Team communication in Ford and Toyota companies - Case Study Example

Running Head Two Companies: Ford and Toyota Two Companies: Ford and Toyota Ford A. For Ford Motor Company, team communication means when decisions are clear and when employees possess strong communication skills. For employees working at assembly lines, team communication is the process that collects information from the operational environment, develops and transmits information to get specific respond. Team communication uses multiple messages and media, both verbal and nonverbal. It is can be called informational communication when it collects and transmits data from the business environment and effective communication when it defines and sends messages for a specific purpose.

Organizational climate and morale means good relations and positive atmosphere which supports workers. Thus critics admit that morale "has suffered in Ford for a long time" (Ettlie, 2002). The company tried to improve morale creating new culture and rules but was not successful in its efforts. Many project teams in Ford have excellent problem solving skills and communication. Many employees follow Henry Ford's statement: "Don't find fault. Find a remedy" (Ettlie 2002). Team members use participative and enthusiastic approach to solve current problems and finding new innovative solutions (www.ford.com).

Organizational coaching is not just a single conversation or a scheduled meeting that is part of the performance-management process. It is a commitment that requires the coach to establish. The uniqueness of approach implemented by Ford is coaching for competencies. The coaching relationship has the potential for deepening an individual's understanding of his influence on the organization and for strengthening the personal commitment to achieving that organization's goals and outcomes. Developed by Henry Ford, the company has 'lean enterprise system'.

Further this system was adopted by Toyota (www.ford.com; Lothans, 2006). B. For Ford Company, team morale and climate become the main problem. In order to improve morale, Ford introduces training programs and insensitive schemes for both management staff and factory workers. Ford uses effective team communication and problem-solving skills in order to improve culture and increase job satisfaction. In this view, Ford tries to establish a kind of democracy of individuals performing the actions necessary for an organization to survive and succeed.

Ford favors and supports cooperative behavior and coordination efforts of management (Lothans, 2006). Toyota A. Similar to Ford, Toyota has created excellent team communication including both formal and informal communication patterns. Team communication is affected by internal and external environment, by the nature of the task, and by technology. Difficulties in communication can arise with production systems where workers are stationed continuously at a particular point with limited freedom of movement.

Even when opportunities exist for interaction with colleagues, physical conditions may limit effective communication (Lothans, 2006). The remarkable feature of Toyota factories is good organizational climate and morale. Critics admit that total quality management and just-in-tine methods, seniority system and hierarchical structure of authority have a positive impact on morale and eliminate fears typical for western companies. Toyota has introduced innovative approach to problem solving skills.

"The scientific method helps Toyota solve a variety of problems, from the most intricate idiosyncrasies behind engine design to relatively straightforward ergonomie issues on the assembly line" (Problem Solving at Toyota.2005). Toyota does not pay much attention to coaching but introduces effective training and personal development programs for employees. Thus, it pays a special attention to people who work closely with the leaders. While the coach should rely on his own perceptions and reactions to what the leader is saying, the leader's own perceptions are only part of the picture.

Toyota has 'lean enterprise system' which helps to respond to changing economic environment and sustain a strong leadership position on the market (www.toyota.com). B. in Toyota, achieving higher levels of performance requires not only pinpointing competencies on which to focus but also knowing what is required to maintain the new behavior over the long haul or in particularly challenging situations. Management introduces training on-job programs in order to meet technological changes and innovations.

Also, effective management is a part of corporate ideology: it helps employees change their habits; these habits are the behavior patterns that can keep us from progressing (www.toyiota.com). Team communication does not guarantee results because message receivers are free to comply with the messages. Managers are interpreters of the external business environment to the internal organization. They understand and direct the internal and external sources of change and possible threats References1.

Ettlie, J. E. (2002). Ford post-nasser. Automotive Design and Production January. 2. Lothans, F. (2006). Organizational Behavior. McGraw Hill Higher Education. 3. Problem Solving at Toyota. (2005). Retrieved 12 August 2007, from http://www.allbusiness.com/human-resources/employee-development-problem-solving/948370-1.html4. www.ford.com5. www.toyota.com