Organizational Behavior Stahl and Brannen

Question: Discuss about theOrganizational Behaviorfor Stahl and Brannen. Answer: Introduction Stahl and Brannen (2013) stated that effective decision-making skills help in implementing appropriate approaches and procedure that can benefit the entire organization. The effectiveness of a decision-making relies on some factors like skills of the employees in an organization, the size of the organization and the business procedure undertaken by the leader of the managing authorities of that organization. In this business report, the team and decision-making ability of the Chairman and CEO that is Mr. Carlos Ghosn is considered. The analysis of the organizational culture before and after this leader is the primary reason for this assessment. Discussion Importance of Team and Decision Making on Nissan Company Before the Organizational Change Barmeyer and Mayrhofer (2016) describes that before the time of Carlos Ghosn, The organization is proceeding with their traditional business procedure. However, Carlos foresees the success of transition from current to future state. Thus, this concerned person values more on the unfreezing the current situation and follow the recent trend to fulfill the requirement of the customer. This modern trend in the organization motivates the employees level of confidence. Prior to this situation, only the managing authority takes the decision and all the employees have to follow the established regulations. The previous monocratic leadership styles are not followed in the recent times and Carlos follows the transcultural leadership and welcomes diversification so that the entire globe can be targeted. Pandey and Rhee (2015) describes that communication was not effective in the team in the past. As a result, Nissan began to fall as other automobile industry follows the recent trends; in that time, Carlos takes the liability of this company andoversees twoFortuneGlobal 500 companies- Renault and Nissan. Importance of Team and Decision Making on Nissan Company after the Organizational Change Stakeholders Satisfaction Stahl and Brannen (2013) stated that Carlos Ghosn emphasizes both the employee and their customers together and has the ability to connect with them instantly. The concerned person travels 300,000 miles a year to get aware of the recent trends and the updated customers demand. Nissan has 68 factories across the world and hence spends time in those countries, where the Alliance has plants. Emphasizes on Skills, Knowledge, Innovation and Equality Carlos still works 15 to 16 hours a day and worked hard to make new models for the betterment of the organization. Osland and Wang (2014) depicts that Carlos desires that his team members must analyze the horizon while creating and executing strategies. As a result, empathy for new generation cars that are not only energy and fuel efficient but eco-friendly also. These cars run on electric power and create a revolution in the automobile industries. Moreover, Carlos values experience more than the other skills and hence motivate their team members to suggest new ideas and knowledge so that effective ideas can be implemented. Knowledge Sharing The CEO of two companies Renault-Nissan, Carlos Ghosn, has the vision to precede these two companies symmetrically. As a result, it is crucial to share the knowledge between foreign engineering terms. Barmeyer and Mayrhofer (2015) also highlighted the fact that the effective decision making of the Ghosn can also be reflected by not merging the two companies together. The primary reason behind this decision is to promote mutual competition between these two organizations that push both these organizations for seeking scope opportunities, cost reduction and innovative technology. Seeking Alliance with other Automobile Companies Gill (2012) depicted that Carlos Ghosn take calculative decision in lesser time than any there leaders. In recent times, this leader aims to seek an alliance with Mitsubishi Motors and take 34% of their controlling shares in 237 billion yen (US$2.15 billion). Barmeyer and Mayrhofer (2016) however, argues that Nissan can felt difficulty work with it competitive organization, Mitsubishi. Farha and Tirhi (2015) on the other hand, points out that Carlos is positive and believes that Nissan has to play their role as responsible guardians of their groups carmaker and hence have to behave like a guardian of that 34 % of the stake. Conclusion The leader that is considered in this business report is the Carlos Ghosn, who brings revolution in the Nissan family by his different perception. Prior to the leadership of the Carlos, only monocratic leadership was followed and after him, transcultural leadership comes into consideration, which is a result of the multi-cultural background from the childhood of the counterparty leader. Moreover, the power of timely decision is one of the reasons for the great success after Carlos. The decision-making ability is provided not only to their employees and to customers but in recent times, Nissan also complies with their competitors by taking guardianships of some competitive automobile companies like Mitsubishi. Reference List Barmeyer, C. and Mayrhofer, U., 2015. Case study III RenaultNissanDaimlar.International Business Strategy: Theory and Practice, p.348. Barmeyer, C. and Mayrhofer, U., 2016. Strategic Alliances and Intercultural Organizational Change: The RenaultNissan Case.Intercultural Management. A Case-Based Approach to Achieving Complementarity and Synergy, (p. 317-332). Farha, M.A. and Tirhi, H., 2015. Cultural Impacts on international strategic alliances. Gill, C., 2012. The role of leadership in successful international mergers and acquisitions: Why Renault?Nissan succeeded and DaimlerChrysler?Mitsubishi failed.Human Resource Management,51(3), pp.433-456. Pandey, S. and Rhee, S., 2015. An Inductive Study of Foreign CEOs of Japanese Firms.Journal of Leadership Organizational Studies,22(2), pp.202-216. Stahl, G.K. and Brannen, M.Y., 2013. Building cross-cultural leadership competence: An interview with Carlos Ghosn.Academy of Management Learning Education,12(3), pp.494-502.