MNGT3012 | Business Management | Toyota Corporate Culture

Topic 1. Ford and Taylorism

1. Could workers in Australia,America or Europe accept the Taylorism in the form today?

Topic 2. Toyota corporate culture are the problem of spreading its culture.

1. How would you describe Toyota culture using the screen dimensions of organisational culture and or the culture web??

Answer:

Introduction

Taylor management theory was hinged on the principle that workers productivity would be optimized if the tasks assigned to them would be appropriately suited to the strengths and personal capabilities of each individual worker (Elsbach and Stigliani, 2018). Thus, Henry ford who had the idea to manufacture cars in an efficient and cheap way was greatly impressed by an expert in efficiency known as Fredrick Taylor. Taylorism aims to improve economic efficiency especially getting more on productivity of workers.

1. Taylorism and Fordism

1. Taylor pioneered the idea of ??dividing an organization between people who think (executives, managers, etc.) and people who run (workers), an idea that you can read there as "Thinkers vs Doers".Therefore he legitimized the profession of "manager" "As" thinking principals of the non-thinking human resources "(the directors of the non-thinking human resources). Thus Taylorism would not work in either Australia or America today because it is inhuman (Hodson, et al, 2015).

Taylor also introduced the functional division, specialization in the work, and hierarchical, thinking managers in the upper part and workers who run without the responsibility of thinking about the downside, in the factories, which was widely adopted after his death, in 1915, reaching its use to non-industrial organizations (Hogan and Coote, 2014).

The 3 divisions of Taylorism

Specifically, the division in "Thinkers vs Doers" led to the 3 gaps of Taylorism:

1 - The social, due to hierarchies, one group above, another below.

2 - The functional, functional division, specialization, which causes need for hierarchies, control, communication problems, interfaces, etc.

3 - The time and planning, the division between those who think and those who do leads to the need for planning and temporary management, times to think and then times to do what was thought.

2. There is much written about the inhuman, unscientific, etc., of the so-called "scientific management" of Taylor and some popular phrases of Taylor, which today will surely seem horrible to you, such as that "in the past man was first ; in the future the system must be first.

The fact is that management, traditional management, the most commonly used, as we know it today, is not very different from what Taylor proposed a century ago (Naqshbandi et al, 2015). There is Taylorism in a case where there is a designer of scripts in a call Centre because there is specialization and one does what they are good at. Taylorism is evident in this case because one does the tasks they are good at.

2. Organizational Culture- Toyota corporate culture

Toyota corporate culture are the problem of spreading its culture. 

This is about Toyotas corporate culture and it is divided into two parts; the first part explains the key ideas that corporate culture factors were adopted by Toyota and the second part would deal with the application of the organizational culture ideas in the organization.

Innovation- for growth and development, Toyota has used innovation especially technological innovation to become the leading motor vehicle manufacturer in the world ahead of Ford, Mercedes and BMW. Toyota corporations aims at continued soft innovation in its departments as an organizational culture. It aims for high targets, a principle that is in inculcated in its management. Employees are encouraged to encounter problems and come up with solutions for the identified challenge. With this innovative ideas, it has become the best company beating out its competitors. One of the ideologies of Toyota, is based on the strong ideology of continuous improvement in the design and product process (Naranjo et al, 2016).

Humility- although Toyota admits that innovation has played a great role in its success, it is not the only reason behind the success. Humility plays a major role. Each employee plays a major role in its success. The employees equally play an important role for the company’s success. It is a strong attribute laid for cultural organization as the company is continuously in pursuit of professionalism in the identified industry (Ninneman et al, 2017).

Seizing opportunities- as a highly competitive organization, Toyotas ability to seize opportunities in both domestic and foreign markets is very commendable. Last year, the US congress made Toyota recall more than 8 million units that were defective demonstrating their commitment towards justifying their unit prices and commitment to excellence.

Strict mentoring and discipline- through a dedicated mentoring program and discipline passed to promising employees, Toyota has made sure that it will carry on its legacy of excellence and innovation in delivering of top quality products as envisaged in its mission and vision (Sorge and Streeck, 2018).

Question: how would you describe Toyota culture using the screen dimensions of organizational culture and or the culture web?

Organizational culture is a perception shared by both the employees and the management. The research indicates that there are 7 dimensions to organizational culture and are;

1. Risk taking and innovation – Toyota is highly innovative and take risks in development and growth of the company. 
2. Excellence and attention to detail- the company has a lot of precise attention to detail. 
3. Result oriented- targets must be reached and the results must be accomplished
4. People oriented- without the people , the company would not be where it is.

• Aggressive marketing and innovation
• Team work
• stability

Conclusion

Organization culture is what the company are the values and behaviors that contribute to the uniqueness of the organization (Waring, 2016). Toyota has a very deep organization culture that has made it the leading motor manufacturing company in the world. Its innovative ability, commitment to excellence and result oriented culture makes it the best company in the world to work in.

References

Elsbach, K.D. and Stigliani, I., 2018. Design Thinking and Organizational Culture: A Review and Framework for Future Research. Journal of Management, 44(6), pp.2274-2306.

Hodson, R., Chamberlain, L.J., Tope, D. and Crowley, M., 2015. Neo-Taylorism at Work: Occupational Change in the Post-Fordist Era. In Working in America (pp. 69-86). Routledge.

Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67(8), pp.1609-1621.

Naqshbandi, M.M., Kaur, S. and Ma, P., 2015. What organizational culture types enable and retard open innovation?. Quality & Quantity, 49(5), pp.2123-2144.

Naranjo-Valencia, J.C., Jiménez-Jiménez, D. and Sanz-Valle, R., 2016. Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), pp.30-41.

Ninneman, M., Lu, S., Lee, P., McQueen, J., Huang, J., Demerjian, K. and Schwab, J., 2017. Observed and model-derived ozone production efficiency over urban and rural New York State. Atmosphere, 8(7), p.126.

Sorge, A. and Streeck, W., 2018. Diversified quality production revisited: its contribution to German socio-economic performance over time. Socio-Economic Review, 16(3), pp.587-612.

Waring, S.P., 2016. Taylorism transformed: Scientific management theory since 1945. UNC Press Books.