The Theories And Applications For Different Levels Of Employees

As Taiichi Ohno rightly says – “People don’t go to Toyota to ‘work’, they go there to think”. “where there is no standard, there can be no kaizen”, and “Improvement is endless and

At Tata Motors, Human Resources Management is actively linked to the Corporate Vision and goals. The HR approach of Tata Motors is through Total Employee Development Focus. In Tata Motors, HRD includes a large area of the personnel function. It starts from the very process of human resources planning and ends with detailed drawing up of individual development plans and their follow-up. The management of Tata Motors believes that HRD is one of the most important functions for organizational as well as individual growth and development. It includes long-term, broad-based activities which would also ensure organizational Effectiveness. In short, HRD aims at helping employees to acquire competencies required to perform

Toyota must keep on producing vehicles that car customers want to buy. They must figure out what these buyers demand in a car. Once they tackle this then they can be successful, but if they don’t produce what they buyers want then they will not reach their goals.

Toyota’s superior technology was not enough in light of the recent recalls. As a result they had to reduce their organizational structure, which is no easy task. My observation is that Toyota could have closed a blind eye but instead decided to restructure and fix the problem without deviating from their core competency and mission.

2.2. In what ways can the Toyota Production system be seen as rare and difficult to imitate?

Toyota by itself did not have a significant impact on GM by its self but It play a pivotal in the demise of general motors as being the killing blow to a company that was already breaking down due to a number of factors Toyotas impact was multiplied with external and internal factors that were effecting the automotive giant. Within this essay it has broken down into 5 main segments that brought about General motors downfall and explain why Toyota impact was heightened. The first segment is quality management focusing on Deming’s profound knowledge and his 7 deadly diseases and 14 points on quality management (Berry, B 2011. P.1) highlighting where GM failed and Toyota succeeded and took advantage. The next segment that

James Womack, one of the authors of “The Machine that Changed the World”, a book about Toyota's innovations in manufacturing, dates the origin of its present woes to 2002, when it set itself the goal of raising its global market share from 11% to 15%. The 15% target was “totally irrelevant to any customer” and was “just driven by ego”(James P. Womack).

Toyota utilizes human resource very efficiently by developing a system - Toyota Way (Toyota Motor Corporation, 2014). This system has empowered the management and workers as the core competency in supporting Toyota’s corporate brand.

Toyota’s HR Practice was exceptional since they are very strict in hiring. Accepted applicants will be trained and if applicants were not to adjust themselves within the given training time and the system, they will be removed.

As we all know that Toyota’s have an adding up to 8.5 million vehicles in recalls and their down fall was not listening or their organization skills was not up to par, to say the least. Toyota is now finally getting a clue, that the recall system exists and most every consumer-product company get hit. One thing about Toyota they were not discreet, they we in denial, from engine sludge problems way back in the 2002. They even had the nerve to blame it on the drivers that they need some serious organization skills to put them back on the map. Toyota everyone within the organization from upper managers to the floor workers is a challenged to use their initiative and creativity to experiment and learn. They are now selecting the best of the best that includes sales people, engineering service, accounting and human resources. Toyota, has spent a lot of money and time to become the model for true learning organization.

Toyota is able to offer competitive advantage through its valuable resources that makes it able to attract and retain best suppliers and also its rare and unique staff. Also, Toyota’s competitors cannot manage and develop their HR at the same cost that Toyota does.

“Toyota’s information and decision making has been highly centralized. The result: Top management in Japan has been less sensitive to the expectations of regulators, culture and politics in overseas markets, and consequently, they have been slower to respond to local problems. The reality is that Toyota’s problems were not caused by a faulty production system but by poor management decisions” (Cole, 2011, pg. 34). In the past, Toyota was a company that trained employees to embrace the Toyota Way and pushed their employees to strive for continuous improvement and perfection. The upper management at Toyota has strayed away from their core; founding principles that empowered their employees and contributed to making them a successful automobile manufacturing juggernaut. A major source for of their ongoing improvement and innovation has been from employees.

Toyota is a successful automaker. The quality of the products brought to market is of high quality and sold for a reasonable price. Their leadership showed strong business acumen and they were on the tip of the spear when it came to the innovation and marketing of hybrid vehicles. Their senior leadership and managers have anticipated market changes and kept their finger on the pulse of the consumers. Increasing market share, revenue, and profit have been the standard for Toyota. Management is a discipline of organizing and allocating a firms resources to achieve a desired outcome (Keat and Young 2009). For years, Toyota has reaped in the fruits of achieving their outcomes, but in late 2009 and early 2010 they faced economic conditions that turned their prosperous world upside down.

Human Resource Development (HRD) is a function of an organization aims to provide the benefits to stakeholders especially to employees, society and organization or employer. The purpose of establishing HRD department within the organizations is to provide the personal development opportunities to staff for their career by offering them mentoring, personal planning, professional training, education, and so on, which could contribute in their personal development and ensure proper functioning of the organization (Swanson & Holton, 2001). On the other hand, HRD sometimes creates tensions between the stakeholders. Here, 'tension ' means a problematic state or a situation that could lead to dissatisfaction of any stakeholder (Autio, 2005).. However, in this essay, HRD benefits and effects i.e. tensions are discussed in context of the selected stakeholder i.e. employees, employers and society. It focuses on finding the effects on others while meeting the interests of any one of these stakeholders. Finally, by providing the outline of benefits provided by HRD, the conclusion is expressed.

Human Resource is an important department that matters. When you look at the challenges and successes in business workplace it is because of the actions of the human resources. Since HR is becoming a distinguishing competitive advantage the management of such resources is vital. When prompted about the importance of HR productivity founder of Global Learning