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Organizational Culture In The Toyota Company - Case Study Example

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The paper "Organizational Culture In The Toyota Company" discusses the Toyota attempts to build an organizational culture that is based on a particular “Toyota way”, that was established in its Japanese homeland over half a century ago, and strong common objectives…
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Organizational Culture In The Toyota Company
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Organizational Culture In The Toyota Company
Over the years, Toyota has been attempting to build an organizational culture that is based on a particular “Toyota way” and strong common objectives. The “Toyota Way” was established in its Japanese homeland over half a century ago (William et al, 2011: p404). This highly developed systems based on organizations fit uncomfortably with the traditional relations systems of most Western countries.
A huge difference exists between how Japanese workers feel about what they do and the way that employees from North America feel. When Toyota built plants in the west, they attempted to copy Toyota’s production system details without studying the difference between how workers in the East felt about their work compared to their Western counterparts. This difference can be referred to as employee engagement.
Western employers have begun to realize the huge value to be realized from engaging their workforce. However, apart from running surveys aimed at discovering how engaged their employees are, not many are aware of how to synthesize engagement. When Toyota’s cars were recalled, those recalled had been made in the West. The recalls did not happen to vehicles manufactured in the East since the employees could have spotted them due to their engagement. Employees in the West might have noticed the faults, but due to their disengagement, did not report it.
Negative reports regarding Toyota came to such functions as customer satisfaction, risk analysis and government. The corporate culture at Toyota needs increased evaluation instead of making assumptions that their culture is aligned to that of the West. Their corporate culture bred leaders whose most pressing concern was saving face, which led to the postponement of making the recalls.
These problems have proved to be problematic for Toyota because they do not dismiss a worker because of temporary absence resulting from illness or injury. Additionally, the scope of this provision granting increased protection to officials of the unions, as well as members, should see an increase due to the initial adverse action cases brought before the appellate court. If, as claimed by the unions, those dismissed happen to be union representatives, then Toyota is in for a rough ride.
Toyota has been swamped by this culture clash because of the lack of communication and consultation. Traditionally, Toyota has prided itself on its communicative skills with its workforce and its exemplary teamwork. However, there seemed to be limited consultation regarding the exercise carried out by Toyota on downsizing. While legitimate concerns do exist concerning the Toyota operation and the effective nature of the Fair Work Act, as well as the workplace culture, the actions of Toyota have done little to secure the productivity and sustainability of future manufacturing.
To solve its culture clash problem, Toyota, needs to incorporate multiculturalism in its development and daily operations. They should also expose their large pool of expatriate (Bamford et al, 2011: p93) Japanese workers to local cultures and languages and culture. Consultation and appreciating numerous ways of carry out tasks and operations are methods of engaging workers. In essence, they should attempt to combine the aspects that are positive about the two cultures. Finally, they should incorporate inter-cultural communication and foster cultural awareness among its employers.
Bamford, James. David, Ernst. & David Fubini. (2011). "Launching a world-class joint venture." Harvard Business Review: 90–100.
William, Maddux. Peter, Kim. Tetsushi, Okumura. & Jeanne, Brett. (2011). "Cultural Differences in the Function." International Negotiation: 405–425. Read More
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