Swot Analysis Of Toyota

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Background: Toyota Motor Corporation is a vehicle manufacturing company founded in 1937 in Japan. They have since expanded to become a multinational corporation, and were the world’s largest automaker in 2016 (Schmitt, 2016). Problem: As Toyota has grown and expanded beyond Japan, their Japanese-style of formalistic leadership and a strict hierarchal organizational culture remains (Bush, 2010). In traditional Japanese corporate culture, there is a large divide between leadership and the average worker, and they usually do not interact (Bush, 2010). This has resulted in a reliance of top-down communication on a need to know basis in Toyota, often leaving employees feeling isolated and uninformed. Many employees must turn to news outlets, rather than their own managers, for information regarding Toyota’s activities. Solution 1: Toyota could hold monthly group meetings between upper management and employees, where management can inform employees about Toyota’s current endeavors. The meetings would also involve a session where employees can bring forth questions or concerns to management, to create transparency within the company. This would change Toyota’s current hierarchal culture to one of shared leadership, in which communication exists beyond the formally appointed leaders to create a dynamic team environment (Taylor, 2013). Solution 2: During Toyota’s rapid global expansion, they neglected to develop appropriate communications and human resource departments to match

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