In a business, culture is an identity that reflects its values. These values depict practices, commitments and priorities of a company and how it conducts its business. It reflects the manner in which an organization carries out itself in good times and its response in difficult times.
Analyzing the 14 principles of the Toyota Way, in light of legendary automakers issues, that manufactures cars in the previous years, do these principles ring hollow? These principles define the operation of the company by advocating for a continuous flow to highlight their issues on the surface (Alcorn 42). From these principles, the company is capable of building a culture to have a quality outcome. At Toyota, the principles facilitate empowerment of employees by encouraging them to use only reliable and tested technology to enhance durability at the company. Analyzing how Toyota has been manufacturing cars in the previous years, it is evident that their principles are till of significance because they contribute in increasing sales at the company. To prove the fact that these principles do not ring hollow, this is clear when Toyota organization still maintains their durability. For instance, the company depicts its continuous improvement by transforming its technical services to promote their enterprise.
The following are problems that Toyota Company had to address. This company had to incur an expense of $1.2 billion to cover up for sever safety issues and avoid prosecution. This happened after Toyota was forced by the court to accept that they mislead the US consumers. It is after the company concealed and made deceptive statements concerning their two safety related problems that affected how their vehicles operated. As a result, each of this issue contributed to a form of unintended acceleration which endangered the safety of the public.
Did they respond in a manner that is consistent with their principles? Reflecting on how Toyota Company responded to the issue, it is clear that they did not handle them in accordance with their values. They broke the principle that advocate for quality when they solved problems that involved cars that had fault. For instance, they ignored and proceeded to manufacture cars with similar parts that were deadly. To add on that Toyota Company denied the accusation from media reports that they were hiding defects. This reflects how they broke their principles when they failed to accept the truth and kept convincing customers that their cars were reliable and safe.
The automaker General Motors GM is an American multinational corporation that designs produces and sells vehicles and their parts. This company also handles financial services and it is until a couple of years that it faced problems regarding their failed ignition switches. The following article that I choose reflects how GM dealt with the controversy. This situation subjected the company to incur a fine of $35 million for failing to recall cars that had faulty ignition switches (Jerry 60). Approximately 13 deaths were linked to these faulty switches that happened when the firm failed to recall their vehicles. However, the company handled the controversy by recalling more cars and sold over 28 million of its motors across the globe.
Based on how GM handled this issue, their conduct is similar to what has been outlined in the two reality checks. For instance, at General motors, they still opted to recollect majority of cars which they sold to different markets around the world. This took place when cars from this company had a fault in their ignition switches which also resembles a situation whereby Toyota Company continued to use fault spare parts to manufacture cars and sell.
The articles ‘Challenger disaster, Informed consent, the Challenger, the Effects of disaster’ are the new article that I locate in the discussion. The following is a way I would explain why things went wrong. It began when the challenger explosion became a NASA tragedy that lead to a standstill of normal operations at the firm (Morgan 112). In this case, the decisions that were made by NASA were when they were responsible for launch of services program LSP. The reason why this launch took place was to offer an over sight of their launch operations and countdown management that were unmanned for launches in NASA. The culture at NASA permits it to share data with different national and international corporations such as the Greenhouse Gases Observing Satellite. Additionally NASA has a culture which restricts all its civil service employees to serve only when they are citizens of United States.
This is what I understand about NASA in aftermath of Columbia debacle that happened 17 years after the failed challenger launch. In my opinion, the company could succeed if it focused on executing business with the right individuals. The parallels between the two launches in my view are that they facilitated operations of the organization by motivating the management to extend it services internationally. ‘Informed Consent’ reflects a tale of a fortune of 500 Company and the challenged they encountered. This is the nature of the issue and also how the corporation responded. They ensured that they involved all their stakeholders in decision making to formulate new strategies.
There are various lessons that leaders of NASA and Dow Corning would embrace that would lead in different outcomes in challenges that they encountered. First, the two leaders should learn how to appreciate workers from different cultures to increase skills at the company. In addition, they should promote outsourcing of jobs to increase employment opportunities in different states that they connect with. After reading the ‘stage theory of moral development’ this approach explains decision made by leadership at Dow corning and NASA. It is evident that these stages are based on morality and through them these two leaders were convinced to deal with only employees who justified similar moral dilemmas (Wayne 97). For instance, their decisions were facilitated by moral values such as care that controlled the behavior of individuals in the organization.
Based on effective leadership and ethical effective leadership, the following approach explains the impossibility of having effective leadership independent from ethical consideration. First effective way of leading requires the management to engage in decision making with employees. For a leader to be effective, he must enhance open communication with members in the organization to enhance transparency. This leader must also be a good team maker who motivates his workers through promotions and good remunerations. In this regard, employees become encouraged to work hard to meet the goals of the company. Another characteristic of an effective leader is that he must be in a position to solve problems in a consistent way to avoid controversy. For leadership to be effective there must be ethical consideration to reinstall operations at the company
Alcorn, Steven. Decision Making for Personal Integrity. London: University Press 2007, Print.
Jerry, Johnson. Business Ethics. New York, NY: Springer 2012, Print.
Morgan, William. Social Responsibility. New York: Citadel Press, 2008 Print.
Wyne, Robert. Organization Culture. Washington DC Press, 2009 Print.