Tma – 02 – Block 2(5922)

University of South Africa

MBA 2

TMA – 02 – BLOCK 2(5922)

WORD COUNT |

Question 1 | - |

Question 2 | - |

By: F.J. NEL (ST# 72415908)

To: Andre Vermaak (Tutor)

Date: 18/10/2010

Table of Contents

TABLE OF FIGURES: 2

LIST OF TABLES: 2

Question 1 3

1.1 Introduction 4

1.2 Background 4

1.2 Focusing on Structure 5

1.3 Focusing on systems 8

Question 2 8

2.1 Introduction 9

3. References 10

TABLE OF FIGURES:

Figure 1.1 Strategy Implementation Process 4

Figure 1.2: Nissans 3-3-3 program. (AR, 1999) 6

LIST OF TABLES:

Table 1.1: Mintzberg’s six parts of the organisation. 7

Table 1.2: Nissans structure change analysed 7

Question 1

A CRITICAL EVALUATION, SHOWING THE USE OF STRUCTURE AND SYSTEMS IN THE IMPLEMENTATION OF NISSAN'S STRATEGY. |

By: F.J. NEL (ST# 72415908)

Date: 06/09/2010

1.1 Introduction

Boojihawon (2006), suggests strategic implementation is a continuous process and needs to be revised regularly, this will allow Nissan to identify strategic issues as they arise. Strategic implementation also needs to consider the inter relationship between the structure, systems and culture, a change in one of these will require a change in the other two.

This relationship is brought together in the strategy implementation process, see figure 1.1.

Figure 1.1 Strategy Implementation Process

Each block has an equal and direct result on the success of the strategic implementation. I will focus on these areas and critically evaluate them in regard to Nissans revival plan implemented on the 18th October 1999.M

Please note; Culture will be discussed in the second question of this report.

1.2 Background

April 1999, Ghosn who can be seen as a transcultural leader, speaking 5 different languages was elected Chief Executive Officer (CEO) of Nissan, immediately jumped to work, by initiating meetings with several hundred employees across all levels of the organisation. Ghosn diagnosed Nissan’s problems in...