Nissan Way Vs Brazilian Jeitinho Culture
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The Nissan Way and the Brazilian Jeitinho culture must have some differences and similarities due to the geographical features and the fact that the two are run by different management/ Similarities might arise because both cultures aim at serving people thus have to do it in the best way possible. A blend of the two cultures can be interesting. The Japanese are always business driven and are strict and very rigid unlike the Brazilian Jeitinho culture.
There are a lot of differences between the “Nissan Way” organizational culture and the Brazilian Jeitinho cultural. To start with, the Nisan way focus on customer satisfaction as a measure of profit and success whereas the Brazilian Jeitinho are of aware of the profit value and need their companies to have maximum profit but do not follow the correct procedures to attain success. The Nissan way appreciates all the procedures in attempt to minimize complains for clients. Jeitinho allows for using shortcuts which are full of errors in order to attain an objective while the Nissan way who have adopted the true Japanese culture prefer taking ages to attain a goal but follow the outlined rules and directions. Nisan way does not involve favors or any bias while doing recruitment. The human resource managements shortlists candidates fairly and conduct their interviews in order to attain highly qualified personnel (Ariss, 2014). The Jeitinho culture is full of favors and corruption to an extent one can be favored to get a job yet not qualified.
Despite the two having differences, they show empathy and welcomes different diversities. Both cultures welcome different opinions thus they can enhance partnership. When the two cultures are joined together, they might clash and conflict can arise because for the Nissan Way the workers need to achieve maximum results and maximize resources unlike the Jeitinho where comfort comes first . Nissan Way culture is good for international or larger business while the Jeitinho is good for smaller business which do not interact with many people.
References
Ariss, A. A. (2014). Global Talent Management: Challenges, Strategies, and Opportunities. Springer. [Skillsoft eBook]. Retrieved from https://snhu.skillport.com/skillportfe/main.action?path=summary/BOOKS/76719#summary/BOOKS/RW$15341:_ss_book:76719.
`NISSAN MOTOR CORPORATION – GLOBAL CAREER WEBSITE – LIFE AT NISSAN – CULTURE. (n.d.). Retrieved November 27, 2016, from http://www.nissanmotor.jobs/life/culture/
