Sample Case Study Paper on Management at a Company

First, the Toyota Company has moved from the participatory style of management to autocratic style of management. Through their autocratic style of management, employees’ involvement is kept at minimal or sometimes not involved at all. In most cases, the secrets and other Company’s information are not shared with every individual employee. The top management should set the guiding rules, as well as the objectives of the organization and communicate to employees. The management has adopted a downward communication channel whereby all messages are passed from the top level to subordinate staff, and more often, the objectives usually set remain constant. The leaders, therefore, have freedom of making unilateral decisions and keep an eye on the subordinates’ roles by ensuring that they perform their duties in the most appropriate way. However, in some instances, employees do feel dissatisfied, which is evident on their turnovers, absenteeism at work and low productivity.

Second, the Toyota Company has adopted the democratic style of management (incorporated their potential employees’ input in planning and decision-making) for change implementation. Through their involvement, each member is motivated to participate in the affairs of the Company by contributing innovative ideas that will enhance high productivity. The new issues that arise as challenges for the Company are solved based on the context of the majority. The management also uses both upward and downward communication channels to pass information. The democratic style is usually suitable when the Company is faced with complex problems that require every an individual’s input (Cunningham, Salomone and Wielgus, 2015). Even though the style may consume a lot of time, members do feel motivated through their participation.

The senior management’s role in preparing Toyota Company for its most recent change
The management of people in Toyota Company

The senior management of Toyota Company needs to prepare in advance on how to manage their people in their new system development process. Indeed, this is the most difficult and challenging process since people within Toyota organization forms part of the final users for the new system. During implementation, the majority of employees had no favor towards the new system, holding some future doubts and uncertainty thus became insecure that the system will cause harm and have no benefit to them (Radnor and O’Mahoney, 2013). The senior management of the Company had to find better ways of managing such erupting issues that brought diverse contradictions. The management has a role and responsibility to communicate about change to every employee to be affected by the adopted new system. Every worker needs to be aware of the system before its implementation to minimize doubts. The top leadership of Toyota Company needs to train their members on how to use the new system and communicate the benefits and other opportunities that will arise when the new system is implemented. Team leaders should also engage members in roadshows, presentations, team briefings as well as regular meetings to win their confidence.

Preparation of implementation plan of the Toyota Company

Preparation of implementation plan during change process works best for the company to achieve its objectives. Within the plan, the senior leadership of Toyota Company should set a guiding principle to help them move within the track as they implement change. (Darabos, 2013) states some of the significant importance of plan within an organization. In most cases, prior plans help employees to define their service as well as to minimize all the ambiguities that may arise during change implementation process. Consequently, a plan can help to palliate conflicts that would arise within the Company during change implementation. The implementation plan for Toyota Company, therefore, will include an involvement of stakeholders (employees), offering training services to their members on change implementation and readiness measurement by the Company. However, the senior management should know that for them to implement change, they would have to seek and properly communicate the Company’s evidence that support the implemented changes. Winning every individual’s confidence is of significant value, and benefit the entire Company. Nevertheless, their support will be dependent on good communications made on the evidence that can support change implementation because when employees have an understanding of the benefits of the change, the majority of them will eventually give positive responses towards the implemented change.

Evaluate management’s decision on its use of vendors and spokespersons. Indicate the organizational impact of these decisions.

Certain instances call for prompt actions from spokespersons or vendors especially when the operations of the organization are at a crisis. The management team of Toyota Company usually decides to use a spokesperson to communicate with their clients whenever they feel dissatisfied with some of their products. The Company has also used their vendors to distribute products to their customers who are in need of their competitive and advanced products. Such decisions have been influential and of significant value as they build company’s reputation and customers satisfaction.

The innovative idea that could have a positive impact on both the employees and customers of the Toyota Company and the approach taken in implementing the new idea

The management of Toyota Company has come up with different innovative ideas that will build employees’ roles as well as meet the customers’ needs in the market. Such strategies include job rotation and job enrichment. The idea of moving employees to different jobs within the Company helps employees to improve their knowledge, skills as well as competencies. In most cases, employees who perform repetitive duties do feel bored, therefore, conducting job rotation is suitable for keeping members active all the time. During crisis where employees are not available, other employees can take up their role and merge the existing gaps (Medvedeva, 2012). The leadership management has instituted a rotational period of one year where every employee is assigned different task within the departments of the Company. Consequently, senior management has recognized that for the Company to have an achievement, be responsible and have growth in the global market; it calls for job enrichment. The action will motivate every employee to perform his or her respective duties. The management has implemented strategies through forming work units and establishing a direct relationship with its clients. They have also expanded their jobs vertically to enhance members’ responsibility as well as control in duty performance. Leaders have also opened feedback channels to enable employees to know how well they perform regarding performance improvement.

The Toyota’s ability to adapt to the changing needs of customers in the market environment, and how open communication channels are critical for successfully implementing change at Toyota Company

The Toyota Company has established on maintaining knowledge sharing network to adapt to the changing needs of customers in the market. Adventuring on the best knowledge-sharing network helps the Company to gain the competitive advantage over other competitors in the global market. The knowledge-sharing network incorporates all of its employees, the management group, suppliers and other stakeholders who work towards improving the productivity. The knowledge-sharing network also reduces time spent during delivery of its products. The action also helps to motivate individuals’ involvement in sharing their valuable ideas used during production of advanced products that meet customers’ preferences in the market. It is of significant value to create open communication channels with employees, informing them of the Company’s objectives to be achieved. Members should be informed of their job performance to enhance high performance.

References

Cunningham, J., Salomone, J. & Wielgus, N. (2015). Project Management Leadership Style: A Team Member Perspective. International Journal of Global Business 8(2), 27-54.

Darabos, M. (2013). Perception of the Importance of the Strategic Planning for the Employees Motivation. Paper presented at the 943-950.

Medvedeva, T. A. (2012). Developing an innovative style of thinking and innovative behavior. Systemic Practice and Action Research, 25(3), 261-72.

Radnor, Z. & O’Mahoney, J. (2013). The role of management consultancy in implementing operations management in the public sector. International Journal of Operations & Production Management 33(11), 1555-78.