What patterns have you observed in corporate behavior? How have these developments affected your business?
Lately, corporate executives have begun to recognize the effects of organizational behavior on the financial and social performance of their organizations. As of late, the world is recovering from the global financial crisis; with the emergence of the potential effects of globalization, Toyota Motor Corporation in the United States, 2008 called a staff meeting to alert the staff about the crisis; since then, the behavior of staffs has changed significantly. The revelation is believed to have prompted cautious operations and sensitivity among employees. Staff members are cautious in their decision-making because they fear being laid off. Individually and collectively, employees are working hard to find a solution to the company's problems; new employees are coached and mentored to ensure they adopt comparable organizational behavior. The corporation is diverting from leader-managed teams to goal-oriented teams as a result of the challenging business environment it is currently facing.
Employees have become more accountable and responsible for their actions as a result of the change in organizational behavior to some form of individualism and improved efficiency to ensure that at least one employee is retained in the company. This has resulted in an improved business and self-motivated employees, none of whom are willing to risk losing their career jobs.
Do you believe that your organization is a learning organization?
Why are you asking?
I consider Toyota, United States to be a learning environment because the managers are knowledgeable and willing to achieve goals and organizations through their human resources, training and career development in the company are accomplished through formal and informal training, and there are frequent programs designed to provide employees with information that will help them make sound decisions. For instance, in the sales and marketing department where I work, the company has mentorship and coaching programs focused at enhancing the knowledge and skills of the employees; these programs are geared for certain individuals and groups within the organization.
The corporation encourages employees to attend regular work-related courses at domestic and foreign colleges. On the other hand, they have their own training school in Chicago called the Toyota Technological Institute that, among other things, serves as a breeding ground for personnel. It has a policy that allows graduates with diverse backgrounds appropriate to the specific assignment to join and advance within the organization. By providing a demanding environment in which staff members are encouraged to engage in decision-making, the organization can be deemed to have embraced a second learning strategy. Human resources learn more strategies and are enlightened in various ways during the decision-making procedure.
Toyota US recruits from all over the world; this provides a rich diversity training environment. The diversity in perspectives and cultural backgrounds of the personnel has contributed to the company's success, particularly in the field of innovation. The university grants scholarships to those with talent, particularly in the motor and design of the motor vehicle. This is a purposeful effort to continuously improve its operations (Toyota Motor Company corporate website, 2011).
How has globalization affected your business? What initiatives may a company take to increase its global competitiveness?
Globalization has resulted in the integration of nations; businesses are now able to market and sell their products in nations distant from their country of incorporation. Similarly, there are a lot of companies operating in the United States vehicle market on the local market. In the United States and everywhere in the world, Toyota faces an expanding market and growing competition. Due to the intense competition and increased consumer expectations, the company must have policies and plans that enable it to operate effectively in the dynamic market.
On the other side, governments have collaborated on policies related to global governance, including environmental legislation and labor laws.
To remain competitive in a globalized environment, Toyota has devised ways to increase its competitiveness; the following are the most important tactics.
To sell its products and services abroad, the company must adopt an integrated Communication marketing strategy (MARCOM); MARCOM is a marketing strategy that combines multiple marketing tactics into a single, successful strategy to combat competition. Developing an effective advertising strategy, adopting a personal selling strategy when appropriate, establishing solid public relations, and utilizing direct marketing are the areas that the plan focuses on.
Product differentiation: the company has continued to improve its goods in order to increase its competitiveness. In response to environmental concerns, the corporation has developed "green cars."
The organization has begun to implement its operational strategies, which include Kaizen (continuous improvement), teamwork, challenges, and respect, as well as Genchi Genbutsu (go and see).
How has technology altered your business? What efforts has your organization made to assist employees in adapting to technological changes?
Changes in the company's processes and products have resulted from advances in technology; different degrees of technology have been adapted depending on the age of the technology. There is a research section whose mission is to implement the Genchi Genbutsu policy (go and see). This component is tasked with conducting a market analysis and coming up with recommendations to improve the services. As the corporation performed this responsibility, the issue of technology arose, and it was necessary to implement the modification. In addition to merely implementing, it initiated a long-term policy to guarantee continuity. The company's early automobiles, designated A1 and G1, were high-fuel-consumption passenger vehicles. The vehicles were modeled manually. Due to computer-aided modeling, the market is currently flooded with models. We have always heard about the new Toyota X model. This demonstrates how they consistently enhance their products to remain competitive in the global market. The corporation has also increased the fuel efficiency of its automobiles. This has been a continuous process, and in the 1980s, the company received a Japanese Quality Control award for its advancements, particularly in the fuel section. Currently, the corporation has developed EMV automobiles in order to benefit from efforts against environmental pollution. Internally, the corporation has embraced computerized labor systems utilizing robots; the move is attributed to the technology's efficacy and reasonable costs.
In an effort to increase the usage and acceptance of technology by its employees, the corporation undertakes frequent coaching and mentoring programs. The workshops are designed to aid employees in comprehending the current technology and appreciating the benefits it is likely to offer to the firm. The corporation manages every technical breakthrough and development as a transition process (Toyota Motor Company corporate website, 2011).
The course has made obvious the necessity for a company to have a positive corporate culture that encourages innovation and creation. Human and physical resources are necessary for the successful functioning of an organization; leaders are responsible for creating teams that are focused on achieving corporate goals and objectives; to do so, they require a positive organizational culture that fosters team learning and development. As communication inside an organization is vital to achieving its goals and objectives, leaders should be at the forefront of involving their subordinates in decision-making and policy creation. These actions are likely to build employee confidence and improve company settings characterized by enhanced human relations. Technology development and adoption should be one of an organization's policies, as it leads to product differentiation and increased customer satisfaction.
When designing frameworks and policies, managers should take into account the diversity of human resources; they should also build task performance and interpersonal connection developments, as these actions will foster productive team learning environments. When resolving conflicts in a firm that promotes diversity, managers must be culturally savvy in order to make sound judgments. Visionary leaders are actively involved in the internal and external group dynamics of their teams; effective teams do not arise by default.
Corporate website for Toyota Motor Company (2011). Toyota. Web.