The management of an organization is what determines whether the organization will achieve its goals. Toyota is a multinational organization that was established in 1936.
Today, Toyota is the leading seller of automobiles in the whole world. This success is owed to its management commitment to achieving organizational goals. The management of Toyota has a clear vision of the future, and that is what has enabled the company to plan for future events.
At the moment, the company is already developing car models that are eco-friendly; the cars do not emit carbon at all and if they do, it is minimal such that it is less harmful to the environment.
The management of Toyota has been observing the environment for quite some time and has realized that in today’s world everybody is looking for a way of preventing the pollution of the environment and that is why they have come up with hybrid vehicles, which is necessitated by proper delegation of functions.
This is because safeguarding the environment is a corporate responsibility of the company that’s closely monitored by the management.
The management of Toyota is up to its task because plans are underway to venture into different products such as airplane manufacturing. This is commendable because for this company to remain ahead in business, it must identify what its competitors are not doing. It is the role of the company management to make the necessary arrangements for such ventures to actually take of, otherwise, just speaking about it is one thing and implementing the plans is another different task (Moon, 2010, p. 2).
One expects that the management of this company is engaging in research to find out what is required for the new projects to commence. So far the company is already manufacturing hybrid vehicles, but a keen observation of their goals is to start making electric vehicles by the end of 2012.
All these goals are derived from strategic planning which entails looking for possible future changes and identifying how the company will cope with the said changes (Bateman & Snell, 2009, p.137).
Failure to identify alternatives could drive Toyota out of the automobile market because the tastes of consumers are influenced by these same changes, and if an organization cannot integrate the changes in its products, it is on the losing end.
When it comes to achieving organization goals the managers are the ones who are expected to set the best examples. This means that the managers of Toyota should practice what they expect from others instead of leading from behind because a manager who exercises double standards creates an impression that what he/she said can be acceptable depending on circumstances.
For instance, Toyota has been advocating for the reduction in carbon emissions and this is reflected in its latest models and future models. This shows that the management of this company focused and it would contradict itself if they participated in the campaign against carbon emissions and continue to manufacture vehicles that emit carbon.
According to Moon (2010, p. 3) the management of Toyota exercises control over its employee by emphasizing on the need of respect among its employees and towards the clients. Respect for one another is essential in team work and since the workforce of Toyota is organized into teams, respect is crucial for them to be successful.
It is the role of Toyota’s management to control how technology is introduced in its operations by analyzing the company’s preparedness to roll out new advancements. The changes that have been implemented were initiated by the management which is logical because they are the ones who authorize the changes to take place.
Diversity is part and parcel of Toyota Company because it has many branches in different parts of the world. However, diversity is appreciated because people from a given location can only be themselves and would be unethical to make them behave like we all hail from the same background.
The diversity in skills enhances performance of Toyota because the employees have different skills and abilities; hence when challenges occur, the diversity in skills provides alternative solution because each employee will approach the problem based on his/her knowledge (Moon, 2010, p. 4).
Toyota is an equal opportunity employer, which means that the people who are hired are not brought on board because of anything else other than their skills. The workforce is comprised of employees from both sexes, that is, men and women and they are from different backgrounds.
Decisions at Toyota are made from the head office in Japan and are expected to roll over to various branches. Different branches have different organizational culture but then these differences cannot be seen from outside because regardless of their location, all Toyota branches have a consistent image.
Bateman, T.S & Snell, S.A. (2009). Management: Leading and Collaborating in the Competitive World (8th ed.). New York: The McGraw-Hill Companies.
Moon, S. (2010, July 17). Toyota – Internal and External Factors Influencing Management. Retrieved from http://www.associatedcontent.com/article/5564342/toyota_internal_and_external_factors.html?cat=3