Organizational Communication of Toyota - Essay Example

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Leadership development is giving leadership traits, including communication, capability to encourage others, and administration, to an individual who may or may not use the learned knowledge in a leadership position. At Toyota, there is incredible reverence for “on-the-job…
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Organizational Communication of Toyota
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Organizational Communication of Toyota Leadership development is giving leadership traits, including communication, capability to encourage others, and administration, to an individual who may or may not use the learned knowledge in a leadership position. At Toyota, there is incredible reverence for “on-the-job development”. It believes that every undertaking, every relations, is an opportunity for self-reflection and gaining knowledge. The company retains talented employees, as member of their labor force because they perform significant and definite task in their operations. Succession of employees is done annually to prepare new employees fill new roles that have been left. The real essence of leadership according to Toyota is embodied in two apparently simple, but potent concepts – respect for people and continuous development. For people in Toyota, respect means viewing them as long-term associates in the business that realize in value over time and challenging them to stretch themselves and grow (Liker, 2).
Toyota made a "heart-breaking" broadcast that it had stopped making cars in Australia in 2017, bringing to a stop to the nations car production sector. They told their employees that they did everything that they could to change their business, but the truth is that there were too many factors beyond their control that made it unviable to build cars in Australia. In addition, that even though the company had made profits in the past, manufacturing operations had continually led to loss hence leading to closure (Wimmer, Engelbert & Arun, 4).
Toyota’s present problem is a result of inadequately designed practices and weak implementation of operations on the part of the human resource department. Some of the HR processes that must have contributed to Toyota’s downfall include rewards, training, performance management, and the hiring processes. The reason of any corporate reward process is to persuade the right behaviors and to dishearten the negative. However, it may be that the rewards for signifying error-free results were so high that clear errors were swept underneath the table. As a result, the employees were not willing to put the effort on growth and hence collapse of the company (Magee, 5).
Secondly, the purpose of training is to guarantee that employees have the right skills and capabilities to handle all situations they may come across including negative information which it seems management did not focus on. Moreover, the HR department of Toyota had a poorly designed hiring process that allowed hiring of individuals who were not skilled in the required beneficial technique. Therefore, incompetent workers were brought onboard and as a result, the company collapsed. Performance management process is meant to occasionally monitor performance, in order to identify problem behaviors. Accumulation of such problems was not handled at the HR level. These problems accumulated to a level that could not be handled hence leading to collapse of it (Osono et al., 3).
As to conclusion, Toyota’s problems are not the outcome of a single person making an out-of-the-way mistake, but rather because of companywide series of errors that all pertain to each other. So many corporate functions were involved that one cannot help but attribute the crash of Toyota to systemic management collapse. The fundamental lesson that others ought to learn from Toyota’s mistakes is that HR needs to once in a while test or review each of the processes that could permit this type of billion-dollar fault to take place (Sypher, 75).
Works Cited

Liker, Jeffrey K. The Toyota way: 14 management principles from the worlds greatest manufacturer. New York: McGraw-Hill, 2004. Print.
Magee, David. How Toyota became #1: leadership lessons from the worlds greatest car company. New York: Portfolio, 2007. Print.
Osono, Emi, Norihiko Shimizu, and Hirotaka Takeuchi. Extreme Toyota: radical contradictions that drive success at the worlds best manufacturer. Hoboken, N.J.: John Wiley & Sons, 2008. Print.
Sypher, Beverly Davenport. Case studies in organizational communication. New York: Guilford Press, 1990. Print.
Wimmer, Engelbert, and Arun Muni. Motoring the future: VW and Toyota vying for pole position. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2012. Print. Read More
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