The project revolves around the understanding that organisation culture affects organisation's structure. The project is heavily infuenced by Toyota Production System. The project has taken learnings from Toyota's system of people management. The discussion is just to have some kind of relationship between the two factors above.
People Dynamics Individual Assignment - Case Studyashleyyeap
Toyota emphasizes teamwork throughout the organization. It trains employees to shape team behavior by establishing common rules of conduct and using personality assessments to find people suited to the company culture. Toyota encourages social activities and idea sharing to strengthen teamwork. It also implements recognition programs to reward and celebrate team successes. Toyota has succeeded significantly because of its team-oriented culture, as teamwork is used in all operational processes and has helped the company overcome challenges. Its focus on collaborative efforts among employees has been key to its achievements.
The document discusses HR practices and their importance for the survival of Bajaj Spinning Mills. It notes that effective HR is critical for organizational success and allows companies to gain a competitive edge. While HR practices were slow to emerge in Pakistan's textile sector, they are now recognized as essential for increasing productivity and performance. The case study examines the role of HR practices at Bajaj Spinning Mills in improving organizational effectiveness and efficiency.
Vijay wires and filaments started by bMadhu Malesh
This report analyzes the organizational culture at VWF Industries, a manufacturing company in India. It discusses the culture that was established when the company was founded and owner-managed by B.R. Pai, who emphasized respect, contribution, and teamwork. As the company grew, adopting a more hierarchical structure, the new president, Mr. Radhakrishna, led in a more autocratic style, unlike Pai's mix of autocratic and democratic leadership. This change in leadership and management style disrupted the existing culture and demotivated employees. The report aims to understand the cultural differences between VWF's units and provide recommendations for cultural change.
IMPROVING CORPORATE GOVERNANCE USING CORPORATE SOCIAL RESPONSIBILITIES THROUG...Fahad Mahmud Mirza
Corporate Governance is generally a skeleton of rules and practices by which a board of directors ensures accountability, equality, and lucidity in the firm's relationship. Corporate Social Responsibility (CSR) is an effort to operate a company or a business organization in an economical and socially sustaining environment. This paper is written keeping in view, the major and minor bits necessary of administering a corporation governance and the increasing importance and adaptation of CSR in organizations. This paper discusses up to one-hundred vital pointers having positive effect on the framework of Corporate Governance, and later mentions a Spiral Model of Success, called CGSMS (Corporate Governance- Spiral Model of Success). Secondly, to start CSR department in some organizations, there should be some specific CSR performance measures and analysis tools.
Unit 5.2 Business Organizations in a Global ContextJ-Ahmedi
The document discusses various topics related to business organizations operating on a global scale, including:
- Key differences in organizations working in different sectors and industries globally
- Responsibilities of organizations operating globally in areas like supply chain, operations, finance, risk, marketing, and human resources
- Strategies employed by different organizations to operate globally such as flexible structures, outsourcing, and technology usage
- How national economic performance and government policies influence business organization activities
- Effects of global integration, international trade, and technology on business organizations
- Review of the global business environment and strategies organizations can employ to address issues in the global market
The document discusses and compares the workforce composition (equality and diversity) practices of three organizations: Rugby Football League (RFL), PUMA, and MasterCard. RFL promotes equality and diversity as essential for its future success but lacks separate strategic plans and training. PUMA implements diversity management programs including training for women and cross-cultural training. MasterCard dedicates significant resources to diversity, with a global diversity office, council, and chief diversity officer, as well as employee resource groups, aiming to improve both short-term performance and long-term organizational culture.
People Dynamics Individual Assignment - Case Studyashleyyeap
Toyota emphasizes teamwork throughout the organization. It trains employees to shape team behavior by establishing common rules of conduct and using personality assessments to find people suited to the company culture. Toyota encourages social activities and idea sharing to strengthen teamwork. It also implements recognition programs to reward and celebrate team successes. Toyota has succeeded significantly because of its team-oriented culture, as teamwork is used in all operational processes and has helped the company overcome challenges. Its focus on collaborative efforts among employees has been key to its achievements.
The document discusses HR practices and their importance for the survival of Bajaj Spinning Mills. It notes that effective HR is critical for organizational success and allows companies to gain a competitive edge. While HR practices were slow to emerge in Pakistan's textile sector, they are now recognized as essential for increasing productivity and performance. The case study examines the role of HR practices at Bajaj Spinning Mills in improving organizational effectiveness and efficiency.
Vijay wires and filaments started by bMadhu Malesh
This report analyzes the organizational culture at VWF Industries, a manufacturing company in India. It discusses the culture that was established when the company was founded and owner-managed by B.R. Pai, who emphasized respect, contribution, and teamwork. As the company grew, adopting a more hierarchical structure, the new president, Mr. Radhakrishna, led in a more autocratic style, unlike Pai's mix of autocratic and democratic leadership. This change in leadership and management style disrupted the existing culture and demotivated employees. The report aims to understand the cultural differences between VWF's units and provide recommendations for cultural change.
IMPROVING CORPORATE GOVERNANCE USING CORPORATE SOCIAL RESPONSIBILITIES THROUG...Fahad Mahmud Mirza
Corporate Governance is generally a skeleton of rules and practices by which a board of directors ensures accountability, equality, and lucidity in the firm's relationship. Corporate Social Responsibility (CSR) is an effort to operate a company or a business organization in an economical and socially sustaining environment. This paper is written keeping in view, the major and minor bits necessary of administering a corporation governance and the increasing importance and adaptation of CSR in organizations. This paper discusses up to one-hundred vital pointers having positive effect on the framework of Corporate Governance, and later mentions a Spiral Model of Success, called CGSMS (Corporate Governance- Spiral Model of Success). Secondly, to start CSR department in some organizations, there should be some specific CSR performance measures and analysis tools.
Unit 5.2 Business Organizations in a Global ContextJ-Ahmedi
The document discusses various topics related to business organizations operating on a global scale, including:
- Key differences in organizations working in different sectors and industries globally
- Responsibilities of organizations operating globally in areas like supply chain, operations, finance, risk, marketing, and human resources
- Strategies employed by different organizations to operate globally such as flexible structures, outsourcing, and technology usage
- How national economic performance and government policies influence business organization activities
- Effects of global integration, international trade, and technology on business organizations
- Review of the global business environment and strategies organizations can employ to address issues in the global market
The document discusses and compares the workforce composition (equality and diversity) practices of three organizations: Rugby Football League (RFL), PUMA, and MasterCard. RFL promotes equality and diversity as essential for its future success but lacks separate strategic plans and training. PUMA implements diversity management programs including training for women and cross-cultural training. MasterCard dedicates significant resources to diversity, with a global diversity office, council, and chief diversity officer, as well as employee resource groups, aiming to improve both short-term performance and long-term organizational culture.
This document discusses a research study on the post-merger performance of acquiring firms from different industries in India between 1991 and 2003. The study found minor variations in the impact on operating performance following mergers across industries. Mergers seemed to have a slightly positive impact on profitability for banking and finance firms. Pharmaceuticals, textiles, and electrical equipment saw a marginal negative impact on profitability and returns. Chemicals and agri-products saw a significant decline in profitability margins and returns on investment post-merger. The document provides background on mergers and acquisitions in India and a literature review on previous studies examining the financial performance of companies post-merger.
The document discusses the strategic human resource management practices of Bharat Forge Ltd that have helped it become a global leader in the automotive forging industry. It outlines Bharat Forge's growth from a small plant in Pune to the largest forging company in the world through strategic investments in technology and skilled workforce. It highlights the leadership of Dr. Baba Kalyani and initiatives like apprentice training, leadership development programs, and emphasis on talent retention that have supported its business strategy. The case study examines how strategic HRM has provided a competitive advantage and facilitated Bharat Forge's transformation.
Che 4427 01 biochemistry iispring 2021 problem set #11. the lnand15
This document contains a 10 question problem set for a biochemistry course. The questions cover various topics related to plant biochemistry, including:
- How the taste of desert plant leaves changes during the day due to metabolic processes
- The effects of increased atmospheric carbon dioxide on C3 and C4 plant photosynthesis
- How increased carbon dioxide from climate change affects plant water consumption
- The advantages of C4 plants over C3 plants
- The process of leaf color change in fall/winter
- The charge of bile acids in the small intestine
- The three steps of beta oxidation that resemble the citric acid cycle
- Why inhibiting acetyl-CoA carboxylase does not change human body mass
PSO was formed in 1976 through the merger of two state-owned oil companies. It underwent restructuring in 2004 to improve processes. As the largest Pakistani oil company, PSO faces competition from Shell and Caltex. It has maintained leadership through effective reforms, best practices, and business strategies. The document discusses PSO's organizational structure, culture, planning, decision-making, training, and recommendations to address issues like changing perceptions and high land costs.
This document performs a SWOT analysis of Tata Steel, an Indian steel company. It identifies Tata Steel's strengths as its brand equity as a pioneer of steel in India and efficiency from related companies. Weaknesses include a high debt ratio and overdependence on domestic markets. Opportunities include expanding to European markets through an acquisition. Threats include maintaining emissions standards in Europe and economic slowdowns impacting new markets.
The document discusses obstacles to establishing an effective employee suggestion system from the perspective of employees at the Kermanshah Province Ministry of Education in Iran. It identifies four main categories of obstacles: managing obstacles, systemic obstacles, cultural/structural obstacles, and obstacles arising from employees. Through a survey of 195 employees, it finds that the most significant obstacles are a lack of exact evaluation of suggestions, insufficiently skilled staff on the evaluation committee, and failure to provide rewards for accepted suggestions (systemic obstacles). It also finds that lack of manager risk-taking, lack of manager belief in the suggestion system, and conflicts between management styles and the suggestion system are the most impactful managing obstacles.
The document discusses strategic management concepts and questions related to a strategic management exam. It includes 5 questions related to strategic planning, analysis of the external environment, industry forces, diversification strategies, and internal analysis methods. Key concepts discussed include the strategic management process, Porter's five forces model, environmental scanning, and generic strategies. The questions require analysis and discussion of these strategic management topics for various organizations.
This document discusses innovation at various levels and provides strategies for overcoming barriers to innovation. It defines innovation as the search, development, adoption, and commercialization of new processes, products, and organizational structures. Innovation can occur at the national, enterprise, and individual levels. Key strategies for fostering innovation include having a shared vision and leadership commitment, promoting a culture that encourages creativity and learning, utilizing effective teamwork, and creating a climate that supports experimentation and allows for mistakes. The document emphasizes the need for flexible systems along with respect for individual initiative and growth.
This document provides an overview of the organizational cultures of Tata Motors and Ford Motors. It discusses their general cultures, emphasis on innovation, strong ethics codes, focus on customer service, and commitment to social responsibility. Both companies aim to create a culture of integrity, excellence and responsibility to guide employees and meet customer needs. Tata Motors focuses on values while Ford aims to encourage cooperation across divisions. Their cultures play a key role in their success.
This document describes a case study of Polyhydron Private Limited (PPL), an Indian manufacturing organization. PPL initially had a traditional hierarchical structure but transformed into an empowering workplace through several changes. The CEO prioritized restructuring the formal organization, implementing an open office layout without designated positions, sharing all information transparently, and giving employees freedom and accountability. These changes created a more egalitarian culture where employees felt empowered, trusted, and motivated to contribute freely towards organizational success. The case illustrates how PPL systematically empowered its workforce through cultural and structural changes to become a high-performing organization.
Learning in Interorganizational Relationships of the Union of Clothing Manufa...IJERA Editor
The research presents as a cooperation network can provide a collective learning environment, represented mainly by the dynamics of interaction that occurs between companies through the emergence of interorganizational learning and innovation practices. Thus, this article aims to investigate what the main practices of inter-organizational learning and innovation in existing partner organizations in the Union network of Clothing Manufacturers of Taquaral / Goiás and region (UCMT / GOIÁS), trying to understand how they occur. As a research strategy, we opted for an exploratory research, with qualitative and quantitative approach through case study. In the survey results found that learning companies are contributing to the improvement of production processes and the introduction of new products by companies. It was found that the associated companies had access to new concepts and know-how of production, knowledge providers and representatives, knowledge about new technologies and raw materials, creating their brands and new product designs, as well as a better understanding of business cooperative system. Moreover, the experience of formal and informal situations of inter-organizational learning, which offered chances to UCMT entrepreneurs so that they could share skills, experiences and know-how promoted on the network, an intense sharing tacit knowledge environment, key resource for sustainability of competitive advantages in the long term. Thus, the creation of the Network enabled knowledge to be shared, bringing benefits to members, such as production processes, suppliers, raw materials, technology and market.
Governance and Ethics - Project Response - Jaineet KaurJaineet Kaur
This document provides an overview of Novo Nordisk A/S and its corporate governance culture. It discusses Novo Nordisk's governance structure which includes a two-tier board with oversight and management boards. The company emphasizes social responsibility and sustainability through its commitment to stakeholders, investments in life sciences research, and providing healthcare access. Novo Nordisk adopts a triple bottom line approach and aims to be accountable for its financial, environmental and social performance. Overall, the document examines how Novo Nordisk implements strong corporate governance and ethics into its business practices.
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...QuekelsBaro
Kata is a methodology originally used in martial arts and developed by Toyota to make businesses more lean. It involves structured and repeated practice of routines to develop new skills through incremental improvements. Kata incorporates scientific thinking and focuses on continuous improvement rather than specific solutions. It includes Improvement Kata, which is a four-step process of setting a target, understanding the current state, defining the next target, and experimenting towards it. Coaching Kata provides a framework for coaching others through the Improvement Kata process using five questions. Implementing Kata can help organizations adapt, lower costs, and optimize value through habitual continuous improvement.
This document provides an introduction and literature review on corporate governance practices in India. It discusses how weak corporate governance has led to corporate fraud cases. It then summarizes the regulatory efforts in India to improve transparency and accountability, including the implementation of Clause 49. The literature review highlights various studies that have evaluated corporate governance practices around the world and identified factors that help or hinder effective corporate governance. These include board independence, ownership structure, national culture, and regulatory enforcement. The document aims to assess adherence to corporate governance regulations among the largest Indian companies.
This document outlines a business plan for a new steel door and window manufacturing business by Tata Steel. It discusses the vision, mission, market analysis, and strategies for the business. The market analysis identifies key influencers like architects, carpenters, and dealers. It also segments customers into those seeking longevity, aesthetics, or who are easily influenced. Strategies proposed include digital marketing, seminars for influencers, dealer programs, and targeting the government and private construction industry. A cost-benefit analysis is also included.
This document provides an overview of organizational culture and theories of organizational culture change. It defines organizational culture and reviews two models of organizational culture: Schein's model which identifies three levels of culture and Deal and Kennedy's model which describes four types of culture. The document also examines three theories of culture change: Kaplan and Norton's balanced scorecard model, Lewin's three-stage model of change, and McKinsey's 7S model. Theories focus on factors like vision, communication, empowerment, and adapting structures, strategies, systems and skills.
The ringi system is a collective decision making process used in Japanese companies where a proposal is circulated among various levels of management and interested parties for consultation and approval. After each party stamps their approval, the proposal is implemented, ensuring group consensus. This time-consuming process emphasizes shared responsibility and values but lacks clear accountability. Some critics argue for quicker Western-style decision making in some situations.
Running head DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA.docxsusanschei
Running head: DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
8
DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
Richard K. Hairston
GM543.01
Organizational Diagnosis and Design
1/1/18
Professor
Dr. Rebecca Herman
Introduction
As part of a continuum on the best practices in organizational design and diagnosis, milestone three of this series concentrated on the concept of strategy at Toyota Corporation. The paper outlined various quantitative indices as part of a proposal to the best approach for managing strategy within the company. Among others, concepts revolving around operating models and decisional analysis were comprehensively explored as part of creating a substantive argument that had been taken at that point. As part thereof and forming part of the argument presented in these series of papers hitherto, it was conclusively determined that work specialization, decentralization, a span of control and chain of command are integral components of decisional analysis. This series seeks to determine the talent and leadership possibilities at Toyota, with a keen emphasis towards the design of the concept in its entirety as opposed to giving a “report” about what should possibly be done within the company.
Top level reporting
General President
CEOn-1
CEO1
CEO2
CEO3
CEO0
General Managers under each CEO
The top-level reporting structure shall include a company president at the very top, Chief executive officers for the various brands of Toyota. It must be noted that Toyota operates various autonomous companies which produce the various types of the car such as Toyota Wish, Toyota Prado, etc (Russel, 2006). This justifies the need to have these two powerful positions, with the only need for a CEO reporting to a president being the fact that various aspects of the Company’s beliefs need to be maintained constant- such as the design of the company’s logo.
Regional managers will directly report to the CEOs. Since the company mostly exports its products to offshore markets (Cusumano, 2008), it is logical to have managers who understand how the market structures in these regions work so as to improve the company’s sales worldwide.
Executive Team
The executive team, as illustrated by the positions in the “top-level reporting” shall consist of the general president, chief executive officers, and regional managers. The designation of these individuals in terms of role play within the company will heavily hinge on the principles of networks, diagnostics, beliefs, and boundaries (four governance levers). The general president of the company will mostly coordinate and enforce the beliefs of the company, issues such as why the logo should be kept round and its relevance in the modern market. The chief executive officers will need to undertake all rol ...
1 This text was adapted by The Saylor Foundation under a .docxhoney725342
1
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2
Chapter 7
Organizational Structure and Change
W H A T ’ S I N I T F O R M E ?
Reading this chapter will help you do the following:
1. Define organizational structure and its basic elements.
2. Describe matrix, boundaryless, and learning organizations.
Figure 7.2 The P-O-L-C Framework
Creating or enhancing the structure of an organization defines managers’ Organizational
Design task. Organizational design is one of the three tasks that fall into the organizing
function in the planning-organizing-leading-controlling (P-O-L-C) framework. As much
as individual- and team-level factors influence work attitudes and behaviors, the
organization’s structure can be an even more powerful influence over employee actions.
3
7.1 Case in Point: Toyota Struggles With
Organizational Structure
Figure 7.3
Source: Photograph courtesy of Toyota Motor Sales, USA, Inc.
Toyota Motor Corporation (TYO: 7203) has often been referred to as the gold standard
of the automotive industry. In the first quarter of 2007, Toyota (NYSE: TM) overtook
General Motors Corporation in sales for the first time as the top automotive
manufacturer in the world. Toyota reached success in part because of its exceptional
reputation for quality and customer care. Despite the global recession and the tough
economic times that American auto companies such as General Motors and Chrysler
faced in 2009, Toyota enjoyed profits of $16.7 billion and sales growth of 6% that year.
However, late 2009 and early 2010 witnessed Toyota’s recall of 8 million vehicles due to
unintended acceleration. How could this happen to a company known for quality and
structured to solve problems as soon as they arise? To examine this further, one has to
understand about the Toyota Production System (TPS).
4
TPS is built on the principles of “just-in-time” production. In other words, raw materials
and supplies are delivered to the assembly line exactly at the time they are to be used.
This system has little room for slack resources, emphasizes the importance of efficiency
on the part of employees, and minimizes wasted resources. TPS gives power to the
employees on the front lines. Assembly line workers are empowered to pull a cord and
stop the manufacturing line when they see a problem.
However, during the 1990s, Toyota began to experience rapid growth and expansion.
With this success, the organization became more defensive and protective of
infor ...
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
This document discusses a research study on the post-merger performance of acquiring firms from different industries in India between 1991 and 2003. The study found minor variations in the impact on operating performance following mergers across industries. Mergers seemed to have a slightly positive impact on profitability for banking and finance firms. Pharmaceuticals, textiles, and electrical equipment saw a marginal negative impact on profitability and returns. Chemicals and agri-products saw a significant decline in profitability margins and returns on investment post-merger. The document provides background on mergers and acquisitions in India and a literature review on previous studies examining the financial performance of companies post-merger.
The document discusses the strategic human resource management practices of Bharat Forge Ltd that have helped it become a global leader in the automotive forging industry. It outlines Bharat Forge's growth from a small plant in Pune to the largest forging company in the world through strategic investments in technology and skilled workforce. It highlights the leadership of Dr. Baba Kalyani and initiatives like apprentice training, leadership development programs, and emphasis on talent retention that have supported its business strategy. The case study examines how strategic HRM has provided a competitive advantage and facilitated Bharat Forge's transformation.
Che 4427 01 biochemistry iispring 2021 problem set #11. the lnand15
This document contains a 10 question problem set for a biochemistry course. The questions cover various topics related to plant biochemistry, including:
- How the taste of desert plant leaves changes during the day due to metabolic processes
- The effects of increased atmospheric carbon dioxide on C3 and C4 plant photosynthesis
- How increased carbon dioxide from climate change affects plant water consumption
- The advantages of C4 plants over C3 plants
- The process of leaf color change in fall/winter
- The charge of bile acids in the small intestine
- The three steps of beta oxidation that resemble the citric acid cycle
- Why inhibiting acetyl-CoA carboxylase does not change human body mass
PSO was formed in 1976 through the merger of two state-owned oil companies. It underwent restructuring in 2004 to improve processes. As the largest Pakistani oil company, PSO faces competition from Shell and Caltex. It has maintained leadership through effective reforms, best practices, and business strategies. The document discusses PSO's organizational structure, culture, planning, decision-making, training, and recommendations to address issues like changing perceptions and high land costs.
This document performs a SWOT analysis of Tata Steel, an Indian steel company. It identifies Tata Steel's strengths as its brand equity as a pioneer of steel in India and efficiency from related companies. Weaknesses include a high debt ratio and overdependence on domestic markets. Opportunities include expanding to European markets through an acquisition. Threats include maintaining emissions standards in Europe and economic slowdowns impacting new markets.
The document discusses obstacles to establishing an effective employee suggestion system from the perspective of employees at the Kermanshah Province Ministry of Education in Iran. It identifies four main categories of obstacles: managing obstacles, systemic obstacles, cultural/structural obstacles, and obstacles arising from employees. Through a survey of 195 employees, it finds that the most significant obstacles are a lack of exact evaluation of suggestions, insufficiently skilled staff on the evaluation committee, and failure to provide rewards for accepted suggestions (systemic obstacles). It also finds that lack of manager risk-taking, lack of manager belief in the suggestion system, and conflicts between management styles and the suggestion system are the most impactful managing obstacles.
The document discusses strategic management concepts and questions related to a strategic management exam. It includes 5 questions related to strategic planning, analysis of the external environment, industry forces, diversification strategies, and internal analysis methods. Key concepts discussed include the strategic management process, Porter's five forces model, environmental scanning, and generic strategies. The questions require analysis and discussion of these strategic management topics for various organizations.
This document discusses innovation at various levels and provides strategies for overcoming barriers to innovation. It defines innovation as the search, development, adoption, and commercialization of new processes, products, and organizational structures. Innovation can occur at the national, enterprise, and individual levels. Key strategies for fostering innovation include having a shared vision and leadership commitment, promoting a culture that encourages creativity and learning, utilizing effective teamwork, and creating a climate that supports experimentation and allows for mistakes. The document emphasizes the need for flexible systems along with respect for individual initiative and growth.
This document provides an overview of the organizational cultures of Tata Motors and Ford Motors. It discusses their general cultures, emphasis on innovation, strong ethics codes, focus on customer service, and commitment to social responsibility. Both companies aim to create a culture of integrity, excellence and responsibility to guide employees and meet customer needs. Tata Motors focuses on values while Ford aims to encourage cooperation across divisions. Their cultures play a key role in their success.
This document describes a case study of Polyhydron Private Limited (PPL), an Indian manufacturing organization. PPL initially had a traditional hierarchical structure but transformed into an empowering workplace through several changes. The CEO prioritized restructuring the formal organization, implementing an open office layout without designated positions, sharing all information transparently, and giving employees freedom and accountability. These changes created a more egalitarian culture where employees felt empowered, trusted, and motivated to contribute freely towards organizational success. The case illustrates how PPL systematically empowered its workforce through cultural and structural changes to become a high-performing organization.
Learning in Interorganizational Relationships of the Union of Clothing Manufa...IJERA Editor
The research presents as a cooperation network can provide a collective learning environment, represented mainly by the dynamics of interaction that occurs between companies through the emergence of interorganizational learning and innovation practices. Thus, this article aims to investigate what the main practices of inter-organizational learning and innovation in existing partner organizations in the Union network of Clothing Manufacturers of Taquaral / Goiás and region (UCMT / GOIÁS), trying to understand how they occur. As a research strategy, we opted for an exploratory research, with qualitative and quantitative approach through case study. In the survey results found that learning companies are contributing to the improvement of production processes and the introduction of new products by companies. It was found that the associated companies had access to new concepts and know-how of production, knowledge providers and representatives, knowledge about new technologies and raw materials, creating their brands and new product designs, as well as a better understanding of business cooperative system. Moreover, the experience of formal and informal situations of inter-organizational learning, which offered chances to UCMT entrepreneurs so that they could share skills, experiences and know-how promoted on the network, an intense sharing tacit knowledge environment, key resource for sustainability of competitive advantages in the long term. Thus, the creation of the Network enabled knowledge to be shared, bringing benefits to members, such as production processes, suppliers, raw materials, technology and market.
Governance and Ethics - Project Response - Jaineet KaurJaineet Kaur
This document provides an overview of Novo Nordisk A/S and its corporate governance culture. It discusses Novo Nordisk's governance structure which includes a two-tier board with oversight and management boards. The company emphasizes social responsibility and sustainability through its commitment to stakeholders, investments in life sciences research, and providing healthcare access. Novo Nordisk adopts a triple bottom line approach and aims to be accountable for its financial, environmental and social performance. Overall, the document examines how Novo Nordisk implements strong corporate governance and ethics into its business practices.
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...QuekelsBaro
Kata is a methodology originally used in martial arts and developed by Toyota to make businesses more lean. It involves structured and repeated practice of routines to develop new skills through incremental improvements. Kata incorporates scientific thinking and focuses on continuous improvement rather than specific solutions. It includes Improvement Kata, which is a four-step process of setting a target, understanding the current state, defining the next target, and experimenting towards it. Coaching Kata provides a framework for coaching others through the Improvement Kata process using five questions. Implementing Kata can help organizations adapt, lower costs, and optimize value through habitual continuous improvement.
This document provides an introduction and literature review on corporate governance practices in India. It discusses how weak corporate governance has led to corporate fraud cases. It then summarizes the regulatory efforts in India to improve transparency and accountability, including the implementation of Clause 49. The literature review highlights various studies that have evaluated corporate governance practices around the world and identified factors that help or hinder effective corporate governance. These include board independence, ownership structure, national culture, and regulatory enforcement. The document aims to assess adherence to corporate governance regulations among the largest Indian companies.
This document outlines a business plan for a new steel door and window manufacturing business by Tata Steel. It discusses the vision, mission, market analysis, and strategies for the business. The market analysis identifies key influencers like architects, carpenters, and dealers. It also segments customers into those seeking longevity, aesthetics, or who are easily influenced. Strategies proposed include digital marketing, seminars for influencers, dealer programs, and targeting the government and private construction industry. A cost-benefit analysis is also included.
This document provides an overview of organizational culture and theories of organizational culture change. It defines organizational culture and reviews two models of organizational culture: Schein's model which identifies three levels of culture and Deal and Kennedy's model which describes four types of culture. The document also examines three theories of culture change: Kaplan and Norton's balanced scorecard model, Lewin's three-stage model of change, and McKinsey's 7S model. Theories focus on factors like vision, communication, empowerment, and adapting structures, strategies, systems and skills.
The ringi system is a collective decision making process used in Japanese companies where a proposal is circulated among various levels of management and interested parties for consultation and approval. After each party stamps their approval, the proposal is implemented, ensuring group consensus. This time-consuming process emphasizes shared responsibility and values but lacks clear accountability. Some critics argue for quicker Western-style decision making in some situations.
Running head DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA.docxsusanschei
Running head: DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
8
DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA
Richard K. Hairston
GM543.01
Organizational Diagnosis and Design
1/1/18
Professor
Dr. Rebecca Herman
Introduction
As part of a continuum on the best practices in organizational design and diagnosis, milestone three of this series concentrated on the concept of strategy at Toyota Corporation. The paper outlined various quantitative indices as part of a proposal to the best approach for managing strategy within the company. Among others, concepts revolving around operating models and decisional analysis were comprehensively explored as part of creating a substantive argument that had been taken at that point. As part thereof and forming part of the argument presented in these series of papers hitherto, it was conclusively determined that work specialization, decentralization, a span of control and chain of command are integral components of decisional analysis. This series seeks to determine the talent and leadership possibilities at Toyota, with a keen emphasis towards the design of the concept in its entirety as opposed to giving a “report” about what should possibly be done within the company.
Top level reporting
General President
CEOn-1
CEO1
CEO2
CEO3
CEO0
General Managers under each CEO
The top-level reporting structure shall include a company president at the very top, Chief executive officers for the various brands of Toyota. It must be noted that Toyota operates various autonomous companies which produce the various types of the car such as Toyota Wish, Toyota Prado, etc (Russel, 2006). This justifies the need to have these two powerful positions, with the only need for a CEO reporting to a president being the fact that various aspects of the Company’s beliefs need to be maintained constant- such as the design of the company’s logo.
Regional managers will directly report to the CEOs. Since the company mostly exports its products to offshore markets (Cusumano, 2008), it is logical to have managers who understand how the market structures in these regions work so as to improve the company’s sales worldwide.
Executive Team
The executive team, as illustrated by the positions in the “top-level reporting” shall consist of the general president, chief executive officers, and regional managers. The designation of these individuals in terms of role play within the company will heavily hinge on the principles of networks, diagnostics, beliefs, and boundaries (four governance levers). The general president of the company will mostly coordinate and enforce the beliefs of the company, issues such as why the logo should be kept round and its relevance in the modern market. The chief executive officers will need to undertake all rol ...
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2
Chapter 7
Organizational Structure and Change
W H A T ’ S I N I T F O R M E ?
Reading this chapter will help you do the following:
1. Define organizational structure and its basic elements.
2. Describe matrix, boundaryless, and learning organizations.
Figure 7.2 The P-O-L-C Framework
Creating or enhancing the structure of an organization defines managers’ Organizational
Design task. Organizational design is one of the three tasks that fall into the organizing
function in the planning-organizing-leading-controlling (P-O-L-C) framework. As much
as individual- and team-level factors influence work attitudes and behaviors, the
organization’s structure can be an even more powerful influence over employee actions.
3
7.1 Case in Point: Toyota Struggles With
Organizational Structure
Figure 7.3
Source: Photograph courtesy of Toyota Motor Sales, USA, Inc.
Toyota Motor Corporation (TYO: 7203) has often been referred to as the gold standard
of the automotive industry. In the first quarter of 2007, Toyota (NYSE: TM) overtook
General Motors Corporation in sales for the first time as the top automotive
manufacturer in the world. Toyota reached success in part because of its exceptional
reputation for quality and customer care. Despite the global recession and the tough
economic times that American auto companies such as General Motors and Chrysler
faced in 2009, Toyota enjoyed profits of $16.7 billion and sales growth of 6% that year.
However, late 2009 and early 2010 witnessed Toyota’s recall of 8 million vehicles due to
unintended acceleration. How could this happen to a company known for quality and
structured to solve problems as soon as they arise? To examine this further, one has to
understand about the Toyota Production System (TPS).
4
TPS is built on the principles of “just-in-time” production. In other words, raw materials
and supplies are delivered to the assembly line exactly at the time they are to be used.
This system has little room for slack resources, emphasizes the importance of efficiency
on the part of employees, and minimizes wasted resources. TPS gives power to the
employees on the front lines. Assembly line workers are empowered to pull a cord and
stop the manufacturing line when they see a problem.
However, during the 1990s, Toyota began to experience rapid growth and expansion.
With this success, the organization became more defensive and protective of
infor ...
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
Toyota's culture and management behavior is based on Schein's three-level model of culture, which includes artifacts, espoused beliefs and values, and underlying assumptions. Toyota emphasizes teamwork and mutual trust between employees and managers. The Japanese culture that influences Toyota is characterized by collectivism, respect for people, continuous improvement, and long-term thinking. Toyota promotes equality between employees and managers through uniform dress codes and common areas.
MITSloan
SPRING 2004VOL.45 NO.3
Management Review
Jeffrey H. Dyer and Nile W. Hatch
Using Supplier Networks
to Learn Faster
Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published.
REPRINT NUMBER 45311
Using Supplier Networks
to Learn Faster
Last year, Toyota Motor Corp. posted profits that exceeded the combined earnings of
Many companies keep their suppliers at arm’s length. But partnering with vendors — sharing valuable knowledge with them through organized networks — can be a sustainable source of competitive advantage.
Jeffrey H. Dyer and Nile W. Hatch
SPRING 2004 MIT SLOAN MANAGEMENT REVIEW 57
its three largest competitors. In today’s world of hypercompetition, how did Toyota
accomplish this? In searching for the answer, many business gurus and researchers have
overlooked — or have not fully understood — the importance of knowledge-sharing
networks. Certainly, knowledge management has become a hot topic. But how exactly do
firms learn, and why do some companies learn faster than others? Furthermore, does
learning go beyond the boundaries of the organization?
Many companies keep their suppliers and partners at arm’s length, zealously guarding
their internal knowledge. In sharp contrast, Toyota embraces its suppliers and encourages
knowledge sharing with them by establishing networks that facilitate the exchange of
information. By doing so, Toyota has helped those companies retool and fine-tune their
operations, and the results have been stunning: 14% higher output per worker, 25% lower
inventories and 50% fewer defects compared with their operations that supply Toyota’s
rivals. Such improvements have provided Toyota with a significant competitive advantage,
enabling the company to charge substantial price premiums for the enhanced quality of
its products. As Koichiro Noguchi, a Toyota director and former purchasing head, puts it, “Our suppliers are critical to our success. We must help them to be the best.”
Toyota is not alone. More and more, companies are recognizing the competitive advantage that springs from the manner in which they work with their partners. Even powerful Microsoft Corp. has to rely on companies around the world to localize and translate its products in markets as diverse as those of China, Chile and the Czech Republic. Ultimately Microsoft’s speed to market and even the quality of its offerings in those countries depend directly on how well it works and shares knowledge with those firms. For computer-systems company Dell Inc., suppliers are the very lifeblood of its business, and effective knowledge sharing with those partners is crucial for the company’s success (see “Knowledge Sharing at Dell,” p. 59). Other firms like Boeing, Harley-Davidson and Xilinx, a semi-
Jeffrey H. Dyer is the Horace Beesley Professor of Global Strategy and Nile W. Hatch is assistant professor of strategy at the Marriott School, Brigham Youn ...
What Makes Toyota a successful company? USF Spring 2016Ahmad Fatayer
Toyota has achieved success through a combination of management philosophies and production systems. The Toyota Production System utilizes techniques like the Kanban system to eliminate waste and optimize production flow. Toyota also follows the "Toyota Way" which consists of four principles: long-term thinking, eliminating waste, respecting people, and continuous improvement. Through organizational changes over time, Toyota has focused on flattening structures, clarifying roles, and increasing decision-making speed. These strategies and philosophies have enabled Toyota to grow operations globally while maintaining high quality and efficiency.
Running Header COMPANY ANALYSIS COMPANY ANALYSIS Compa.docxanhlodge
Running Header: COMPANY ANALYSIS
COMPANY ANALYSIS
Company Analysis
Name
College Affiliation
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Introduction
Organizations thrive on what can be called the organizational culture that helps to define the operations therein. The culture of an organization directs the way an organization works towards fulfilling its objectives. The definition of culture in general terms entails artifacts, beliefs and values that underlie various aspects of assumptions of the people who work for the organization. The organization which lacks defined cultures lack the capacity to draft visions because these visions would not be having specific guidelines.
One of the reasons which makes organizations to survive in a competitive environment is to ensure that there is a proper connection between the objectives and the archetypes as well as the values that provide deep understanding of the stakeholders. All archetypes of organizations are explored though certain behavior patterns at the various levels as defined within those organizations. In modern and post modern organizations, the acrhetypes articulates what the organizations stand for and therefore they become the core operational structures of those organizations.
Multinational organizations are usually at the epicenter of cultural identity because of the fact that they operate in different countries whose cultures vary. Since these Companies need to hire the locals, there is a likely hood that these cultures can collide at work. An organization like Toyota with branches all over the world would benefit from a constant and defined culture that can be used to define it even abroad, but still it becomes a concern that the host countries and employee may not be able to easily adapt the new cultures. While it is important that such organizations need to develop a universal identity, they still need to ensure that their customers have managed to agree with the way things are done within the Company.
The Archetype
The organizations archetypes can be said to be common patterns that have hidden meanings from the usual motivation, at least from the human perspective, however it important to note that they have a key role of making sure that an organization is motivated and inspired to reach greater heights(Dia 2015). There are a number of archetypes which are implemented depending on the needs of the organization. Organizations sometimes operate under very complex situations so much so that it becomes necessary for them to be dynamic so that they can survive. The need for the organizations to be able to achieve objectives in such environment makes them to develop unique approaches, these approaches are what would eventually make up the archetypes.
The organization archetype for Toyota can be said to be conscious organization, therefore the archetype could actually be termed as conscious. A conscious archetype is practiced by an organization that is made up of activities like planning, managing, .
This document discusses why many Lean transformations fail to achieve significant or sustainable results. It summarizes that 65-70% of Lean transformations fail according to studies. The document examines several sources that identify critical success factors for Lean transformations, including the importance of Lean leadership. Key findings are that Lean requires consistent execution of all elements as a system with a change in leadership behaviors focused on developing people and culture, not just waste reduction tools. Leadership must drive behaviors through a philosophy of long-term thinking.
Toyota has a culture that emphasizes investing in people and continuous improvement. However, Toyota faced some human resource issues that contributed to problems. Toyota's reward and recognition, training, and hiring processes did not properly incentivize gathering information about problems. Toyota also lacked awareness of weaknesses in its human resource system. As a result, Toyota restructured its human resources, refocused on its values, and improved its culture of trust and continuous improvement. Recommendations included adopting a more controlled human resources approach to avoid such issues in the future.
The document discusses the evolution of leadership analyses and perspectives over time. Leadership has been studied from various angles such as considering personal characteristics of leaders, their behaviors, impacts on organizations, and more recently from the perspective of digital transformation. Effective leadership requires promoting creativity, driving organizational change, and ensuring teams achieve objectives. Leaders must develop digital competencies to lead digital transformations, including understanding technological waves, integrating long-term vision and strategy, and designing future-oriented organizations.
Toyota faced a recall crisis due to quality issues with their vehicles. They experienced problems with accelerators becoming stuck and pedals obstructing. This led to customer accidents and lawsuits against Toyota. Toyota's management became too centralized and did not listen well to concerns from regional markets. As a result, Toyota was slow to respond to local problems. This violated Toyota's founding principles of empowering employees and continuous improvement.
The Relationship Between It And Hrm PracticesSusan Tullis
The document discusses the relationship between information technology (IT) and human resource management (HRM) practices in organizations. IT contributes to an organization's HRM infrastructure and impacts functions like job duties, work allocation, and culture. Key HRM functions like administrative effectiveness and operational efficiency are directly influenced by a company's IT innovation and technology efforts. The paper addresses how the use of IT can enhance a company's HRM and plays a vital role in corporate strategy and competitive positioning.
Toyota has a strong culture shaped by its core values of continuous improvement and respect for people. The company's culture is supported by standardized processes and norms of behavior that emphasize teamwork, problem-solving at all levels, and accountability. Toyota's geographic structure allows it to tailor its approach to different regions while maintaining centralized support functions. However, the rigid hierarchy also contributed to slow responses to safety issues in the past. Overall, Toyota's culture aligns with its strategic priorities of operational excellence, quality, and understanding human motivation.
management issues in an organization GROUP D.docxALIIHERZI
This document provides an overview of management issues in an organization. It discusses organizational structures and processes, organization design factors, strategic choice of organization design, organization development, decision making and strategy, strategic capability, and the relationship between corporate culture and strategy. The document contains several sections that define and discuss these various management concepts in organizations. It aims to provide guidance on effectively managing an organization through consideration of these different issues.
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Business innovation and transformation with ITLeon Dohmen
As a cure for the poor results of business innovation in which IT plays an important role, this article presents IBAFrame. IBAFrame stands for the IT Benefits Accelerator Framework. IBAFrame ensures, if applied properly, that innovations in which IT plays an important role, will have better results and an improved use of the IT possibilities. IBAFrame combines knowledge and insights from the professional fields project management, change management and IT auditing.
14 Principles of the Toyota Production System | Enterprise WiredEnterprise Wired
In this article, we'll explore the intricacies of the Toyota Production System, the principles that underpin it, and how it has become a blueprint for lean manufacturing and operational excellence.
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Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
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Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
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Designing scales for measuring "Do Cultural factors cause changes in factors of organisational structure".
1. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
Measuring scales for Human Resourse- at Toyota Motor Corportation
1 Introduction
Since 1937, the Toyota Motor Corporation has become one of the largest auto producers in the
world and it is still evolving and penetrating different national markets all over the world. The
company is also famous for its high-quality vehicles and innovative technologies. How does the
company manage to do that? What is the secret?
Organisational culture of any company is what makes it sustain itself. The structure maybe really
methodical butwithoutcertaincultural traitsingrainedin workforce, company will not sustain. The
storyhow Toyotadoesit andis still doing it is necessary to understand. Toyota is a contradiction to
all the innovative industries that we have looked before. They are rebellion to the saying “People
are more creative in lessdisciplinedandindependentenvironment”. Not only have Toyota’s rivals
such as Chrysler, Daimler, Ford, Honda, and General Motors developed TPS-like systems,
organizationssuch ashospitalsandpostal servicesalsohave adopteditsunderlying rules, tools, and
conventionstobecome more efficient.Anindustryof lean-manufacturingexperts have extolled the
virtues of TPS so often and with so much conviction that managers believe its role in Toyota’s
success to be one of the few enduring truths in an otherwise murky world. However, Toyota
Production system is not the only reason for Toyota’s success. There is an underlying secret of
Toyota’s success.
Quite simply, TPS is a “hard” innovation that allows the company to keep improving the way it
manufactures vehicles; in addition, Toyota has mastered a “soft” innovation that relates to
corporate culture. The company succeeds, we believe, because it creates contradictions and
paradoxesinmanyaspectsof organizational life.Employeeshave tooperate inaculture where they
constantly grapple with challenges and problems and must come up with fresh ideas. That’s why
Toyota constantlygetsbetter.The hardandthe softinnovationswork intandem.Like twowheelson
a shaft that bear equal weight, together they move the company forward. Toyota’s culture of
contradictionsplaysasimportanta role inits success as TPS does, but rivals and experts have so far
overlooked it.
2 Aim: To understand the effect of culture on structure or vice versa in Toyota Motor corporation.
3 Objectives
To understand Toyota’s culture in two different culture model.
Make a metric scale to measure the most important cultural factors that may influence
organisational structure.
Design a methodology of the experiment and give whole process a structure.
Describe whatkindof analysiscanbe done on the data to have positive or negative results.
4 Toyota in different cultural model
4.1 Two models can characterize Toyota culture. One of them was presented in internal training
document “The Toyota Way 2001,” which was published for employees to introduce their main
featuresandvaluesof the managementstyleof the company (Hoseus and Liker 2008). The model is
depicted as a house, where the culture of the company stands on two pillars: Continuous
2. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
Improvementand Respect for People. Continuous Improvement has three sub-categories that are
shown as the foundation of the house (Hoseus and Liker 2008):
1. Challenge: long-term thinking, encountering various problems and risks, making up new
ideas, and looking for solutions;
2. Kaizen:permanentevolution,makinginnovations,continuousimprovementof all aspects of
the company;
3. Genchi genbitsu:seekingforwaystomake right decisions, agreements and doing your best
to achieve organization’s purposes.
The second pillar is Respect for People that stands on the foundation where there are two sub-
categories:
1. Respect: respect all people who surround you, try to avoid any misunderstandings, accept
responsibilities and form mutual trust;
2. Teamwork:motivate personal andprofessional improvement and development, work as a
team.
3. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
Liker (2003) suggested 4P model, which is depicted as a pyramid with four levels:
1. Philosophy: the foundation of the pyramid is a long-thinking philosophy that concentrates
on exceeding the needs and expectations of the buyers;
2. Process: based on the fact that Toyota’s investments are directed in research and
development sphere, the company can create more efficient processes;
3. People and partners: efficiency is made by people who operate the company, where
company’s culture teaches people to work together in a team for common purposes;
4. Problem-solving:employeesalwayslookforwaysto solve variousproblemsof the company,
which implies constant self-improvement and learning.
In both models, all their elements are closely connected to each other, and every element is
important; therefore, if any of them is missed, the entire system suffers. Both models emphasize
that continuous improvement and respect for people are essential elements in organizational
culture.The employeesshouldclearlycomprehendthe value of the processandresults:theyare not
praisedforthe projecttill theyhave precise necessary results, which relate to the objectives of the
company;moreover,employeesshouldfollow the right structure of the process and should realize
what they have learnt from doing this project. Teamwork is a fundamental element in Toyota
organization,andToyotaclaimsthatthe perfectnumberof employeesinateamis five (because it is
easier to control; furthermore, these small teams are more capable of solving problems and
maintaining mutual trust. To do this, there are three significant items that Toyota follows (Hoseus
and Liker 2008, 235):
1. The use of matrix style of management;
2. Distribution of decision-making policy is based on exact standards;
3. Clear identification of the team leader’s functions.
4. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
Hence a little hint or inference can be made from here is that Toyota’s culture affects its
structure. Teams and structure of organisation is built upon the culture of the
organisation.
Every small team has a team leader, who is responsible for control, supervising and
examining the process of work and its results, assuring safety and solving problems;
moreover, this team leader teaches new employees all aspects of Toyota culture. As
members of the group are supposed to improve themselves, a team leader is also
responsible for the results of their self-improvement (Liker 2003). The company’s prosperity
depends on the mutual trust that exists within the company between the employers and
employees. Employees are concerned about their pay-checks, personal growth, excellent
benefits, a safe workplace and having a meaningful work; when the company’s goals are
financial profit, long-term success, quality, contribution to society and quality. Toyota
managed to achieve mutual trust (Figure 8), because it is based on mutual long-term
prosperity and persistent improvement, as employees do their best to achieve company’s
objectives; after that, the company compensates what they deserve (Hoseus and Liker
2008).
Toyota’s way is based on (Elsey and Fujiwara 2000): continuous improvement and learning,
respect for people and mutual trust, teamwork and long-term thinking. These principles
help the strategic development of the company, which is penetrating various international
markets and the production of quality vehicles at low costs (Direction, 2008).
5Methodology
After previous exploratory research following factors are needed for the study and establishing a
relation in Toyota.
Organisational Structure:
5. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
1. Formalisation
2. Departmentalisation
3. Chain of command
4. Span of control
5. Centralisation
6. Division of Labour
Organisational Culture:
1. Teamwork
2. Continuous improvement through learning
3. Quality
4. Secrecy
5.1 Measurement of Organisational Structure
The structure of any company has six different aspects to it. On behalf of these six different
factors any structure is designed. Following are the six factors:
1. Division of Labour: The degree to which tasks in an organisation are subdivided into
separate jobs.
2. Departmentalisation: The basis by which jobs in an organisation are grouped
together.
3. Chain of command: The unbroken line of authority that extends from the top of the
organisation to the lowest echelon and clarifies who reports to whom.
4. Span of control: The number of subordinates a manager can efficiently and
effectively direct.
5. Centralisation: The degree to which decision making is concentrated at a single point
in an organisation.
6. Formalisation: The degree to which jobs within an organisation are standardized.
In this project we have to understand how to measure each one of these factors from high
degree to low degree. Every structure has these factors in it. Similarly Toyota’s structure can
be defined with low and high degree of these factors. Once this can be measured with the
help of different scales we can somehow correlate them with different cultural factor’s
measurement.
A questionnaire can be developed and floated among the industry with the scale in it from
0-10. In this scale the company’s employee will rate some of these factors. The
questionnaire will consist these questions specifically:
1. To what degree is the activities in Toyota are subdivided into separate groups/ Do
each employee in Toyota have some degree of work that only he is doing?
2. To whom do individuals and group report, and does this report goes even further up
the organisation?
3. On average how many employee/subordinates work under one person?- specific
number here
6. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
4. Are your jobs standardized in the organisation such as your job is explicitly written?
Out of these four questions first, second and fourth will be rated on a scale of one to 10.
While third question will give us a specific average number. Then this number is aligned with
industry standard of low and high span of control and then it will be rated accordingly. The
two factors left are Centralisation and departmentalisation. These will be taken from
structure of the organisation for making the work simpler. Only three states in this will be
low, medium and high. The following table is the data of organisational structure:
Factors Scale
Work specialisation Rated by employee out of 10
Departmentalisation Low=1, Med=2, High=3
Chain of command Rated by employee out of 10
Span of control Specific averaged number given by employees
Centralisation and Departmentalisation Centralisation=1, Decentralisation=2
Formalisation Rated by employee out of 10
These will be final score for Toyota’s organisational structure too. These will interact with
each other too. Other scales that can be used to measure are Likert scale, Staple Scale and
Semantic.
5.2 Measure of Organisational Culture in Toyota
The organisational culture of Toyota has been discussed in previous pages. One can
establish that as an exploratory research. Out of all the things discussed earlier few will be
considered as factors of organisational culture. The real task is to measure those and
convert them from ordinal values to ratio values. These are the four values of Toyota’s
organisational culture that are being taken into account:
1. Teamwork
2. Continuous improvement through learning
3. Quality
4. Secrecy
Measuring Teamwork: The teamwork in Toyota will be measured through four
subparts. The teamwork in a team can be measured by measuring
1. Attendance
2. Helpfulness
3. Initiative
4. Efficiency
5. Quality
Each of these can be measured easily and then can be scored out of 10. Helpfulness
may create little problem while measuring but it can also be measured with
feedback score from each member of team about the candidate.
7. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
𝑇𝑒𝑎𝑚𝑤𝑜𝑟𝑘 =
𝐴𝑡𝑡𝑒𝑛𝑑𝑎𝑛𝑐𝑒 + 𝐻𝑒𝑙𝑝𝑓𝑢𝑙𝑛𝑒𝑠𝑠 + 𝐼𝑛𝑖𝑡𝑖𝑎𝑡𝑖𝑣𝑒 + 𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 + 𝑄𝑢𝑎𝑙𝑖𝑡𝑦
5
This will give us the value of teamwork in numerical units. This will help us measure the
Teamwork in any of the team in Toyota.
Measuring Continuous improvement (Kaizen)
We will simply use a 1 to 10 score for each one, with 5 being the highest. The important
thing is reflecting upon what’s meaningful—learning and then improving. Our
measurement criteria for evaluating the effectiveness of a kaizen event team—which are
in no particular order—are as follows (including links to relevant posts):
1. Waste elimination effectiveness: The notion here is about how well the team
identifies, acknowledges, and then eliminates the waste within their target process. Waste
elimination effectiveness (WEE) is driven as much by team aggressiveness as technical
acumen. For measuring it (Lean Metric: Waste Elimination Effectiveness) can be used.
2. Projected sustainability: Plan-do-check-act (PDCA) is one thing, and standardize-do-
check-act (SDCA) is another. There’s nothing as painful as not sustained kaizen gains.
They will sap the lifeblood out of a fledgling lean transformation. Gains must be “locked
in” with standard work. Lean management systems are needed to drive process
adherence and process performance and help facilitate further improvements. To
measure this (Leader Standard Work—Chock that PDCA Wheel) can be used.
3. Degree of difficulty :The scope, technical complexity, and change management
challenges run the gamut. Some kaizen events are easier than others.
4. Kaizen rigor: Effective teams generally apply rigor toward:
• Pre-event planning (including link-up to strategy deployment, value-stream
improvement plans, team selection, and appropriate pre-work)
• Event execution (including the event kick-off, team leader meetings, effective work
strategies, and the PDCA-driven “kaizen storyline”)
• Event follow-through
5. Demonstrated application of lean principles, systems, and tools: It’s a
wonderful thing to see the simple elegance of well-applied (and validated) standard
work—and other lean tools, for that matter. System-level (or subsystem-level—hey,
there’s only so much that can be done during an event) application is even more
impressive (e.g., pull systems, lean management systems). More “transformative”
application is something that goes beyond just the know-how of tools and systems.
Principlesencompass not only know-how, but also the “knowwhy.” Teams that enter that
realm are effective during the event and well beyond.
6. Value stream and business impact: Kaizen events are often more
about kaikaku (rapid, radical change) than kaizen (small incremental improvement).
Although we would be mistaken to believe that this is and should always be the case,
8. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
value stream and business impact should be taken into account when
evaluating kaizen event team effectiveness.
7. Learning and development: Kaizen events are excellent and intense laboratories for
individual, team, and organizational growth. Growth opportunities extend to the
technical, teamwork, leadership, and change management areas and serve as a training
ground for daily kaizen.
Continuous Improvement score out of 10(example)
Waste elimination effectiveness 9
Projected sustainability 7
Degree of difficulty 8
Kaizen rigor 6
Demonstrated application of lean
principles, systems, and tools
9
Value stream and business impact 8
Learning and development 7
Continuous improvement factor=
𝑂𝑣𝑒𝑟𝑎𝑙𝑙 𝑠𝑐𝑜𝑟𝑒(𝑏𝑦 𝑎𝑑𝑑𝑖𝑛𝑔 𝑎𝑙𝑙 6 )
6
Measure of Quality
Measurement of quality is the easiest of all when it comes to cultural factors. The
principle of TQM involves overall quality issue which contains product quality,
working environment, people treatment etc. Various papers are there that give us
the process of measuring quality. We would be giving process of how to measure
quality but it is beyond the scope of this project to discuss the details pertaining to it.
The steps of the framework of the quality measurement on the synthetic level are as
follows:
1. Develop a quality pattern at a fixed time.
2. Identify the requirements.
3. Perform segmentation of requirements.
4. Convert the requirements of selected segments into values of inherent
characteristics and determine accepted ranges of variability for each
characteristic.
5. For each inherent characteristic establish a function normalizing results of
measurement on the analytical level to the dimensionless scale within the
range < 0,1 >,
6. Select a function aggregating all normalized inherent characteristics. The
formula of the function should consider a limited substitution of inherent
characteristics phenomena. Range < 0,1 > constitutes a set of values of
selected function.
In Toyota there are no broad functions in which quality can be studied. Work
done before over Toyota’s quality introduces 50 factors that contribute to
9. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
quality. Each of them has to be put in the following framework to give us a
definite value. Since this value will be between 0 to 1 we will convert it in 0 to
10 for making our data simpler.
Measure Secrecy
This factor has recently decreased in Toyota due to restructuring of the organisation
in 2013 followed in 2017. The measure of secrecy has been done through many type
of index like financial secrecy index, communication index etc. A composite of this
can be used to measure the secrecy in Toyota.
5.3 Formulation of hypothesis
“Cultural factors cause changes in factors of organisational structure”.
5.4 Sampling Design Process
Step 1: Target population- Employees in the Toyota organisation.
Step 2: Sampling frame- All employees of Toyota should be included for a robust design. As
to include every employee would become a complicated task, hence, at least three locations
are needed to be in sample. One of them should be Japan other two should be some foreign
unit of Toyota.
Step 3: Sampling technique used is convenience sampling. Given the size of organisation
only three units are less. Also if a real sample is to be taken then all the employees of Toyota
are to be needed which will become a tedious task. The underlying assumption here is that
the core culture values would be same throughout every Toyota unit.
Step 4: Sample size should be the total population of three units.
5.5 Survey Techniques
For all kind of factors here data collection should be through interview or questionnaire.
Perfect questions have to be made through proper understanding of each factor. The
question should be indirect, hence no worker should be asked about the quality of
environment directly. These questions should be handled delicately as employees may find
them offensive. These could be the data collection technique for different factors.
Sno. Factors Data collection method used
1 Work specialisation Questionnaire
2 Departmentalisation By exploratory research, will be taken as high, med and
low
3 Chain of command questionnaire
4 Span of control Average of numbers given by employees
5 Centralisation By exploratory research, will be taken high and low
6 Formalisation questionnaire
7 Teamwork The attributes that are their in teamwork are measurable.
Hence the data on each individual has to be collected.
10. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
Also for peer group feedback interviews should be taken
8 Continuous
improvement
There are definite scales that are discussed in above
section. Hence with the help of our sample same step
should be taken.
9 Quality Following the above given steps conclude the quality
value.
10 Secrecy In-depth interview is the only option. Departmental index
can be formed, hence three units that are under the
sample should make different indices for departments or
functions (marketing,operation etc)
5.6 Analysis technique to be used
Since we have all the factors listed above with the measurement. The last data we need is
the same over time. The data should be collected over time of five years or ten years. This
will help us in understanding data over time. Also since all values will change over time one
can find the changes structure has due to culture or vice versa. Other important aspect is
these all data may relate with each other. Example is high span of control may relate to high
span of control. Hence each data in structure or culture may correlate with every other data
point. The final data table may look like this. The value inserted are just an example, no real
data was collected in it.
Time Departm
entalisat
ion
Centralis
ation
Work
speciali
sation
Span of
control
Chai
n of
com
man
d
Formali
sation
Team
work
Continuo
us
improve
ment
Quality Secrecy
2005 2 1 8 6 8 7 9 9 8 8
2006 2 1 7 7 9 6 8 8 9 9
2007 2 1 9 5 10 6 9 10 8 8
2008 2 1 6 6 8 7 8 7 7 7
2009 2 1 7 5 9 8 7 8 8 8
2010 2 1 8 4 8 7 8 9 9 7
2011 2 1 9 6 7 6 9 8 8 8
2012 2 1 8 5 8 7 8 7 9 9
2013 2 1 7 7 9 8 7 8 8 8
2014 2 1 8 5 8 6 9 9 7 7
*Departmentalisation and centralisation data may also change to other state. In case of
Toyota though the company always had high degree of Centralisation(Hence given 1).
*The above data will also be in decimal points as they are average scores of the
organisation’s each factors.
11. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
*The above data is just for illustration. No data was collected in this project as for collecting
this kind of data one needs to conduct a thorough survey over the years inside Toyota
Motor Corporation.
After this correlation analysis can be done between these factors. Hence, the correlation
factor between these can be done. An example of this correlation table is shown below:
Factors Departm
entalisati
on
Formali
sation
Centrali
sation
Span of
comma
nd
Work
Speciali
sation
Chain
of
comm
and
Tea
m
work
Qualit
y
Continu
ous
improv
ement
Secrecy
Depart
mentali
sation
0 0.7 0.9
Formali
sation
0.8 0 0.9
Centrali
sation
0.6 0
Span of
comma
nd
0.5 0
Work
Speciali
sation
0
Chain
of
comma
nd
0 0.8 0.7
Team
work
0 0.6
Quality 0.9 0 0.7
Continu
ous
improv
ement
0.7 0.9 0
Secrecy 0
*Above some values are filled in this way the interdependencies between the factors can be
found. This type of analysis can help us to understand what cultural factor affect structure
and by how much.
6 Limitations
1. Since the data collection is done with the help of convenience sampling. Hence,
some kind of error may come in exact notations.
12. In noway the authorsof thispaperown anyof the informationorhave claimedtoresearchaboutit.
Most of the methodsinthispaperare alreadypublishedandare mentionedinreferences.The
authorsonlyhave integratedthese all methodsandshowntheirproject.
2. The factors may have high correlation values; hence, it will be difficult to create
causation between structure and culture.
3. The absolute scaling of these factors is very hard to make. Every value given in the
project is in relative scale. This means that while scaling the subjectivity plays and
important role.
4. The data is collected through questionnaire and in-depth interview hence; it lies on
the part of observer or moderator: what kinds of questions are asked. This may lead
to error if the survey questions or interview questions are not right.
5. The individual effect of any factor on any other is difficult to find. This limitation
occurs due to high interdependencies among the factors.
References