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. 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

2. 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

3. 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 roles that involve
networking and diagnostics. This shall involve liaising with
various offshore and local authorities on what should be
introduced into the market. The regional managers will entirely
be answerable to all issues that are associated with boundary
setting, the demarcation of operational markets and how Toyota
will provide best leverage itself as worthwhile competitors in
new or otherwise saturated markets. This will bank heavily on
executing various research and development activities to ensure
that the company remains profitable in these markets
(Burmeister, 1988).
The current communication channels within the whole Toyota
Company are very effective. They feature the latest integrative
technologies within the various managers’ spans of control
which has led to an efficient operational model (Fruin, 2008).
An increase in the integration of the various managerial roles
will be pivotal as part of a campaign of ensuring that the

4. corporation is visionary enough to ensure a competitive
advantage several years down the line.
Talent Pivot Points
The following table gives an illustration of Toyota’s pivotal
points
Source of Competitive Advantage
Talent Needs
Organization Needs
Diversified products
Vastly experienced design engineers with a rich taste for the
common car owner’s design requirements. Toyota engineers are
very adaptive and can quickly come up with a new car design
which fits the current market requirements
Accommodating the needs of a wide range of varied user
requirements in various geographical markets.
Relatively affordable products
Design engineers, logistics, and management team capable of
devising the most affordable way of producing a car without
significantly reducing the overall profits that are realized by the
company.
Reduce production costs, have a clear-cut assurance profit
assurance plans for the investors and still manage to offer
quality products to its customers. Most of the time, Toyota has
been able to produce relatively affordable cars when compared
to rival companies such as Audi, Mercedes Benz, and Chevrolet
among others.
Established brand and deep market penetrations
Sales personnel with a vast practical experience throughout
various Toyota auto-stores all over the world
Achieving global brand recognition. At some point, Toyota
worked on developing the brand statement saying “The car in
front of you is a Toyota.” On top of cementing the already well-
established brand among the Toyota car owners, it also gives
them some sense of pride for owning the car brand.

5. Recommendations for Leadership Development
Some of the common practices that are used for development
among a vast majority of successful companies are centered on
the “promise” of a potential leader in an already existing
employee (Li, 2009). In this continuum, the same industry
practices have at this moment been presented as the general
rubric plan towards growing potential and promising leaders at
Toyota. These revolve around presenting opportunities to
individuals who show a capability to move the corporation
upwards in the profits ladder, making regional managers and
other low-level management personnel autonomous in most of
the decision-making processes and holding frequent evaluations
on the leaders who have already proved themselves very
effective in their various capacities of operation.
Conclusion
The determination of talent and leadership options at Toyota
requires assertiveness, a concerted effort and sheer
determination of successful corporate design endeavors from the
concerned stakeholders. Some of the vital components of this
exercise involve examining the top level reporting protocols and
structures, the due application of various governance structures,
identifying the various pivot points and developing
recommendations for leadership within Toyota.

6. References
Burmeister, L. (1988). The Korean Road to Modernization and
Development (review). Journal of Korean Studies, 229-234.
Cusumano, M. (2008). Competing to be Really, Really Good:
The Behind-the-scenes Drama of Capability-Building
Competition in Automobile Industry (review). The Journal of
Japanese Studies, 548-552.
Fruin, W. M. (2008). Shifting Boundaries of the Firm: Japanese
Company-Japanese Labor (review). The Journal of Japanese
Studies, 144-148.
Li, C. (2009). Where Does Confucian Virtuous Leadership
Stand? Philosophy East and West, 531-536.
Russel, J. (2006). Notes from Toyota-Land: An American
Engineer in Japan. Labor Studies Journal, 116-117.
1
STRATEGIC GROUPING FOR TOYOTA CORPORATION
1
Milestone 3: Strategic Divisional Operations for Toyota

7. Corporation
Richard K. Hairston
GM543.01
Organizational Diagnosis and Design
12/18/17
Professor
Dr. Rebecca Herman
Introduction
The Toyota Strategic grouping provides an analysis to
understand better the strategy employed within the company.
This makes it easy for strategists to understand the industry
better in which they operate in. in addition to that, it helps in
the identification of any gaps or areas where a shift in the
strategy could help in building rewards (Drejer, 2002). The
rewards can be built through capitalizing on an opportunity in a
less crowded market. Toyota Corporation can have different
business segments catering to different markets. Strategic
groups can be varying in an industry such that big businesses
may have a much higher bargaining power than the small
businesses.
Operating model
Team Divisional model
Toyota should use a team divisional design. This structure uses
teams as the main element of coordinating work operations
(Pearson, 2003). The Company depends entirely on the abilities,
skills, employee relations, consistent services, and decisions

8. that are made by key staff members and the management team.
Besides, for the organization to attain its objectives will heavily
rely on its capability to recognize, recruit, prepare, and
maintain the highly qualified workforce. This process includes
competing with other firms in the industry for the skillfully
talented individuals, and the corporation may be at a risk of
losing key employees or be unsuccessful in attracting,
recruiting, training and maintaining a gifted workforce that
meets the organization’s needs. Hence, it may bring adverse
impacts on the operations, sales, and financial condition of the
company.
Analysis
Virtual team members and virtual workplaces have substantially
changed the way tasks are carried out in various organizations
around the globe. Bigger, as well as small organizations are
developing virtual teams, which operate slightly in most cases
distance away from one another (Pearson, 2003). Virtual
employees and workplaces have affected the global job
performance in the following ways. Virtual workplaces that are
operated by organizations do not have to budget for office
expenses for their employees. Overhead costs such as leasing of
office space, utility expenses, and furniture purchases are not
considered for organizations that have developed virtual
workplaces and staff. Similarly, if the organization has an
operational office, it can operate with fewer employees who
will require a small office space for the activities of the
organization.
Decisional analysis
The structure of an organization defines the way job tasks are
initially grouped, divided and coordinated. There are six major
elements that determine how managers design and establish
their management structures. The elements include work

9. specialization, departmentalization, the chain of command,
decentralization and decentralization as well as the span of
control.
Work specialization
This is the degree or level to which organizational tasks are
divided into different tasks. The early assembly plants and
division of labor are the main examples. The conveyor belt that
enhanced the coordination of diverse labor products into one
major final good complemented these. Hence, this resulted to
large group of unskilled workers who were different from the
initial group that was easily replaceable.
Departmentalization
This is the basis of collectively grouping jobs. Some of the
most common methods of conducting these are by the function
and it includes marketing, manufacturing as well as the
geography, types of product and territories. This function is
important in controlling the entire company structure (Kesler &
Kates, 2010).
Chain of command
This is the unbroken authority line that extends from the top
management level of the organization to the lowest echelon that
identifies who reports to who. This is basically bureaucracy.
Span of Control
This includes the number of subordinates that a manager can
effectively and efficiently direct. It includes the combined
characters of people, groups, as well as the process of
organizational management.While managers are responsible for
ensuring that the needs of the organization are met, organization

10. ensures that the leaders are responsible for activating a positive
atmosphere as well as the welfare of employees within the
organization.
Centralization and Decentralization
This refers to the degree to which the process of decision
making is concentrated at a single point in the firm.
Decentralization on the other hand is when the decision
discretion is pushed down to the lower level (Drejer, 2002).
There is a vital board of administration that manages the
decentralization, market oriented and differentiated multi-
divisional system and involves long term planning of the
organization’s activities.
Recommendation
Processes in the company should be formalized. This includes
the degree upon which jobs within the firm are standardized.
Organizational human resource management is viewed to be a
vital asset that requires being effectively and appropriately
handled to be able to optimize returns from these assets (Drejer,
2002).
Conclusion
The best choice that is more important is the customer.
Due to competition in the market, customers will help the
company to do away with its competitors and gain a competitive
advantage. It is important to note that prospective customers do
not look for products or services. Therefore, the company
should ensure that it acquires loyal customers. A company
cannot operate with customers and therefore, I think that it is
important for Toyota Corporation to value its customers so as to
make more profit and have a competitive advantage in the
market.

11. References
Drejer, A. (2002). Strategic management and core competencies
: theory and application. Westport, Conn: Quorum Books.
Kesler, G., & Kates, A. (2010). Leading organization design:
How to make organization design decisions to drive the results
you want. John Wiley & Sons.
Pearson, C. (2003). Archetypes in organizational settings: a
client's guide to OTCI professional report. Center for
Applications of.
First – Create your CONTENT in a Word document. This allows
you to think through all of the assignment or presentation
requirements without getting bogged down with the technical or
design issues of PPT. Outline it in the order you will want for
your presentation > see Assignment Information for what that
should be.
Second – By section, copy the Word content and paste into the
NOTES section of the appropriate PPT slide. (Watch the video
below if you do not know how to use Notes in PPT.)
Third – Select an appropriate THEME for your PPT
presentation.
Fourth – Create the slide content to be interesting, visual, and
engaging. Watch videos (below) for what that entails and how
to use SmartArt, etc.
Fifth – Double-check PPT to ensure all requirements are met,
ensure grammar and spelling, and view as a “presentation” to
watch through the “eyes” of an audience member.

12. GM543 Unit 5 = Presentation of an Implementation Plan
Grading Criteria Points
Possible
Content, focus, use of research, organization
the
notes section of each slide.
but are
not specifically required.
40 points
(50%)
Introduce your presentation by defining the destination. (Figure
13.1 on p.
210 of the text is a good example.)
5
Provide a high-level Gantt Chart for a six-month period. (Figure
13.2 on p.
215 of the text is a good example.)
10

13. Outline the implementation and activities of the reorganization
initiative for
launch, momentum, and learning & adjusting. (Figure 14.1 on p.
220 of the
text is a good example.)
20
Conclude with a compelling call to action and a request for
commitment.
5
Analysis and critical thinking
choices.
to
explore, obtain feedback, and prepare the foundation for this
portion
of your Assignment.
comparisons,
and inferences.
conclusions, and
assessment based on evaluation and synthesis of information.

14. 24 points
(30%)
Summarize your selection for the pace of change. 12
Identify 1–2 tipping points and where you will trigger them to
assist with
momentum.
12
Professional presentation, clarity of slides
s important that the slides be streamlined, interesting, and
professional.
16 points
(20%)
graphically
depict information (versus merely bullet points and words) is
highly
encouraged.
e majority of the detail, analysis, and research should be
placed in
the notes sections.
Include a title slide.

15. 1
Professional template used. 2
Presentation is visually appealing: use of graphics and SmartArt
streamline
information in a memorable manner.
5
Slides are not overly cluttered and could be easily viewed when
presented
in a large setting. Appropriate font and font size selected.
5
Slides are grammatically correct and free of misspelled words. 1
Presentation is appropriate length (8-10 slides) 1
Provide a reference slide.
1
Total 80 points