Oorganizational Culture of Toyota Samples †MyAssignmenthelp.com

Question: Discuss about the Oorganizational Culture of Toyota. Answer: Introduction Organizational culture defines the system of shared values, assumptions and beliefs, which guides the behavior of the employees in an organization (Hogan and Coote 2014). This study will describe the organizational culture of Toyota, which is a popular Japanese multinational automobile manufacturer. Moreover, the study will critically compare the organizational culture of Toyota between its home country Japan and global market Australia. Moreover, based on the critical comparison, the study will also provide suitable recommendation for Toyota towards better organizational success. Comparison of Organizational Culture and Leadership between Japan and Australia: Communication and Shared Value As per Hofsetede Cultural framework, organizational cultural is largely dependent on the power equality or inequality among the organizational members. According to Yamaguchi (2013), Toyota follows equal power distribution in Japan, because of the social norms of the country. Moreover, lower level employees of the organization easily and freely communicate their issues and concern with the higher-level employees. Furthermore, Toyota has a shared value organizational culture at Japan. Moreover, the managers of the organization always share important information with the employees and take their concerns in making organizational decision. On the other hand, Wiewiora et al. (2013) opined that Toyota has unequal power distribution in Australia among the organizational members. The managers just pass on their orders and the employees are just to follow the strict orders of the managers for completing their task. It is something de-motivating to the employees in Australian employees of Toy ota. Leadership Control As per Charles Handys organizational culture theory, there are four types of organizational culture based on the interaction level of the employees with among each other as well as upper management. Giorgi et al. (2013) pointed out that Toyota follows role culture in the workplace of Japan, where every employee is delegated with certain roles and responsibilities based on their specialization, interest and educational qualification. Moreover, the employees have right to take the ownership of their job roles, which is quite encouraging for them. Leaders are just to assist the employees in such organizational culture. On the other hand, OReilly et al. (2014) opined that Toyota follows power culture in the workplace of Australia. In such culture, the employees do not right to take the ownership of their job roles. Power remains limited to certain upper class managers and the employees are to follow the strict instructions of leaders for completing their jobs. Moreover, such organization al culture often undervalues the employees at their workplace. Organizational Structure Organizational culture defines the typical hierarchical arrangement of communication, line of authority and rights and duties within an organization. According to Huff, Song and Gresch (2014), Toyota follows flat organizational structure in the workplace of Japan. In such workplace, there are few levels of middle level managers and the employees can easily communicate with their direct upper level managers. Therefore, communication flow in such workplace culture of free and issues are resolved immediately. On the other hand, Harrison and Baird (2015) opined that Toyota follows functional organizational structure in the workplace of Australia. In such organizational structure, there are different types of functional heads based on the departments. The employees are to work under individual functional heads depending on their own specialization and department. Moreover, the coordination and communication among the organizational members are restricted by having separate department work ing separately. Openness to Ideas As per Hofstedecultural dimension framework, organizational ate open up to ideas and thoughts depending upon their degree of long-term orientation or short-term orientation. Leung and Morris (2015) stated that themanagement of Toyota in Japan is highly long-term oriented for making organizational decision. Moreover, the managers are always open up to new and innovative ideas and thoughts for fostering organizational innovation. On the other hand, Wiewiora et al. (2013) opined that themanagement of Toyota in Australia is more focused on short-term achievements. Moreover, the managers are not much open up to innovative idea and thoughts, which limits organizational innovation. Existence of Teamwork According to Yamaguchi (2013), Japanese management of Toyota always believes in individual contribution of the employees in whole group or within team. Moreover, organization culture of Toyota in Japan is mostly relied on the effort of teamwork towards getting organizational success. On the other hand, OReilly et al. (2014) the management of Toyota in Australia is more focused on individual achievement towards achieving organizational goals. Moreover, the organizational culture of Toyota in Australia is very individualized. It often increases the complexity level of the organization without having any helping hand around the employees having individualistic culture. Diversity in Workplace As per the third level (Assumed value) of Edgar Schein organizational culture theory, organizational culture is shaped depending on degree of equality among the male and female employees in an organization. According to Huff, Song and Gresch (2014), the organizational culture of Toyota in Japan in relied on equal value of male and female employees. Such organizational culture enhances the value of female employees and use female talent in some specific areas for achieving organizational success. On the other hand, Harrison and Baird (2015) organizational culture of Toyota in Australia is mostly relied on late sitting, where male employees dominate female employees. Moreover, female employees are undervalued in such organizational culture. Recommendation Based on the critical comparison of Toyotas organizational culture between Japan and Australia, it can be said that Australian management of Toyota should improve their organizational culture for better achieving organizational success. Moreover, Toyota should be relied on equal power distribution within the workplace. The managers of the organization should share important organizational information with the employees equally and take their concerns for making organizational decisions. On the other hand, the management of Toyota in Australia should have long-term orientation and openness to innovative ideas, which will foster organizational innovation. Toyota should also rely on teamwork approach for achieving organizational success through having les complexity level among the employees. Conclusion While concluding the study, it can be said that the organizational culture of Toyota in Japan and Australia is quite different from each other. The organizational structure of Japan is flat and communication flow is direct from lower level employees to upper level management. On the other hand, Toyota follows functional organizational structure in Australia, where there is indirect communication flow through different functional heads. Furthermore, Toyota follows teamwork in Japan towards achieving organizational success. However, Toyota follows individual achievement in Australia for achieving organizational success, which often enhances complexity level of the employees. Therefore, Toyota should immediately opt for teamwork for lowering the complexity level of the employees in achieving organizational success. Referencess Giorgi, G., Ando, M., Arenas, A., Shoss, M.K. and Leon-Perez, J.M., 2013. Exploring personal and organizational determinants of workplace bullying and its prevalence in a Japanese sample.Psychology of violence,3(2), p.185. Harrison, G.L. and Baird, K.M., 2015. The organizational culture of public sector organizations in Australia.Australian Journal of Management,40(4), pp.613-629. Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), pp.1609-1621. Huff, K.C., Song, P. and Gresch, E.B., 2014. Cultural intelligence, personality, and cross-cultural adjustment: A study of expatriates in Japan.International Journal of Intercultural Relations,38, pp.151-157. Leung, K. and Morris, M.W., 2015. Values, schemas, and norms in the culturebehavior nexus: A situated dynamics framework.Journal of International Business Studies,46(9), pp.1028-1050. OReilly III, C.A., Caldwell, D.F., Chatman, J.A. and Doerr, B., 2014. The promise and problems of organizational culture: CEO personality, culture, and firm performance.Group Organization Management,39(6), pp.595-625. Wiewiora, A., Trigunarsyah, B., Murphy, G. and Coffey, V., 2013. Organizational culture and willingness to share knowledge: A competing values perspective in Australian context.International Journal of Project Management,31(8), pp.1163-1174. Yamaguchi, I., 2013. A JapanUS cross-cultural study of relationships among team autonomy, organizational social capital, job satisfaction, and organizational commitment.International Journal of Intercultural Relations,37(1), pp.58-71.