Renault Vehicle Industries

Agility in the organizational process in responding to market demands can only be achieved through organizational structures, which are well-integrated, less bureaucratic and collectively aligned towards achieving the organizational objectives (Thomson &amp. Strickland 2003).
&nbsp.The case study analyses the current issues being faced by Renault Vehicles Industries, (RVI) the French Auto manufacturer with regards to organizational structure and culture. The analysis will take into account the current status of the organization and identify the problem areas being encountered at Renault. The insight gained from the analysis will aid in explaining the past background and how the company has developed to its current stage as well as what the future may hold if the organization proceeds without interventions. Lastly, the analysis will also provide suggestions and recommendations for intervention and create change at Renault to succeed in the ever-competitive field of automobile industry.
&nbsp.Renault Vehicle Industries, initially established in 1915 as Berlite was nationalized in 1915 and name changed to Renault in 1978. The company mainly focuses on the manufacturing of heavy goods &amp. transport vehicles and buses. The company’s annual turnover levels are in the range of 25,000 million francs and across Europe, the company holds nearly 10% of market share for heavy goods &amp. Transport vehicle segment. Renault busses and coaches hold over 50% of the market share in France. The company is ranked third in the world market for heavy goods and transport vehicle market. The Venissieux site houses two production facilities, which produce buses and coaches. Little over 5,000 people are employed at the Renault factories and 60% of the workforce is shop floor workers.