned 51% by Ashok Leyland and 49% by Nissan;
Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain manufacturing
company will be owned 51% by Nissan and 49% by Ashok Leyland;
Nissan Ashok Leyland Technologies Pvt. Ltd., the technology
development company will be owned 50:50 by the two partners.
Ashok Leyland, flagship of the Hinduja Group, launched two new Light Commercial
Vehicles (LCV) - PARTNER truck, India’s first air-conditioned LCV goods vehicle
and MiTR bus, a LCV bus with best-in-class comfort. After the commercially
successful Dost and the recently launched STiLE, now PARTNER and MiTR are the
latest offerings from the Ashok Leyland – Nissan Joint Venture.
[Source: http://www.nissan-global.com/EN/NEWS/2008/_STORY/080526-01-e.html]
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APPENDIX 2: Company Profile Nissan Motors-
[Source: http://www.nissan-global.com/EN/NEWS/2008/_STORY/080526-01-e.html]
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APPENDIX 3: Hofstede Model -
1) Power Distance (PDI) -
This extent communicates the degree to which the less powerful parts of a social
order acknowledge and need that power is disseminated unequally. The crucial
issue here is the way a social order handles imbalances around individuals.
Individuals in social orders showing a vast level of power separation acknowledge a
progressive request in which everyone has a spot and which needs no further
support. In social orders with low power separation, individuals strive to equalise the
dispersion of power and interest avocation for imbalances of power.
2) Individualism versus collectivism (IDV) -
The high side of this extent, called individualism, might be characterized as an
inclination for an inexactly weave social schema in which people are relied upon to
deal with just themselves and their quick families. Its inverse, socialism, speaks to an
inclination for a firmly weave schema in the public eye in which people can want their
relatives or parts of a specific in-gathering to take care of them in return for
unquestioning devotion. A social order's position on this size is reflected in if
individuals' mental self portrait is characterized as far as "I" or "we."
3) Masculinity versus femininity (MAS)-
The masculinity side of this measurement speaks to an inclination in the public eye
for accomplishment, valor, self-assuredness and material prizes for victory. Social
order in question is more aggressive. Its inverse, womanliness, remains for an
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inclination for collaboration, humility, looking after the feeble and personal
satisfaction. Social order in question is more agreement arranged.
4) Uncertainty avoidance (UAI) -
The uncertainty avoidance dimension communicates the degree to which the parts of
a social order feel uncomfortable with uncertainty and vagueness. The crucial issue
here is the way a social order manages the way that what's to come can never be
known: would it be a good idea for us to attempt to control what's to come or simply
given it a chance to happen? Nations displaying solid UAI uphold inflexible codes of
conviction and conduct and are prejudiced of strange conduct and thoughts. Feeble
UAI social orders keep up a more loose mentality in which practice numbers more
than standards.
5) Pragmatic Versus Normative (PRA) -
This dimension depicts how individuals previously, and in addition today, identify with
the way that so much that happens around us can't be demonstrated.
In social orders with a standardizing introduction most individuals have an in number
yearning to demonstrate however much as could reasonably be expected.
Individuals in such social orders have an in number concern with securing
unquestionably Reality; they are regulating in their reasoning. They display
extraordinary appreciation for conventions, a generally little penchant to put
something aside for what's to come and a concentrate on attaining speedy
outcomes.
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In social orders with a commonsense introduction, most individuals don't have a
necessity to illustrate everything, as they accept that it is difficult to see completely
the unpredictability of life. The test is not to know reality yet to carry on with a
temperate life. In social orders with a sober minded introduction, individuals accept
that truth depends truly on circumstance, setting and time. They demonstrate a
capability to adjust customs effortlessly to changed conditions, an in number affinity
to spare and put thriftiness and diligence in accomplishing effects.
6) Indulgence versus Restraint (IND) –
Indulgence remains for a social order that permits moderately free satisfaction of
essential and characteristic human drives identified with appreciating life and having
a ton of fun. Control remains for a social order that stifles satisfaction of
requirements and manages it by method of strict social standards.
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APPENDIX 4: Ashok Leyland Employee Recognition Programmes-
A Great Place To Work For!
Exemplary work deserves rewards and recognition and we have a number of
continuous improvement activities.
MISSION GEMBA – launched in 2005, is one of our most successful initiatives
aimed at information spread, developing skills, empowering employees to reach
world-class levels of quality, cost and delivery with recognition and reward for
performance. ‘Gemba’ means ‘real place’ in Japanese, refers to the shop floor. The
manufacturing units are divided into function-based ‘Gembas’, totally over 100 now,
and each ‘Gemba’ is run as an independent ‘business’ by empowered ‘Gemba Unit
Leaders (GULs) chosen based on their performance track record. ‘Mission GEMBA”
has triggered an attitudinal transformation of the workforce, operational excellence to
decongest bottlenecks and continual improvements in several core areas.
IMPROVE - a home-grown employee engagement programme now into its 15th
successful year,it has emerged as a platform to showcase the best projects by our
employees on productivity improvement, efficiency enhancement and cost cutting.
An annual, company-wide contest, it goes beyond the existing Quality Circles (QCs)
to include new cross functional employee teams too. Having assumed the
proportions of a mass employee movement, Improve sees more than 50% of our
employees participating and the impact of these projects to the bottom line till date
has been to the tune of over Rs. 400 million.
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Student No: 1209675 Submission Date: 21st Feb, 2014
Future Leader Programme (FLP)–Class will tell and this is a systematic attempt at
identifying and nurturing future leaders.
Mission YEs – Powered by Youth: is a programme aimed to engage and harness
the substantial "youth power" available amongst us to meet the emerging business
challenges in a vibrant and energetic culture focused on competitive attributes of
Speed, Innovation and Attitude
BLESSING – Opportunities for the discerning is the credo of this unique HR initiative
that we have introduced in our Pantnagar Unit. Aimed at developing shop floor skills,
youth who have passed 12th grade are recruited and educated or trained by us, at
our expense, in partnership with a renowned technical and training institute. Isn’t this
a novel way to earn while you learn on the shop floor?
"RISE" (Reward for Individual Search for Excellence)
100% Club our highest reward for exemplary individual or team performance
Green Shield (best unit for environmental sustenance)
A great place to learn
Wrapped in lush greenery, the Management Development Centre (MDC) at Hosur
evokes a sense of calm and peace of mind that is ideal for a seat of leaning. Neatly
appointed, it is equipped with all the requisite infrastructure like air-conditioned
classrooms, a well-stocked library, a computer lab, a multi-purpose convention hall
and excellent boarding, lodging and leisure facilities. So whether you would like to
hone your creative abilities or develop your personality or just learn a little more, the
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Student No: 1209675 Submission Date: 21st Feb, 2014
MDC is where you should head for where till date, more than 1,000 (including 200
non-Ashok Leyland) programmes have been conducted.
[Source:http://www.ashokleyland.com/employment-engagement]
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Student No: 1209675 Submission Date: 21st Feb, 2014
APPENDIX 5: Nissan Motors Japan Cross Culture Programmes-
Cultural Diversity Training (Japan)
Nissan offers preparing sessions to match diverse social foundations to help smooth
multifaceted correspondences. There are French, Chinese, Indian, German and
Japanese preparing sessions accessible. Renault representatives take part in the
Japanese social trainings to encourage better cooperation with their Japanese
associates. Social differing qualities is the establishment of our corporate society.
Events on Cultural Diversity (Japan)
We compose social occasions where Japanese and non-Japanese workers can
examine issues and look for "WIN-WIN" results. Offering of one's thoughts and
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Student No: 1209675 Submission Date: 21st Feb, 2014
encounters can prompt new bits of knowledge and develops the comprehension
around others.
Cross-cultural e-learning program (Japan)
Nissan's cross-cultural e-learning in program targets Japanese workers. It comprises
of an essential course about key contrasts with different societies and how to convey
both effectively and successfully in an all the more all inclusive situated nature, and
in addition a progressed course that uses careful investigations from working
together in such developing nations as India, China and Brazil to help members
distinguish social contrasts and unobtrusive implications from English statements.
Both projects help Nissan representatives to grow their comprehension of the world
and improve their relational abilities.
[Source: http://www.nissan-global.com/EN/COMPANY/DIVERSITY/CULTURE/]
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