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Toyota Organizational Culture Essay Example

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Toyota Organizational Culture

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Toyota Organizational Culture. Cultural web is a useful tool for conducting a cultural audit of an organization (Johnson, 1992). It includes paradigm, power, organization, control systems, rituals and routines, stories, and symbols. All these factors can help us understand the culture of Toyota.Paradigm tells the main business of the company and the way with which the company operates. It encompasses all the basic information about the company alongside with vision and focus of the company (Elliot, Herbane, & Swartz, 2009).The main business of the company is automobile manufacturing and it is catering to a wide range of clientele. The company is also focusing on value creation and value addition so as to increase customer satisfaction.

The idea behind continuous improvement (CI) is to deliver maximum value to the consumers and the company is doing that.The factor of Paradigm is closely related to the success of an organization. It informs us about the basic strategy of the company. It tells whether the basic strategy of the company is aligned with its target market and business goal. Strategic success of a firm is largely dependent on its overall strategy of business. This factor of the cultural web tool is useful for organizational strategic success.Power structures explain how the power is concentrated within the organization (Elliot, Herbane, & Swartz, 2009). It informs who in the organization makes important decision. It is important for the strategic success of an organization that power lies in the right hand (Elliot, Herbane, & Swartz, 2009).Power is not delegated to employees at all levels in Toyota. The company does not have strict bureaucratic structure, although procedures are standardized to a great extent within the company. An example of standardized process is when a car seat is installed at Toyota, bolts are tightened in a particular order and same time is allocated for turning of bolts, and also the torque to which the bolt should be tightened (Spear & Bowen, 1999).The opinion of line managers and employees is given some consideration at Toyota because they are the people who work at the lowest level but they cannot change design or any other technical procedure without the approval of Japanese executives. Employees at Toyota often come up with new ideas to improve the production process of the company but these ideas are only implemented once approved by the top level executive.Decision making is. Toyota Organizational Culture.

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