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Case Study Answer

1. Toyota is the world's largest automaker, dominating 11.7% of the global market. Its long term success is attributed to its team-oriented, risk-taking culture that focuses on continuous improvement. This culture has allowed Toyota to innovate while maintaining stability. 2. Toyota's corporate culture has shifted, reducing its ability to control employees. Factors like decreased commitment to quality and an overemphasis on metrics rather than results contributed to a decline in vehicle quality. 3. The CEO's public apology for quality issues showed integrity and commitment to improving quality and initiatives. The apology helped rebuild trust with customers.

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100% found this document useful (1 vote)
1K views1 page

Case Study Answer

1. Toyota is the world's largest automaker, dominating 11.7% of the global market. Its long term success is attributed to its team-oriented, risk-taking culture that focuses on continuous improvement. This culture has allowed Toyota to innovate while maintaining stability. 2. Toyota's corporate culture has shifted, reducing its ability to control employees. Factors like decreased commitment to quality and an overemphasis on metrics rather than results contributed to a decline in vehicle quality. 3. The CEO's public apology for quality issues showed integrity and commitment to improving quality and initiatives. The apology helped rebuild trust with customers.

Uploaded by

Abdul Rehman
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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ANSWERS: CASE STUDY

1.
Toyota is a well-recognized corporation recognised as the biggest carmaker in the world. Toyota must
have core principles that are firmly felt and commonly expressed by its workers in order to earn such
a term. Toyota has a team-oriented, creative community focused on the 2-5 exhibit, which helps them
to stay stable even when taking risks. This type of culture could be important to carmakers because
Toyota dominates 11.7 percent of the automotive industry market and because of poor innovative
risk taking when it comes to performance, other carmakers may find Toyota's original culture to be
the reason for their long-term success and development amid its corporate culture reform.
2.
There could be many explanations why the corporate culture of Toyota has shifted and its capacity to
control employee attitudes and activities could be a significant factor in the transformation of the
organisation. There are many facets to the atmosphere of a company and a few of them may have
contributed to the decreased relation of Toyota with its workers. When it comes to quality assurance,
commitment to information is mainly a must. The degree to which Toyota's workers executed
consistency, analysis, and overall commitment to the production material of the car culminated in the
depletion of the quality of the cars they made. A lack of attention to detail, though, stems from the
degree to which the company's administrators concentrated on objectives or metrics rather than how
the results were obtained. If a car was produced by workers and managers were the ones who
ensured the efficiency of the car before it was sold to dealerships, and if the managers were guided
only by benefit or profit, then the company's outcome focus is poor. This is the primary explanation
why Toyota could have lost its power to control the attitudes and actions of its workers.
A lesson to be taken from Toyota's case is that organizations should understand that it is necessary to
thoroughly analyze the productivity compromise or any other critical factors that may adversely affect
the stakeholders in the company. The risks and effects should also be analyzed and weighted to see
how it is worth doing and if the business will be impacted by such risks and effects in the future. The
ultimate lesson is targeted at corporations and tells them that in order for the company to be
competitive and see growth, gains can be made in a less risky manner.
3.
We deeply believe that Mr. Toyoda's apology was important and necessary. To openly apologise for
the company's quality flaw, Mr. Toyoda showed the public that the company genuinely worried for
the casualties that may have been attributed to their lack of attention to detail and poor orientation
to the result. It also revealed that the business has a good culture where integrity, creditability, and
fairness are core principles that can be presented in the enterprise.
The apology was also necessary because it helped the company to state how they would improve the
quality of their goods and also shown the company their potential initiatives. Toyota will be able to
become more effective in the long term and the owners will be able to believe that the actions they
are taking will result in the overall enterprise being continually strengthened.
4.
There are also insights that other organisations can draw about the meaning of corporate culture
from Tayota's experiences. We've broken down the lessons by organizational form. If a business is a
more established business, they should examine the dilemma of Toyota and note that while their
business is more stable and established, less risky creative approaches or tactics should be taken to
ensure that they retain the corporate culture that enabled them to become a successful and stable
business.
They should examine the experiences of Toyota and realize that creating a corporate culture that also
supports their customers would enable them to remain an increasingly competitive business in the
future when it comes to new businesses. This is because firms with a deep tradition, such as Toyota,
have a stronger interaction with their customers.

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