Reference no: EM133097906
This week you learned about organizational change and change management. In your portfolio project, you were to select a leader from a Fortune 500 company. Thinking about that company, address the following prompts:
Explain the organization's vision.
Discuss whether the vision helps to drive change. Explain.
Akio Toyoda is a Japanese businessman and the current president of Toyota Motor Corporation. He is the great-grandson of Japanese businessman Sakichi Toyoda and the grandson of Kiichiro Toyoda, the founder of Toyota Motor Corporation, and Shinshichi Iida, the founder of the Takashimaya Department Store Group.
Toyota is the great-grandson of Sakichi Toyoda, the founder of the Toyota Auto Loom Factory, and the grandson of Kiichiro Toyoda, the founder of Toyota Motors. He was born on May 3, 1956, in Nagoya to Shoichiro Toyoda and Hiroko (his girlfriend Mitsui). The Toyota family has long dominated the family's senior management since his great-grandfather Ikichi Toyoda taught his son manufacturing and woodworking. Akio Toyoda was the family business's top competitor when Katsuaki Watanabe was appointed vice president after the quality control crisis.
Toyota Motor Corporation is a Japanese multinational automobile manufacturer headquartered in Toyota City, Aichi Prefecture, Japan. It was founded by Kiichiro Toyoda and registered on August 28, 1937. Toyota is one of the largest automakers in the world, producing about 10 million cars per year.
In August 2009, a dealer improperly installed an SUV's all-weather rug on a rental Lexus sedan, causing the car's accelerator to stick, leading to a tragic death and the worst crisis in Toyota's history. Synonymous with safety and quality, the iconic company has been criticized by the American media, government, and expert witnesses for plaintiffs' attorneys. Details that are not normally worthy of public scrutiny, such as disagreeable internal memos about their public relations strategy, are to inform the press and the public that Toyota vehicles are out of control with electronic issues and that the company is hiding them. turned into a smoking gun to convince him. from the public.
The National Highway Traffic Safety Administration (NHTSA), the government agency responsible for vehicle safety, has been criticized for being overly generous with Toyota. So, they did what good American organizations do when they're under attack. They grew wild and became Siloviki. Transport Minister Ray LaHood was the toughest man, accusing Toyota of "safe hearing loss" and promising to investigate Toyota defects that could put American citizens at risk. He helped pay NASA taxpayers for a 10-month study of Toyota's electronics.
We've learned that there is absolutely no evidence of sudden, unintended acceleration caused by problems with the electronics of Toyota vehicles. The only culprits NASA found were improperly installed floor mats and sticky gas pedals that could slowly return. Only one rug incident was recorded. One was an incident involving a rental Lexus where the dealer used the wrong lugs and was unable to attach it correctly with the provided retaining clips, and there were no recorded incidents. It is caused by a very small number of stalled pedals. Most accidents are caused by driver negligence.
We've also learned that NHTSA has always known that the only problems are floor mats and sticky pedals, but it must continue NASA research to convince lawmakers that electronics are the cause of the sudden acceleration, despite the lack of complete evidence. I did. to support this belief. The Toyota name has been dragged in the mud for over a year, $1.5 million in taxpayer money has been spent, and 10 months of hiring the smartest people in American engineering to help the NHTSA prove they were right start.
Akio's grandfather, Sakichi, founded a mechanical engineering company, the Toyota Auto Loom Factory. A few years later, he acquired Toyota Industries Co., Ltd. And he became famous in his home country as the "King of Japan Guns". He invented several weaving materials and introduced new production systems for machines. His most famous invention was the automatic weaving machine. Some of the machines use autonomous automation. In other words, if a problem occurs, the machine will stop automatically. This later became part of Toyota's manufacturing program. From here, he started to follow the path of his grandfather.
By 2010, the number of cars remembered worldwide had reached 8.5 million. Toyota was summoned to testify in the United States and issued a statement. The statement focuses on several key issues.
Toyota's Quality Management Philosophy is a reason to remember How Toyota will control the level in the future is unclear. As a family leader known for his important role in
In Computer-Aided Design, Toyota took these issues very seriously. He said he was "very sorry" for his relationship with Toyota, testifying before the House Governance and Regime Change Committee in February of that year. and USA.
After joining the company, Toyoda spent nearly 20 years learning about various aspects of her work both in Japan and abroad. He has worked in automotive, manufacturing, and product development. He started marketing and became the new vice president of New United Motor Manufacturing in California. He returned to Japan in 2000 to serve on the Toyota Board of Directors and lead internal marketing. He became involved in consulting and production management. After one year as CEO of the Asia and China Operations Center, he became CEO. In 2000, he became CEO and later CEO of the Asia, Oceania, and Middle East Operations Group. From 2003 to 2009, when he became president, he oversaw IT and IT, quality control, product management, procurement, and sales in Japan, as well as export and overseas business. Under his leadership, Toyota became the world's leading automaker with a capital of $228 billion. Second, Volkswagen is making a profit of $222 billion.
Since Toyota has several companies involved in the family business, there is additional pressure not to return to management positions in the company. He sees it as his job to ensure that stakeholders such as investors, employees, customers, suppliers, and board members are happy every day in leadership positions. This is a unique fact about Akio Toyoda. I understand that if something goes wrong or if I misbehave, I may be fired. However, his dismissal from this position would still give him some influence within the company. Traditionally, the outgoing president becomes chairman of the board of directors of Toyota Motor Corporation. "You can always get fired," Toyota says in her own words.
Attract and benefit customers with America's most trusted confidential information and valuable products and services.
This statement represents the standards that the company holds for all its operations. In all his work, he emphasizes the position of the customer and the fact that every effort is made to ensure that the customer is satisfied and surprised by the product. The elements of this letter of intent are:
Toyota is focusing on developing community-changing vehicles to meet the requirements of the first component in its mission statement. He does this by now assembling his cars to meet the basic needs of people in the community and other interests. In fact, the company has gone further and has earned an unrivaled reputation in the industry by providing products tailored to the customer's request. Each Toyota car segment provides detailed information on what each Toyota buyer expects.
For some reason, Toyota remains an industry leader and does not offer products below international automotive quality standards. This has established the company as a trusted automobile manufacturer worldwide. The patience he has shown to improve the quality of the products he provides to his customers is a testament to his desire to be at the forefront.
Improving Accessibility: At the end of its policy statement, Toyota recognizes that customer information requires more than quality. This explains why the company is one of the best in the car price race.
Toyota's leadership style is called "lean leadership." It is an integral part of the Toyota Way manufacturing process. To understand the concept of irrational leadership, it is important to consider the Toyota Way. Throughout Toyota's history, key leaders have been found within the company at the right time to shape the next phase of Toyota's development. Toyota won't buy "successful" CEOs and presidents. Because leaders need to better understand Toyota's culture and philosophy, these include former President Joe Fujio, who was a disciple of Taichi Ono, who grew up at Toyota and, together with Ono, formed the backbone of Toyota's production system, and current President Akio Toyota, who worked for Toyota for nearly 40 years. These leaders understand Toyota every day. For this reason, Toyota's leadership cannot easily be hired. They need to take people with innate leadership qualities and develop them so they can think and act the way Toyota does every day. This process can take decades or more to get home easily.
Another leader is Toyota Co. Slave leadership: the name may sound boring, but it is not. The ultimate mission of a project leader is to guide, motivate, and support the people involved in the project so that they can contribute to the success of the project. In order to meet employee needs and improve morale, almost all respondents said they have adopted a people-centered philosophy as a fundamental principle of their company. Circumstances also make it very important to inform and take care of people. other ways. The cited example of a person-centered activity focuses more on the well-being of workers than supporting work in the workplace. People-centered leadership, for example, comes in the form of project teams that provide clean and comfortable living spaces (e.g., staff in air-conditioned bedrooms), standard on-site dining, recreational games, play areas, and more. This can reduce the burden on employees. caring Chinese project managers have been observed in company research as treating team members like family and being willing to care for and support each other.
Conclusion:
Overall, the results show that Toyota Way leadership is becoming a key factor in company performance, as judged by many of the respondents. Therefore, it has been used on a relatively large scale. In this regard, Chinese construction companies may still have a lot of power in this space while pursuing gradual changes. This includes the fact that the (project) management of a large Chinese construction company has deep technical skills and knowledge of building materials and physical processes. And they have problem-solving skills. The growing construction market benefits many project managers and has developed management skills, especially on the technical side. Thanks to the experience gained in various types of projects, it is now an important asset to the company and its projects. Some of the people interviewed have been with the company for a long time and have a good understanding of the company's culture, values, and functions.
In addition, the Chinese construction experts in this study showed a strong commitment to helping their employees improve. But even without those skills, the importance of other interpersonal skills doesn't seem to be underestimated. For example, a lack of the ability to learn. Although this so-called mentoring system is available to most Chinese people, The construction companies interviewed for the purpose of this study are typically new hires and are active only for short periods of time. This is the opposite of Toyota. What Leaders Need: Not only do they sit in the store to give their employees the guidance they need, but they also need to teach their leaders to do their jobs better according to the concept of "learning through learning."
This study examined the extent to which unbalanced leadership was practiced among them. Chinese architect It can help Chinese construction experts understand their strengths and weaknesses under soft leadership.