The paper entitled 'Organisation Behavior Issues' is a great example of a Management Case Study. Toyota Motors Corporation was started in 1937 by KiichiroToyoda. The company is one of the world's largest car companies and the largest in Japan. The company uses a lean manufacturing system in its operations. Through the use of Toyota Production System, the company has been able to revolutionize its human resources. Toyota has created a learning organization that is capable of responding to market needs. Toyota's organizational structure has helped in developing its culture.
The company structure allows continuous improvement where managers focus more on improvements. The organization structure allows delegation of tasks to lower ranks which have initiated a culture of risk-taking. Toyota culture ensures that both individuals and teams are recognized for their input (Rother, 2010). The employees’ growth is based on their performance in the team. This report analyses the Toyota organization's behavior. This will be achieved by looking at the company organization structure, culture, employee motivation, and leadership aspects. Organization structure and culture An organization structure refers to the manner in which individual and teamwork are coordinated and organized.
For the organization to achieve its goals, it requires to manage both individuals and teams. Through the organization, the structure becomes possible to achieve coordination. Organizational structure determines how communication is carried out and the way in which different individuals are linked (Kummerow & Kirby, 2013). The aspects of an organization structure are; centralization, formalization, levels of hierarchy, and departmentalization. The four main building blocks that lead to the formation of company structures are; mechanistic and organic structures. Mechanistic structures The structure resembles a bureaucracy.
This is a structure that is highly formalized and structured. Mechanized structures use formal communication channels and each employee has a specific job with its designated responsibilities. This form of structure is rigid and hard to implement changes. There is inhibition of entrepreneurship and innovation. The level of individual initiative is low as well as low self-determination. The organization with a mechanistic structure has low motivation. Despite a high number of disadvantages, the structure is highly applicable in some organizations with a stable environment. The structure has a high level of efficiency.
Organizations are able to minimize costs and enhance efficiency, they can use this structure (Kummerow & Kirby, 2013). Organic structure Organic structures are flexible and decentralized and have a very low level of formalization. There is flexible communication in the organization. The organizations with this structure give employees a wide job description that is based on their expertise. There is a high level of employee satisfaction in organic structures (Kummerow & Kirby, 2013). Organic structures lead to a high level of innovativeness in an organization. Toyota organization culture and structure Toyota Motor Corporation has been seen by many automotive organizations as a model company.
The company is the leader in the automotive industry. The company has a structured system that helps them to solve issues when they arise. This is through Toyota Production System (TPS). The organization have TPS built according to “ just in time” production. This has enabled Toyota to have a system where raw materials are delivered to the assembly line when they are in need. The company has built a culture where there is low waste. The system ensures that the employees are empowered and encourages efficiency in part of the employees.
The company organization culture empowers the assembly lines workers to stop production in case of a problem. Toyota Motors' organization structure is hierarchical with all decisions being made at the head office in Japan. There is a high level of mechanization in the company organization structure. Toyota's organization structure is the same in every country of operation with management reporting to the head office in Japan (Dietz & Gillespie, 2011). The following structure is the UK organization structure in the UK.
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