Toyota is a reputed carmaker that focuses on innovation and possesses a humanitarian approach towards its employees. It is very confident about delivering best class products in the market. It has undergone a crisis when it had to recall almost eight thousand vehicles due to unwanted acceleration. It is envisioned that the innovators present in Toyota and its management will find out a way to bring the company of this ‘short-timed’ catastrophe.
According to Yves Morieux,structure comes first for a company. Strategy comes at the next level. All the employees reflect company’s activities. There are high chances for any company to attain success if they maintain this process.
E-Learning Activity 1: Corporate Culture of Toyota and the Problem of Spreading Its Culture
Culture of an organization is a joint opinion that includes its employees and the core management group. A research shows even dimensions of Toyota’s culture that are defined below:
Taking risk and Innovation: Certainly, Toyota is world famous and a reputable being one of the most innovation oriented organizations as it puts innovative methods at every level of designing and processing its products. The Company took great risk by recalling eight million cars globally for accidental speeding up (Koren, Gu and Freiheit 2016).
Attention in detailing: All the workers at Toyota are encouraged for paying utmost care to detail along with maintaining discipline while accomplishing their duties. Such organization cultural feature is suitably seen at Toyota.
Oriented to Result: Toyota looks at providing the finest product and does not vacillate in recalling its vehicles that are runningglobally in case those vehicles are not in accordance with the standards set by the governments (Anitha and Begum 2016.).
Oriented to People: Employees are utmost important for this car maker company. The humanitarian approach that the company possesses gets validated as it gave due credit throughout the organization for its achievements is remarkable.
Team work: Toyota’s management promotes team work by the means of offering owing recognition to employees throughout all ranks.
Aggression: Indeed the Japanese carmaker is aggressive in doing business as it possesses self-trust for supplying the finest products from its establishment.
Stability: The notable decision of Toyota’s management for recalling almost eight million cars can definitely be a great challenge as the capital investment is at a risk. However,Toyota consists of strategic decision-makers who will definitely make sure that the lost strength of this reputed car maker gets restored as early as possible (Mukerjee 2015).
The innovative attitude is implemented at every level of processing which is monitored by Toyota eventually results in accomplishing solid outcomes. Such a strategy can further be debated at this point in association to its use by the former photography giant – Kodak Corporation. Kodak was unsuccessful in analyzing the imminent digital business in a strategic way. The inevitable cause for a huge company's failure was because of extreme complicated leading and management pyramid. Lack of recognition for open door policy as well as lack of strong communication between the employees and management was later noticed that lead to such a failure. Even thou Kodak was established on the robust innovative culture, as a result of unnecessary and gradual involvement of management, the opinion of remaining innovators were ignored. Therefore, it is crucial to realize the importance of innovators presenting a company no matter from which industry it belongs to.
E-Learning Activity 2: Structure and Strategy
Yves Morieuxhave claimedthat company has turned outto be the significant dimension of competitive advantage. This is because progressively an organization’s strategy reflects in its employees professional activities. The standard unmistakable leveled staggering position for the most recent decade will be the cutoff of the relationship to best use the information of its family. The basic issue yet affiliation setup is by what means may we make a comprehension of the framework into the structures and approach and structures of the union (Galbraith 2014). In the relationship of technique we should not disregard that it works the other course around also. You know we tend to express that structure of take after system and it is troublesome.
This is the supervise question at any rate, we should in like course survey of that technique takes after the relationship on the off chance that we are really surrounded. In the event that the union does not work respectably, it won't consider the correct structure (Thompson 2015). On the off chance that vertically there are an intemperate number of layers among operations and basic ace levels being top alliance, we won't have the ability to see the frail signs identifying with fuse openings and dangers, choices won't be right. Affiliations dependably move out of especially productive and respectable benchmarks like benefit or motivating force in the procedure for treating individuals sensibly.
Regardless, what happens is that these key and respectable norms cement making staggering circles and do circles. This is the Doom float of affiliations and the premier driver is not the broad social affair not the goals yet rather the most ideal approach to manage direct apply them. Tolerating that more models will unendingly make control and you know it is not liberal. So in a general sense, the participation additionally picks the cutoff of the relationship to consider several systems and unmistakably, once we have the correct philosophy by what means may we understand it through our framework, what we are really searching for after in the Institute is to depict what the relationship unbounded will take after. It is not about futurology it; is the thing that it takes today to be alive tomorrow (Kono 2016).
Following the strategy as explained by Yves Morieux, structure is considered as the subsequent phase and maximum businesses do not possess any solid strategy to create the structure except the organization is sure about what can be the general approach they should be following. This however is not at all times the situations in several companies do not keep the stratagem ready prior deciding on the arrangement. Therefore, such companies keeps an obvious objective regarding the process of distributing and arranging authority and command in different organizational stages. It guides to a great method of giving importance to the structure prior to strategy. At times, this method may backfire and the reason being the structure should be altered as soon as an alteration takes place in the strategy (Jayamaha et al. 2014).
Toyota is a well-established company and entertains a very robust culture. To be able to fight the crisis they undergone, they should focus on a simple leadership strategy and communicate with their employees all the time to sustain a healthy workplace. Also, they should keep their focus on innovation at every level to maintain its reputation.
Succeeding strategy, structure can be taken as the very next phase and most of the businesses do not have any robust strategy for creating the structure apart from the firms definite about what can be the common tactic they should follow.
Anitha, J. and Begum, F.N., 2016. Role of organisational culture and employee commitment in employee retention. ASBM Journal of Management, 9(1), p.17.
Galbraith, J.R., 2014. Designing organizations: Strategy, structure, and process at the business unit and enterprise levels. NY: John Wiley & Sons.
Jayamaha, N.P., Wagner, J.P., Grigg, N.P., Campbell-Allen, N.M. and Harvie, W., 2014. Testing a theoretical model underlying the ‘Toyota Way’–an empirical study involving a large global sample of Toyota facilities. International Journal of Production Research, 52(14), pp.4332-4350.
Kono, T., 2016. Strategy and structure of Japanese enterprises. London: Routledge.
Koren, Y., Gu, X. and Freiheit, T., 2016. The impact of corporate culture on manufacturing system design. CIRP Annals-Manufacturing Technology, 65(1), pp.413-416.
Mukerjee, K., 2013. Customer-oriented organizations: a framework for innovation. Journal of Business Strategy, 34(3), pp.49-56.
Thompson, A., 2015. Toyota’s generic strategy and intensive growth strategies. Retrieved April, 27, p.2016.
YouTube. (2017). MIT's Spear Discusses Toyota's Corporate Culture: Video. [online] Available at: [Accessed 22 Aug. 2017].
YouTube. (2017). Organization Design: BCG's Yves Morieux on organization and competitive advantage. [online] Available at: [Accessed 22 Aug. 2017].