Management: Organisations and Behaviour - Coursework Example

1 automobile company has recently faced serious organizational problems. “The giant maker struggles to deal with a series of safety scandals that led not only to the recall of 11 million vehicles in 2010, but also a series of record fines.” (Szczesny, 2011). The need of organizational changes was felt at the highest level and the Chairman Akio admitted that they need to “rebuild the foundation of Toyota and its production system." (Shirouzu, 2010). The same thoughts were reflected in annual report of 2010 which stressed the needs of “honoring mutual trust and respect between labor and management.

” (Report, 2010). Addressing the same issue Mr. Riki Inuzuka the Managing Officer of Toyota Corporate Planning Division states, “We will continue to make concerted and unified efforts to ensure quality as well as to achieve a higher level of safety.” (Inuzuka, 2011). Leadership Style to Address the Issues Leadership in Toyota is a predominately held by family of Mr. Toyoda, the founder of the company. (Toyota-global, 2011). This leaves an impression of autocratic leadership style where decision are made and bulldozed (Lussier & Christopher, 2009, p.73) or it may be termed as “entrepreneurial leadership” (Pride, Robert & Jack, 2011, p.180) where personal authority supersede in decision-making.

This is different from a democratic style of leadership where a higher level of interaction, collaboration and teamwork is found between leaders and employees. (Goleman, Richard & Annie, 2004, p.69). Democratic leaders’ are “Relationship motivated” as those who follow “contingency leadership”. (Guy, 2010, p.112). These leaders use interpersonal skills to motivate employee and achieve organizational goals. There are a number of other leadership styles but as far the challenges of Toyota are concerned, a mix of above stated leadership styles can deliver more value to the organization.

The lineage leadership will need to adopt liberal managerial techniques to ensure willful participation of production staff and to “foster a sense of ownership and commitment”. (Pride, Robert & Jack, p.180). Informal emergence of lower level leadership within teams will boost achievement of task-oriented oriented goals and better control over involved processes. However, the emergence of team leader depends on relative level of delegation. (Hellriegel & John, 2007, p. 282). Success in leadership depends heavily on the understanding and application of situational variables and Toyota leadership need to handle the recall issue through corrective measures for various processes and style of leadership.

Motivational Factors Motivation prepares a worker for willful contribution and a highest possible input for various organizational goals. Frederick Herzberg and Maslow have set certain standards based on motivational theories. Herzberg theory of motivation is “influenced by nonexclusive factors of job satisfaction and dissatisfaction.” Herzberg has generalized these factors as “motivators” which may include intangible factors like respect, responsibility, recognition etc. and the “hygiene” include factors like salary, safety, working conditions and other tangible benefits.

Riggo (cited in Davies, p. 81). Herzberg theory overlaps various levels of motivational theory presented by Maslow. Maslow argues that after satisfaction of level 1 “food and shelter” requirements an employee is motivated for higher level of contributions like