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TOYOTA Management Case Study Hiroshi Okuda in Toyota Nur Firdous Majid & Jatin Naresh 5/18/2009 Table of Contents Contents Page Number Introduction 1 Question 1: Okuda’s Leadership Styles 2 - 4 Question 2: Transactional or Transformational Leader 5 - 7 Question 3: Radical changes When Company Is in a Crisis 8 - 9 Question 4: Charismatic, Visionary and Culturally Consistent with Japanese Practises 10 - 12 Conclusion 13 Reference List 14 - 15 EXECUTIVE SUMMARY Hiroshi Okuda, a Japanese leader, became the president of Toyota in 1995. He was…show more content…
He announced a new policy that took away titles of general managers at the age of 55 and managers at the age of 50; however they were allowed to stay in the firm but with less responsibility (McFarlin & Sweeney 2006, p. 427). Okuda wanted a young workforce of executives to bring in their talents and lead Toyota to continue growing. Conclusion Hiroshi Okuda is the leader that has brought Toyota Motor Corporation to its position in the world now. He has chosen "Moving Forward" as its new slogan which means we have a passion for innovation and discovery (Lagorce 2004). Toyota is now 2nd biggest carmaker behind General Motors and its sells the most number of cars worldwide. His leadership skills were different from others but very successful and he made many innovations to the system which is used in other organizations too. Question 2 : Was he a transactional or transformational leader? Compare and contrast both. Should managers be one or the other – or can they be both? Introduction Hiroshi Okuda has been a Senior Advisor of Toyota Motor Corporation since 23rd June 2006. Mr. Okuda serves as a Corporate Auditor of Toyota Industries Corp. He joined Toyota Motor Corporation in 1955 and served as its President from 1995 to 1999 (BusinessWeek 2008).When he became the president in 1995, Hiroshi Okuda vowed to cure Toyota’s “big-company disease” (BusinessWeek 1997). Is Hiroshi Okuda a transactional or a

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