Questions
1. Based on the three big
strategic questions of strategic HR (What is our present situation? Where do
we want to go? How do we plan to get there?), and based on the information
provided in this case, how well, in your opinion, did Toyota plan for global
expansion back in 2000, in terms of executive reporting structure and corporate
communication procedures? Was the structure too centralized and vertical, or
not centralized and vertical enough? Should the North American affiliates have
had more decision-making autonomy and/or horizontal communication paths? Should
there have been more or fewer horizontal communication paths between different
divisions and/or countries (e.g., England and the U.S.)? Explain your position.
Reference Chapter Two bring into
academic data to correlate with the question.
2. What is organizational
culture? Was Toyotas response to customer complaints about safety consistent
with the organizational culture that TMC executives desired to promote through
the Toyota Way principles? Address in your response Principles 1, 5, 9 and 13
as described in this case.Chapter 2, Strategy Driven Human
Resource.
3. Based on what you read in
this case regarding executive managers slow response to consumer complaints
about sticking accelerator pedals, how well did managers training from the
Toyota Institute transfer to solving Toyotas real-world safety problem? How
might the training they received be improved to better shape behavior to
achieve Principle 5: Build a culture of stopping to fix problems? Consider
types of reinforcement, and the challenges of resistance to change and
strategic congruence. Reference Chapter
7
4. What challenges might
Toyotas global diversity create when trying to create and/or change the
corporate culture through Toyota Way training programs and reinforcement
strategies? Consider how to design training programs that encourage employees
from different countries to conform to the Toyota Way culture. What role might
the need for conformity to the Toyota Way play in recruiting and hiring new
Toyota employees? Reference Chapters 1,
2 and 7
5. What is your opinion of
the Toyota Way principle (#9) of growing (i.e., developing) leaders from within?
How does this principle fit in with the reasoning behind succession planning?
If you were Toyotas director of human resources, would you support this
practice or recommend recruiting leaders from outside the company, or a
combination of both? Explain your reasoning.
Reference Chapter 5 and 7. Using
academic data such as advantages and disadvantages of internal recruiting..
6. Some organizational
analysts suggest that Toyota managers may have been rewarded for containing
costs over ensuring product quality and resolving customer complaints. If you
were TMCs human resources director, and you wanted managers to support the
Toyota Way principles of promoting safety (product quality) and customer
satisfaction over cost containment, would you recommend using a trait
appraisal, behavioral appraisal and/or results/outcome appraisal? Explain why. Reference chapter 8.
7. Based on your response to
Question #7, if you were Toyotas director of human resources and money and
time were not a concern, would you choose the critical incidents, MBO,
narrative, graphic rating scale or BARS, or a combination of these methods of
performance appraisal, to let managers know how well they are following and
promoting the Toyota Way principles? Explain why. Reference Chapter 8
Questions1. Based on the three big
strategic questions of strategic HR (What is our present situation? Where do
we want to go? How do we plan to get there?), and based on the information
provided in this case, how well, in your opinion, did Toyota plan for global
expansion back in 2000, in terms of executive reporting structure and corporate
communication procedures? Was the structure too centralized and vertical, or
not centralized and vertical enough? Should the North American affiliates have
had more decision-making autonomy and/or horizontal communication paths? Should
there have been more or fewer horizontal communication paths between different
divisions and/or countries (e.g., England and the U.S.)? Explain your position.
Reference Chapter Two bring into
academic data to correlate with the question.
2. What is organizational
culture? Was Toyotas response to customer complaints about safety consistent
with the organizational culture that TMC executives desired to promote through
the Toyota Way principles? Address in your response Principles 1, 5, 9 and 13
as described in this case.Chapter 2, Strategy Driven Human
Resource.
3. Based on what you read in
this case regarding executive managers slow response to consumer complaints
about sticking accelerator pedals, how well did managers training from the
Toyota Institute transfer to solving Toyotas real-world safety problem? How
might the training they received be improved to better shape behavior to
achieve Principle 5: Build a culture of stopping to fix problems? Consider
types of reinforcement, and the challenges of resistance to change and
strategic congruence. Reference Chapter
7
4. What challenges might
Toyotas global diversity create when trying to create and/or change the
corporate culture through Toyota Way training programs and reinforcement
strategies? Consider how to design training programs that encourage employees
from different countries to conform to the Toyota Way culture. What role might
the need for conformity to the Toyota Way play in recruiting and hiring new
Toyota employees? Reference Chapters 1,
2 and 7
5. What is your opinion of
the Toyota Way principle (#9) of growing (i.e., developing) leaders from within?
How does this principle fit in with the reasoning behind succession planning?
If you were Toyotas director of human resources, would you support this
practice or recommend recruiting leaders from outside the company, or a
combination of both? Explain your reasoning.
Reference Chapter 5 and 7. Using
academic data such as advantages and disadvantages of internal recruiting..
6. Some organizational
analysts suggest that Toyota managers may have been rewarded for containing
costs over ensuring product quality and resolving customer complaints. If you
were TMCs human resources director, and you wanted managers to support the
Toyota Way principles of promoting safety (product quality) and customer
satisfaction over cost containment, would you recommend using a trait
appraisal, behavioral appraisal and/or results/outcome appraisal? Explain why. Reference chapter 8.
7. Based on your response to
Question #7, if you were Toyotas director of human resources and money and
time were not a concern, would you choose the critical incidents, MBO,
narrative, graphic rating scale or BARS, or a combination of these methods of
performance appraisal, to let managers know how well they are following and
promoting the Toyota Way principles? Explain why. Reference Chapter 8
