Toyota Organizational Culture

Toyota is currently the biggest car maker in the world. Toyota’s production model has been for long the envy of Detroit’s big three and the benchmark for the auto industry. The auto market in the US has showed signs of improvement, a sign of encouragement for the company (Toyota History: Corporate and Automotive, 2011). Toyota has invested billions of dollars to develop manufacturing capabilities and supplier networks to supply those markets. Toyota has many comparative advantages over it peers: a strong operational model that generates high margins; a strong global brand synonymous for quality and a

Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms.  Grounded in the customs and

As we know, Toyota is a competing and leading in automobile organization industry, they have key success factor in the automobile industry. They are

Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree.

Organizational culture can be defined as the system of attitudes, beliefs and values that are collectively expressed in support of organizational structure. Organizational culture is a pattern of shared basic assumptions that dictate the behavior of individuals within an organization. Culture determines which practices are appropriate and which are not, effectively developing standards, guidelines, and expectations for individuals within an organization. Although they work hand in hand, there is a definite distinction in the beliefs and the values that make up organizational culture. The beliefs of an organization are assumptions of the way things are, while values are an assumption about the way things should be. By that definition,

A definition about organizational culture is: The values and the behaviors that contribute to the unique social and psychological environment of an organization. It is shaped by the individuals who work there and guided by the vision, mission and the values that of the company. The shared goal and vision

Every organization, whether being a construction agency, a retail store, a manufacturing plant or a government agency has its own unique culture. Organizational culture is the collection of shared values, beliefs, rituals, stories and myths that foster a feeling of community among organizational members. The culture of an organization is in most cases, the reflection if the deeply held values and behaviors of a small group of individuals. In a large organization the Chief Executive Officer (CEO) and other executives will shape the culture. In a small company, the culture may flow from the values held by the founder.

In short, organizational culture is a hypothetical construct that must be inferred from the share thoughts, feelings, values, and actions of organizational members.

The overlying mission of The Toyota Motor Corporation is to "develop and provide innovative, safe and outstanding high quality products and services that meet a wide variety of customers ' demands to enrich the lives of people around the world" (TMC, 2006). In order to ensure that each and every segment of TMC excels in this mission, a number of principles and philosophies have been outlined in order to meet the corporation objectives in the most beneficial manner,

In light of the above discussion on Ford, we can analyse Toyota across the dimensions of Leadership, Culture, Power/Politics and Structure. This will help us better understand whether Toyota, the second largest automobile manufacturer in the world, took a different management approach from Ford. As mentioned earlier, it is evident that both were fighting entirely different battles, albeit repercussions of which were similar. Ford was trying to keep its head above water as GM and Chrysler submerged in the subprime crisis’ fallout. On the other hand, Toyota was trying to ensure that the impact of this crisis, now affecting the larger automotive industry especially in terms of falling profit margins and sales volumes, could be limited at its doorstep

Organizational Culture is a system of assumptions, values and beliefs, which govern people how they have to behave in an organization. These values are having a strong influence on people of the organization how they have to dress, speak, act and perform their jobs in the organization.

The resources and capabilities possessed by Toyota can be considered to be the building blocks for the development of Toyota’s ability to obtain and maintain competitive advantage. At a functional

Organizational culture is made up of every sort of experiences that all employee brings to the work place. Organization culture is particularly introduced by the organization 's founder, executives, and other managerial staff because of their role in decision making and strategic direction.

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.

Technology is a place where new initiatives are introduced very frequently. For Toyota enjoy competitive edge, themselves. Toyota Motor Corporation has always been work on continuous change. This gives them a competitive edge over other companies as they are reviewing their systems, processes, strategies and actions on a very frequent basis. The reason for this major organizational change was also to maintain that competitive edge in the market as competition keeps increasing with time.