...and talents of an organization, as well as the values, beliefs, and attitudes of the individuals involved and towards the organization. Human resource management is a undoubtedly important role in a company, which is why I chose the company Toyota. Toyota offers a full line of products for just about every need and lifestyle such as cars, trucks, SUV’s, hybrids, motorcycles and minivans. Toyota a massive car empire manufactures vehicles every day; this company has 53 production sites in 27 countries around the world (Piotrowski Chris 2010). In the fiscal year 2009 Toyota sold approximately 7.5 million vehicles worldwide in about 170 countries under the Toyota, Daihatsu, and Hino brands which ranked them as the 5th largest company in the world (Piotrowski Chris 2010). In 2005, Toyota was 8th on the Forbes list of over 2000 leading world companies but due to a largely financial crisis in 2008 the company had an enormous debt and had to borrow 3 billion dollars to keep on producing (Piotrowski Chris 2010). “A fatal car crash in Southern California in August 2009 led to the start of a massive recall” (Andrews Anthony P 2011). This lead to the entire reason of the terrible human resource management Toyota had to deal with the recall, they did handled the entire recall poorly. Toyota did not act quick enough to the public about the information of the mechanical failures of the vehicles which led to a fine by the US government of 16 million dollars in addition Toyota had to deal with...
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...“Quality Culture” and its relation to the “Global Competitiveness”. Devise and discuss an improvement plan. Your response should include an introductory section containing key organisational contextual information such as, sector, products, numbers employed, key finance measures, growth trends, market trends. You should support your response with a semi-structured interview with the person most responsible for innovation in your organisations. Tape, transcribe and use quotes from the interview. Length: Length: about 1800-2000 words. Deadline: 29th of April, 2012 ( midnight Dubai Time) Toyota I will be talking about quality culture and its relation to the global competitiveness and how does it work in Toyota Company. Toyota Motor Corporation (TMC) was established by Kiichiro Toyoda in 1937. In 1934 Kiichiro was working with his dad in Toyota industries where their first manufacturing engine was done and it was the first accomplishment done by TMC, in 1936 the first car was built which it was called the Toyota AA. Toyota employed 317,734 people all around the world, as well as it was ranked the largest automobile manufacturer in the world in 2010, TMC is composed of Lexus, Daihatsu and Hino Motors. Over the time Toyota has gained a lot of profit which it started in the 1930s and was financed by the company Toyota industries which it belonged to the father of Kiichiro Toyoda, the capital was measured in the year 2011 and it was 397.05 billion yen. Toyota has been...
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...Identifying Process improve Toyota Process Improvement Abstract This paper will address the identification of processed used by Toyota Corporation during the accelerator crisis. It will identify the process used and the core problems with the process. In part A of the paper the paper addresses the issues that began with sticky gas pedals, floor mats, and pedal entrapment and braking issues on some models of Toyotas vehicles. The quality of the vehicle was the issue. In part B of the paper the issue was safety and this lead to drivers dying because of safety issues. In part C of the paper Toyota has a lean process established that had no buy in from employees or Leadership which contributed to issues with their product. Toyota thought they had implemented a learn culture that consist of problem solving, teamwork, and a continuous improvement culture to sustain lean. Toyota Process Improvement Toyota is considered a global leader in the automobile business. Toyota has dominated the market with accolades from several organizations endorsing the Lexus as well as the Camry on a top ten list of best cars to own. Toyota had the market share of 12.8 percent. Toyota was based in Japan in 1933 and was introduced to the United States of American in 1957. Toyota made a name for them for producing reliable vehicles with superb quality. This paper will identify several processes for improvement that Toyota has researched, developed, or incorporated due to the crisis of the...
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...CROSS CULTURAL MANAGEMENT The interaction of people from different backgrounds in the business world, cross culture is a vital issue in international business, as the success of international trade depends upon the smooth interaction of employees from different cultures and regions. A growing number of companies are consequently devoting substantial resources toward training their employees to interact effectively with those of companies in other cultures in an effort to foment a positive cross-cultural experience. Cross culture can be experienced by an employee who is transferred to a location in another country. The employee must learn the language and culture of those around him, and vice-versa. This can be more difficult if this person is acting in a managerial capacity; someone in this position who cannot effectively communicate with or understand their employees' actions can lose their credibility. In an ever-expanding global economy, cross culture and adaptability will continue to be important factors in the business world. Cross-culture tries to bring together such relatively unrelated areas as cultural anthropology and established areas of communication. Its core is to establish and understand how people from different cultures communicate with each other and the culture of a society comprises the shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by the members of the present day society and passed on to the succeeding...
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...Mgmt 3614 Ngan Doan- ID: KR 6228 Thursday Jan/22nd/2015 TOYOTA’S Culture and the “Sticky Pedal” Recall As we know, Toyota Motor Corp is one of the most famous and successful automaker in the United States and around the world for products quality and long term relationships with employees, vendors, customers, and other key stakeholders. Toyota nurtures continuous improvement culture, is such a strong organization, but the company has to pay $16.4 million fine “for failing to notify the Department of Transportation of a "sticky pedal" defect in its cars for at least four months, according to a senior Transportation Department official.” ( http:// CNN.COM, APRIL 19TH, 2010). Also, the company had to apologize and recall about 9 million Toyota Vehicles in 2010. The question is that why didn’t Toyota handle the crisis, public relation response and solve that important problem sooner? In my opinion I think that Toyota’s organization culture will be one of the reason why the company delayed the publically acknowledge and replace the faulty accelerator pedals. First of all, Toyota’s culture is somehow affected by Asian culture which is most of negative information and flaws are hided and kept secretly within the firm. However, most of the problems and accidents caused by the “sticky pedal” were in the United States. The company cannot use Japanese style of public relations. They can’t keep the problems secretly, and then inform the media about the whole situation after...
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...Toyota Company Name University Affiliation History and back ground of Toyota Motor Corporation Toyota Motor Corporation is a Japanese automobile company that came into existence in 1937. This company was established mainly to manufacture automobile after the founder had traveled to Europe and the US to investigate how to manufacture gasoline powered engine (Kalb, 2012). The company came into existence because there was a need to develop a local automobile by Japan since the government needed domestic automobile production units because it had war with China (Meyer, 2015). The company produced its first engine known as Type A engine which was used in its first models of passenger and truck vehicles. In 1950, a separate Toyota Motor sales company was established to deal mainly with the marketing of the Toyota car products. This separate company lasted until 1982. In the 1950s, the Toyopet dealer chain has established a chain which specialized in the production of Toyopet Model SA; by 1957, Toyota Company managed to start exporting its car products to other parts of the world such as Australia, United States, and Europe (Kalb, 2012). In 1982, Toyota Motors Company and Toyota Motor Sales merged forming one company known as Toyota Motor Corporation. The company started establishing new brands of vehicles that surpassed the brands of the competitors (Kalb, 2012). In the 1990s towards the new century, the company started to branch out by adding many larger and luxurious vehicles...
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...Abstract Toyota Motors’ is one of the top automakers in the world and represents one of the top automobile manufacturer’s offices to work for. Toyota boasts that their, "integrity, passion, and innovation extends beyond vehicle manufacturing."(Welch, 2007) This is a part of what makes Toyota one of the top auto makers. Toyota prides itself on excellence and its very extrinsic hiring practices. Toyotas strategy is firmly rooted in the Toyota principles of continuous improvement and respect for its employees. With its continued support of its senior staff, established goals, accountability for each individual’s actions, training and education programs, and diverse management structure Toyota has used its forward thinking to remain at the top of their game. This analysis will look at the developmental approaches used by Toyota, the advantages and disadvantages of using retired workers to mentor new employees, how these developmental strategies are contributing to continued high quality suggestive auto approaches for outside firms and lastly how Toyotas human resource practices have created a competitive advantage over its competition. Toyotas developmental strategies involve retaining its existing culture by creating educational instruction with its own school to enhance existing employee’s skills to remind them that they “don’t have all the answers” (Noe, 2009). Because the industry is constantly evolving training is for existing personnel as well as new executives who...
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...continually finding ways to innovate and improve, and constantly challenging itself to cut costs. We shall focus o the following strengths of Toyota, and shall apply the VRIO framework to analyze which amongst these is a potential sustained competitive advantage: 1) Company Culture- The Toyota Way 2) Toyota Production System 3) R&D and focus on “green” cars 4) Diversified product portfolio Production System: The first question of the framework asks if a resource adds value by enabling a firm to exploit opportunities or defend against threats. The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota that comprises its management philosophy and practices. This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. The Toyota production paradigm is a valuable resource as it a major cost reduction driver and at the same time increases the product quality. Next, we come to the question of rarity. Rare and valuable resources grant temporary competitive advantage. Toyota is the innovator of this new production management which is popularly known as TPS. TPS is more a philosophy than a set of rules or guidelines. It's a mind-set that extends into all areas of Toyota's business. It is very deep rooted into the company’s culture. Hence, it is a rare resource. Perhaps Toyota's most defining characteristic is its obsession with eliminating waste, or muda in Japanese. It...
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...Planning/Assessing Production for Toyota North America Executive Summary The Toyota Production System (TPS) is an integrated approach to work design that was developed and implemented by Toyota. The key characteristic of this system is that it takes into account the interactions that occur between technology and the human counterparts, which include employees, suppliers and customers. At its core, the TPS is a direct reflection of Toyota's management style and practices. The following summary will examine the TPS, including key terms that form the framework for the TPS, a comparison of the two most optimal locations, through the use of the weighted scoring model, for the selection of the North American plant which will be responsible for the production of the new Lexus RX330 line, an exploration of the production capacities through the use of decision trees, and provide an overall assessment of Toyota's current production strategy. I. Critical Assessment of the Toyota Production System (TPS) Today TPS Terms 1. Genchi Genbutsu- In essence means one has to observe a problem to fully understand it. One cannot simply rely on their second hand experience and second hand accounts of their experiences. For example, during hurricane Katrina, the Federal Emergency Management Agency (FEMA) initially heard second hand accounts of the damage and devastation experienced by residents of Katrina. FEMA was unable to thoroughly assess the state of emergency and issues at...
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...2, 2010 Todd Lambertson Management and Leadership Paper Toyota.com (n.d.) informed that the Toyota’s mission statement is “To attract and attain customers with high-valued products and services and the most satisfying ownership experience in America.” In addition, the Toyota’s vision statement is “To be the most successful and respected car company in America." To reach their mission and vision Toyota needs good management and leadership teams. Some people believe that managers need to be leaders and leaders need to be managers. However, Bateman and Snell (2009) mentioned that effective managers not need to be leaders, and leaders are not necessarily managers. This paper will show the differences between management and leadership, and managers and leaders’ roles and responsibilities to play in creating and maintaining a healthy organizational culture. Furthermore, this paper will show the impact of globalization and management across borders and recommendations of strategies that managers and leaders can use to create and maintain a healthy organizational culture. Differences between management and leadership Changing Minds.org (2002) mentioned that managers have subordinates and leaders have followers. In addition, Maccoby (2000) described management as a function and leadership as a relationship. Maccoby (2000) mentioned that managers usually do the planning, budgeting, evaluating, and facilitating, and leaders do the guiding, motivating, coaching, and building...
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...Toyota Organization Culture Toyota Organizational Culture Toyota is the world leader in manufacture of motor vehicles. Toyota has branches all over the world, and in almost all states in the United States. The three levels of culture which include in Toyota organization are artifacts, espoused beliefs and values, and basic underlying assumptions. The major aspects of organizational culture within Toyota include leadership and motivation (structures and processes), team work and communication (ideals, goals and values), and conflict resolution (taken-for-granted beliefs). According to Schein, “artifacts include the visible products of the group, such as the visible and feelable structures and processes” (Schein, 2010). Toyota leadership style is democratic, and it proven to be effective within Toyota. Toyota let their employees involved in decision making process, especially when the decisions affect themselves. At Toyota, employees are independence and there are minimal supervisions from the management. By doing this, it enable the employees to be innovative and work without interference. “Toyota has an elaborate employee participation and empowerment related system that uses creative suggestion program and quality improvement system using quality control circles” (Nayebpour, 2007). When employees make a mistake, the upper management advises employees to take it as a learning experience instead of award punitive measures. The upper managements always available to the employees...
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...Contents 1.0 Introduction 2 2.0 Ford Company Background 4 3.0 Toyota Company Background 5 4.0 Scientific Management 6 5.0 Scientific Management in Ford Motor Company 7 6.0 Contingency Theory 10 7.0 Contingency Theory in Toyota 12 8.0 How Scientific Management impacts Ford’s Workers 14 9.0 How Contingency Theory Impacts Toyota’s Workers 16 10.0 Definition of Organizational Culture and Structure 18 11.0 Ford Organizational Culture 19 12.0 Ford Organizational Structure 20 13.0 Toyota Organizational Culture 21 14.0 Toyota Organizational Structure 23 15.0 Motivational Theories 24 16.0 Maslow’s Hierarchy of Needs in Ford 25 17.0 Impacts of Hierarchy of Needs Theory 29 18.0 Goal-setting Theory in Toyota 30 19.0 Impacts Goal-setting Theory 32 20.0 Conclusion 33 21.0 References 34 1.0 Introduction One of the most important human activities is managing . Ever since people began forming groups to accomplish aims they could not achieve as individuals . Managing has been essential to ensure the coordination of individuals efforts . As society has come to rely increasingly on group effort as many organized groups have been grown larger , the task of managers have been rising in importance . The term management drives from latin word “Manu agere” which means to lead by hand . Lead by hand means , giving directions . It also implies that the leading person first goes where he or she wants to send the followers (Shied, 2010) . According to Drucker (1974) management...
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...Organizational Culture Name of Student Student Number Institution Course Code Name of Lecturer Date of Submission Corporate Culture and Strategy The corporate leadership council (2003) defines organizational culture as the values, behavior and the political environment in a company. Employee motivation, communication patterns, decision-making strategies, operating methodologies, structure of an organization and its philosophy constitute the elements of a company’s corporate structure. With an organization having an effective culture, the outcome may be a company which accepts and appreciate diversity, shows concern and treats all employees fairly. Further, employees portray utmost satisfaction and pride working for the organization, their (employees) full potential is given equal consideration to allow for the realization of individual goals. Subsequently, communication and collaboration among employer and employee concerning policy making is adequate and the employees are respected and motivated. This paper aims at explaining how companies utilize corporate culture as a key component in organizational change and how these cultures, when applied, may impact on the productivity of the company in question. The effect of organizational cultures, when not aligned with corporate business strategies, will also be discussed. Organizational culture is the distinctive norms, beliefs, principles and behavioral ways in...
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...Bachelor of Science (Finance / Marketing) Intake 42 Group: B / C Module: Management of Organisations (BMGT2002S) Essay Title: Cultural changes to improve on Organisation effectiveness Submitted by: Teo Chin Aik Yin Kam Tong Yeo Chiew Li, Cecilia Lim Chunlong, Jerold Student Number: 12257251 12256686 12257712 12257255 Lecturer: Dr. Lily Li Ming Submission Date: 19 April 2013 Word Count: 4068 2 Table of Contents 1. 2. 3. Abstract ............................................................................................................................................... 4 Introduction ......................................................................................................................................... 4 Toyota Organisation Culture............................................................................................................... 5 3.1. Leadership...
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...Operations Improvement Plan for Toyota Angie Beckey Capella University Author Note This paper has been prepared for MBA6022 Strategic Operations Management Section 103 Executive Summary Clear and transparent communication efforts are critical in the strength of an organization. These efforts go beyond the internal walls of an organization and extend to their external customers. Effective and efficient communication is crucial to an organization on how consumers perceive the company and brand. There seemed to be a significant break-down across the lines of communication within Toyota, which resulted in a significant negative public perception of the organization and brand. Toyota Motor Corporation is in need of a communications overhaul across the entire organization to prevent future crisis’s and to retain market share, as well as capture additional market share. Implementing a communications improvement plan across the organization will cost approximately 11% of working capital, however, the opportunity cost of restoring and maintaining the reputable brand that has been known for reliability, durability and quality will be priceless. Operations Improvement Plan Implementation “The art of communication is the language of leadership.” – James Humes The purpose of this paper is to illustrate why Toyota is in need of a communications improvement plan overhaul. I have identified the root cause of the accelerator recall crisis as a lack of critical and pertinent information...
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