The global corporate leadership involves the corporate managers that are located at the Oregon , USA headquarters . They are the top of the hierarchical decision-making pyramid , such as the decisions involving the research , product development and design of their products . For the semi-autonomous geographic divisions , the company ' s operations are divided into segments based on regional markets , these divisions include ; North America , Western Europe , Greater China , Central and Eastern Europe , Japan and other emerging markets . The main reason for introducing an additional layer of hierarchy on a regional level is to reduce complexity and enhance transparency throughout the group . The company tries to establish flat hierarchies , for effective communication throughout the organization . As for the global divisions for Converse and brand licensing ( subsidiaries ), one global division is responsible for managing the worldwide operations of Converse , which is another footwear brand and subsidiary of Nike Inc . Another global division is responsible for licensing the Nike brand . This characteristic of the organizational structure offers control for brand licensing and the operations of Converse . The subsidiaries enjoy some autonomy within clearly set boundaries . Projects exceeding the limits set by the regional headquarters or global headquarters do not need approval of the region . Therefore , operational country level decisions can be taken by the subsidiaries themselves .
When it comes to communication , Nike , Inc . can be considered to have closed boundaries as indicated previously , the company is very secretive in what they do , however they do make attempts tp try and communicate some information to the external environment . They have ongoing dialogue with outside parties which includes the talking about the company ' s challenges and successes . Nike communicates its progress to its stakeholders , through its website , www . nikeresponsibility . com , and quarterly electronic newsletters . Nike also engages in stakeholders directly through one-on-one meetings and other forms of collaboration . Its first formal stakeholder forum was held in February 2004 . They support the Global Reporting Initiative ( GRI ) as an Organizational Stakeholder . On nikeresponsibilty . com , Nike addresses issues and initiatives related to workers and contract factories that make Nike-branded products . Nike monitors workplace conditions in the factories through a series of internal audits done by their Compliance staff and in addition to the internal monitoring a selection of their factory base is subject to external audits by Fair Labor Association .
Internally , Nike treats its employees as if they are a part of an athletic team as such , they are motivated as how an athletic team would be and many athletic metaphors are used within the organization . The organization members are players on the team and the head coach is Phil Knight . Knight is introverted and so he at times avoids direct contact with employees . Through Knight ' s communicative leadership which may be considered visionary , he indirectly communicates freedom to his employees allowing them the independence to experiment , take calculated risks and strive for innovation . He trusts his employees and this is displayed through his " lack of communication " at times . He believes that employees should be able to see what they can do in their own divisions and if they come up with something great or have a great idea then open and meaningful communication can take place . Within the Nike Organization communication acts as an exchange , an exchange of ideas , thoughts , actions , messages and orders between people .
As for management and the board , there are five regularly scheduled meetings of the Board each year . Meetings may be held in locations that present opportunities to expose the Board to various facets of the Company ' s business are related to other Company business , or connected with a shareholder meeting . The board of directors also the Board engages in a regular dialogue with the Company ' s Chief Executive Officer and other members of the senior management team . The Board regularly reviews with the senior management team the Company ' s long-term strategic business plans and other significant issues affecting the business of the Company . The frequent communication amongst management and board members assist in the company staying up to date with what is happening internally and externally , so that new strategies and policies may be put in place for the organization to stay on top .
Overall Nike , Inc . can be considered a powerful example of excellent corporate culture . The company has managed to embed their core values into the mind of their employees and has given them the feeling of value within the team . They have built the company to thrive on continuous innovation and has created a feeling of openness not only for their employees but their consumers as well . As one of the giants in the global athletic shoe , apparel , and equipment market , Nike Inc . continues its policies and strategies to promote an organizational culture that reinforces business resilience and competence .