Analysis Of Change Initiative At Toyota Motor Corporation Management Essay

Analysis Of Change Initiative At Toyota Motor Corporation Management Essay Over the past several decades change management has become one of the mostly discussed topics across different industries on the market. The importance of change management has turn out to be a crucial task for managers and leaders of not only the big global corporations but also small and medium sized enterprises. Research suggests that the change management is fundamental issue that has to be considered especially when it comes to introducing and adjusting new strategies and policies that will influence the companys future perspectives and developments. It is essential part of the long-term competitive success formula (Pettigrew and Whipp, 1991). Although many research findings imply that change management can be defined in different ways depending on the industry and the company, there is a common ground on which the perceptions of the roles of the managers are build on. It is argued that people are the main drivers of change and innovation in the competitive environment of the business world. For this reason, human resources departments play a major role in choosing the right people for the right position and train and develop their employees to become goal and future oriented. Findings suggest that in order for a company to have a successful change management implementation, human resources managers have to be able to cope with both transformation and change within a single company (Urlich, 1997). According to Urlich (1997) transformation entails fundamental cultural change within a firmà ¢Ã¢â€š ¬Ã‚ ¦HR managers managing transformation become both cultural guardians and cultural catalysts. Since nowadays many companies operate on a global scale, the main issue in managing transformation is to lead the company through adaptation and acceptance of new culture without influencing the old beliefs and values. On the other hand change is usually related to introducing a certain degree of newness to the company, starting from employing new employees up to introducing new strategies and reshaping the overall corporate culture, mission, and vision of a company. More precisely change can be considered to be interrelated with transformation. It is defined as à ¢Ã¢â€š ¬Ã‚ ¦the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities (Urlich, 1997). In order for a change to be enacted and successfully accepted within a company, it is argued that change has to happen at three different levels 1) organizational, 2) team and 3) individual. When the new strategies and initiatives are accepted at all of the three levels, the implementation of change is successful (Hirtz, 2008). In order to have a successful change management implementation across the different levels of processes within a single company, research findings emphasize on the importance of having change agents. According to some historical data on human resources, the main drivers for change within a company were considered to be the human resource managers (Urlich, 1997). Being a global company inflicted with differences among the team members, individuals, and the overall organizational structure, the role of the change managers have changed over the years. It is claimed that nowadays the managers and the leaders at all levels within a single company are obliged to assert the need for change and its productive implementation. They are the key to successful understanding of cultural, social, political, and legal differences and the main drivers of motivation to the company as a whole (Hartley et al., 1997). In todays business world companies are striving to achieve a high level of change management implementation. In order to do so, an important factor that has to be taken into consideration is the time scale and planning. According to Caudwell (2004), a successful change management should be carefully planned and it should consist of an identified beginning and an ending that will provide desirable outcomes. However, research suggests that during the change implementation, managers often forget to go back and look at the results that they get at the very beginning of the process, which is the reason why many companies failed to transform and change according to their initial plans. For this reason, findings imply that the change management has to be perceived not as a one-time implementation project, but as an on-going, long-term and future oriented strategy (Caudwell, 2004). Lewins Force Field Analysis Model More than fifty years ago Kurt Lewin, using his experience in social psychology and human behavior, developed the widely known force field analysis model in order to explain how changes can happen within a single company. The force field analysis model, or also known as the 3-step model was primarily developed to help change managers identify the so called driving (or external) and restraining (or internal-individual and group behavior) forces that might influence the change within a single company (Burns, 2004a). In order for a successful and effective change to happen, Lewin proposed that there are three stages that every company and the individuals and groups being part of that environment should go through. Graphical depiction of the model is shown in Figure 1. Figure 1 Note: Table is taken from http://rapidbi.com/management/kurt-lewin-three-step-change-theory/ The first stage is the so-called unfreezing stage where the current situation should be carefully analyzed by producing disequilibrium between the driving and the restraining forces. By identifying the field- term referring to the current individual attitudes and beliefs within a group change agents are ready to move on, from the so-called status quo position, into the next stage called the move or change stage (Burnes, 2004a). At this point change managers are required to develop a plan that will initiate the urge for change among their employees. The change agents are expected to influence their employees and initiate acceptance and adaptation to the new processes, by strongly focusing on motivation and support. Finally, the third and the last stage is the so called refreezing stage where the role of the change managers is to successfully implement the change strategy (in terms of norms, practices, policies, and culture) and make sure that these newly accepted changes are not subj ect to deterioration (Burnes, 2004b) Even though Lewins model is one of the most widely used contributors to understanding the change management within a company, there are some critics that have been developed over the past fifty years. Research suggests that the implication of the model is useful in identifying the need, the type, and the resources needed to implement a certain degree of change within a company. It implies that the change occurs only at the times when the need for change is identified and that, once the individuals beliefs and attitudes are influenced and the social conflict is resolved, the change is accepted as a positive influence (Greener and Hughes, 2006). Findings propose that the model is based on simplistic assumptions that the companies operate as static and mechanistic environments and that the change would follow a clear pattern (Burnes, 2004a). Victor and Franckeiss (2002) suggest that in todays highly globalized and highly competitive business world, influenced by the differences in cultures, economies, and politics, change management is a phenomenon that occurs constantly and is planned, revised and updated on a regular basis. It is considered to be a must-do element of their day-to-day activities, and their future growth and expansion plans (Victor and Franckeiss, 2002). Analysis of change initiative at Toyota Toyota Motor Corporation is a multinational corporation with its headquarters located in Toyota city and Tokyo- Japan and it is the worlds leading automaker. Since its establishment in 1937, the company has successfully managed to expand globally entering the US market in 1957, Asia, Middle East, and China in 1962, and Europe and Africa in 1987. Today Toyota has its overseas bases in 27 countries and regions, as well as 52 production bases and 8 overseas offices. Toyota employs approximately 320,808 employees in their directly affiliated companies around the globe not counting the substantial number of indirectly employed dealers and suppliers. One of the main differentiation strategies of the company is that they managed to keep the same organizational culture and strategy throughout the years of their existence. The company has their own Guiding Principles at Toyota and the Five Main Principles of Toyoda that have been successfully implemented in every Toyota subsidiary, factory, a nd even among their dealers and suppliers. The main purpose of their principles is to keep their stakeholders motivated and prompt to change at any time (Toyota, 2010). More detailed information on the Toyota principles can be found in Figure 2. Figure 2 Guiding Principles at Toyota Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in the communities. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management. Pursue growth in harmony with the global community through innovative management. Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships. Five Main Principles of Toyoda Always be faithful to your duties, thereby contributing to the Company and to the overall good. Always be studious and creative, striving to stay ahead of the times Always be practical and avoid frivolousness. Always strive to build a homelike atmosphere at work that is warm and friendly. Always have respect for God, and remember to be grateful at all times. Note: Table is taken from the official web page of Toyota Motor Corporation. Since the birth of Toyota, the companys philosophy has been based on successfully contributing to the society, meaning identifying the local cultural and social differences and creating products that will satisfy the needs and wants of the local customers all around the world. Throughout the years the company has managed to keep up with its corporate principle of delivering glocal products by creating a business model that is mainly a mixture of localization for their global markets (Toyota, 2010). Although keeping their unique corporate culture and values, and implementing the same business strategies and principles of doing business all around the globe, they have managed to differentiate and bring innovativeness to the international markets. The key behind this success is in the regiocentric management orientation. The company has effectively managed to spot the differences and similarities in the home and host countries and develop local view that allowed them to bring changes into their company, starting with the development of few global names of their products with localization content, and developing special training and support programs that will sustain the cultural differences and will allow their new employees to merge with the company much easier (Toyota, 2010). Toyota is one of the worlds widely known companies not only because of their successful business plan that has been implemented at home and overseas, but also because of their revolutionary change that made their management strategy stay the same over the years. By developing the Toyota Production System or TPS which is the method of managing people engaged in work that emphasizes frequent rapid problem solving and work redesign, the company has set the global model for successful performance and productivity (Thompson et al, 2003). The model was originally developed in the 1970s and it was mainly used to facilitate production and improve the speed. Over the last several decades the model was widely accepted by many companies operating in different industries. The reason behind the adoption of the model lies in the efforts of Toyota to bring constant change through experimenting and applying new concepts to the already existing processes (Spear, 2004). But what is the main drive behind successfully applying the TPS strategy? According to Parks (2002) Toyota has been the only company that has managed to apply the process without facing major failures. He claims that for introducing such innovative approach, the whole organizational culture and management should undergo the necessary changes. At Toyota the changes always start with their stakeholders. All the ideas and possible solutions to the existing problems are generated from their employees from all over the world. The solutions are discussed and are implemented as part of their experimental processes after which the final assessment is done. After the decision is made, extensive cross-functional training programs are inducted in order to have productive multifunctional workers who will understand the processes and the implementation of the new strategies. In order to get the desired results, strong change management is needed that will provide guidance and will result in disci plined and effective implementation of the change strategies (Parks, 2002). Having a strong management that promotes open and fair corporate activities involving all of the companys employees, introducing diversity programs that support the different cultural backgrounds, and following a clear set of rules (The Code of Conduct) enacted by extensive on-site training activities, is the key factor for success of Toyotas change management processes and strategies (Toyota, 2010). Conclusion Although the importance of having an effective change management has been introduced more than five decades ago, it seems that in todays business world its significance and implementation has a greater influence and application among the companies operating in different industries. Globalization and internationalization had significantly influenced the companies to embrace the change management strategies. Operating on different markets around the world requires compliance with the local cultures, economies, and politics which are the main factors for success of an international company. The main issue is to manage to create synergies between the home business strategy and corporate culture and the host- local cultures and procedures. Although it might seem like a logical transformation that has to be done, without implementing strong change management policies that will be based on the differences and similarities of the markets and the people, administering change can turn out to b e one of the most difficult processes. Following the example of Toyota, in order to have efficient change management teams and change strategies that would be accepted within a company, managers should stress out the importance of all of their employees. By becoming part of the problem solving and decision making processes, managers would get the opportunity to understand the cultural backgrounds of their employees and eliminate the factors that might influence their behavior. On the other hand the employees would feel involved and motivated and the implementation of the possible changes would result in positive outcomes. This is the reason why over the years Toyota has managed to keep the same organizational culture and strategy, yet always being able to bring innovativeness and set benchmark for other companies on the market to follow.

Black and White Friendship in Mark Twains The Adventures of Huckleberry Finn :: Adventures Huckleberry Huck Finn Essays

The Black and White Friendship in Adventures of Huckleberry Finn To turn Jim in, or not to turn Jim in, that is the question that Huck is faced with in The Adventures of Huckleberry Finn by Mark Twain. Whether it is nobler to protect a friend or to give in to the demands of society by ending a friendship. This novel portrays a period in American history where most Southern whites considered blacks as a piece of property. Huck, a white Southern boy, and Jim, a run-away slave, had a friendship that was inappropriate in society. During their adventurous journey, Huck would have to confront the consequences of protecting a run-away slave, if he decided to give Jim protection. Throughout this novel the relationship between Huck and Jim differs in and out of society because of Huck's feelings towards Jim. These two adventurers had planned to leave the Mississippi and go North, but missed their chance. The river took them farther and farther South. If Jim was caught, he would be in big trouble. If Huck didn't turn Jim in, he would also be in big trouble. Huck found himself battling with his conscience, when he realized how close Jim was to his freedom, "...I begun to get it through my head that he was most free-and who was to blame for it? Why, me. I couldn't get that out of my conscience, no how nor no way." (pg.85) Turning Jim in would be difficult, since he was a benevolent and amiable man. It was not righteous that he should be hurt, but if Huck helped Jim run away, he would have to turn his back on his own people. He would be saying slavery, and everyone who believed in it, was wrong. Huck came to the decision to tell someone about Jim that will force him back into slavery. Soon enough they encountered two white men on a skiff. During this incident Huck perceived that his feelings to protect Jim were stronger than his feelings to turn him in. He lied when the men asked if Jim was white or black. Each time they encountered other people who might turn Jim in, Huck was prepared to reveal another untrue story.

Alleviate Silo Effects —Build a Healthy Enterprise.

Build a Healthy Enterprise. It can be said that effectiveness is Jeopardized when Interdepartmental conflict has happened In many enterprises. This phenomena extends to misunderstanding of each other, nonappearance of department work and Inconsiderate of the whole enterprise. As a result of those effective less actions, business lose time, money and quality. Also, it can be said that manager can not quickly responds when those conflict happen. The business hierarchy does well in control process, but block information collection.The poor cross-functional communication across departments or business unit, is a reality for many organizations. As the organization rise and become more complex and developed, the â€Å"Silo Virus†(Schuster & Bloch 2006) leads to departmental isolation, and unsustainable result the failure of business. This essay will therefore discuss the poor cross-functional communication across departments or business units, give some of the main reasons for cause It, and developed effective remedies for along enterprises. Also, possible strategies In which to alleviate silo effect In the future will be outlined and explored.The definition of poor cross-functional communication across departments or business units is a managerial problem which lead the business out comes far from their established goals. A managerial problem due to the failure cooperation among different departments. The group of people mix together share aims, perceptions and preference to organize a enterprise, actually, it is very hard to make everyone in the enterprise get their large profit as they want, but through manage of organization, people could achieve their largest value.With this platform, individual will play a big collective strength. However, Howard G. And Noel W. (2004) state that communication problems In the organization are not unlike the progressive development of a headache. If the Initial bodily cues are Ignored or not monitored, the full throb will hit. However, It could be state that poor cross-functional communication across departments or business units can cause a big failure of enterprise's business. Department egoism, careless of others, fuzzy thinking and tunnel vision like a virus jeopardize the whole body, and make the work effective jess.This is visually describe by the idea from Schuster & Bloch (2006) who argues that: The infected departments resemble huge grain silos in a lonely landscape. They also function like foreign bodies – impersonal and often oversized. Nothing penetrates to the outside world. There is no window into what goes on inside. The silos are filled from above, which also fits the picture. When the enterprise's top people are Infected, the silo virus spreads throughout the organism. This metaphor give the key message of Its appearance. Therefore, in order to solve this problem, rather complement and perceive must first be realized.There are two aspect cause the poor cross-functional communi cation across management of the whole enterprise. The main reason for cause the internal less communication is fear of feedback. People try to keep silence because they could not see any profit to themselves when they give positive suggestions. Jackson(2003) state that people avoid the truth and instead continue to try to guess what their bosses think. The business hierarchy block the information communication, because most people think it is not their susceptibilities to make the company perform well and advance their careers.Jackson also give his state of People avoid feedback because they hate being criticized, plain and simple. However, it can be state the employee afraid to provide information because they have some dissatisfied of company and brooding of their current situation. At another side, the managers unsuitable management lead those embarrass situations come out, due to they are afraid the criticized voice of their work and fail to acknowledge the implications of curre nt situation. The problems focus on the feedback of information communication. There are many reasons to cause lack of management of the whole parties.The stress, denomination and in efficiency will not distinct as they are in one department. Manager will negligent or ignore of a lot of information which could determinate the potential problems in the future. And for different department managers, they have different goals which could conflict and need sacrificing some parties' own goals to achieve the corporate goals. The problems focus on the leadership performance. So what should be done by manager to encourage employees information feedback and inspire their own act to perform leadership?Jackson(2003) state that four manageable steps to encourage individual feedback: self-assessment, external feedback, absorbing the feedback, and taking action toward change. This may be an idealist's viewpoint, however its key message has some significant merit and certainly to address this prob lem through self-motivation, and taken others' advise. For the enterprise, Everyone seem like living in a big happy family, but manager must keen to elect department information and find every potential problems solution.It's seem possible for the senior managers to do that work. But the problem is how can we find a process which provide an outcome that could fit every parries in the organization without sacrificing their equity? Schuster, P. & Bloch, B. State their solution for this process as the pursuing consistent and co-ordinate goals, a sufficient flow of information through management and among colleagues, clear work processes and definition of responsibility, and inter-departmental meetings.All for the enterprise to o is build a opening platform that could encourage employees speaking out their contribute for the whole organization. In this platform we could find the information do manager need to lead concerted effort on the enterprise, and replace of the number of wasting time meetings, time consuming workshop and pointless E-mails. In conclusion therefore, the issue of the poor cross-functional communication across departments or business units is one which needs much information feedback by of the main reasons for silo effect in the organization and the countermeasure when it occurs.Although the reasons for silo effect of an organization can be described as natural happen, they are generally cause by both micro side(individual performance) and macro side(department management) of organization. Therefore, in terms of trying to alleviate silo effect, it is recommended to build a internal platform which could opening and freeing to make contribution to the organization. This Just one possible strategies to alleviate the poor cross-functional communication across departments or business units. Len the future it will be continually thought and explored.

Emotional Intelligence And Criminal Behavior Essay

Discussion: Most studies pertaining to Emotional Intelligence and Criminal Behavior, analyze the relation between the traits by creating a quasi-experiment with convicted criminals being placed in the experimental group and non-convicted criminals placed in the control group (1st Article cite). Other studies such as the 2nd article Authors and date created a correlational analysis between the two traits by having offenders undergoing scientific tests (2nd authors and date. One study focused its attention on adolescent children and tested their Emotional Intelligence, Emotional Quotient (EQ), as well as their Intelligence Quotient; otherwise known as I.Q. (3rd article authors and date). 5th article authors and date conduct a study in order to connect Emotional Intelligence and Domestic Violence among men in a relationship with another partner. This literature review will help you understand how Emotional Intelligence heavily relates to Criminal Behavior among both convicted and non-co nvicted criminals; this review will also provide a wide variety of ages and regions such as Ireland and Egypt. Literature Review 1st article authors and date conducted an analysis that involved both non convicted and convicted criminals at the Birsa Munda Central Jail in Jharkhand, India. In this Quasi-Experimental study, both groups equally contained 101 subjects, in which all were up to 10th grade education, are secondary school graduates, and no physical nor mental illness in were presentShow MoreRelatedCrime and Intelligence Essay examples1579 Words   |  7 Pagesprobability of committing a crime and if lack of intelligence increases criminal behavior throughout a person’s life.† Some believe that IQ is a more important variable than race, social or economical class in foretelling criminal behavior. 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