case pres man
TRANSCRIPT
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Out of Contr
Case PresentatiKimberlyn Salaza
Leo AbergosKristhel Jane Asi
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Learning OutlineDiscuss the culture of Toyota Motor Corporation.
Explain the importance of the type of this culture toother carmaker.
Discuss how culture inuence employee behaviors andactions.
Dene the terms omnipotent view and symbolic view.
!utline the lessons that can be learned from Toyota
Motor Corporation"s experience.
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!r#anisational Culture
$nnovationand %isk Takin#
&eople!rientation
Team!rientation
'tability(#ressiven
ess
(ttentionto detail
!utcome!rientation
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• )ai*en Continuous $mprovement
• &eople !rientation +alue and respect their people
• Team !rientation Task,!riented
•
-eadership 'tyle Democratic
Toyota Organisational Culture
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Challenge
hy do you think a lon# standin# culturethat had such a stron# commitment to
/uality lost its inuence to empoweremployee behaviours and actions0
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oyota and Peter Druck
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Toyota and Peter Drucker Corporation must move away from command and
control structure
Cultivate a true spirit of teamwork
Take responsibility for the /uality of what theyproduce
Enterprise must be #uided a clear set of ob1ectives
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Peter Drucker Says:2rowth makes a business exceedin#ly
vulnerable.
'tresseakness3idden Defects
2rowth to be sound should be the resultof doin# the ri#ht thin#s
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'tability
Consistency
Organisational Culture
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!m
Omnipotent View vsSymbolic View
Omniotent !ie",the mana#ers or the one presidin# the company is
to be held responsible on the company"s conduct
whether outcomes are positive or ne#ative Symbolic !ie"
,the mana#ers epitomi*e an ima#e of control. Theyare more on inuencin# or#anisation processesbecause their e4ect on outcomes of its or#anisationis limited
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Learnings rom the caseMaintain a consistent or#anisational culture
Think at the mar#in 5'M(%T6-isten to your people
$ncrease customer responsiveness
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