Management and Organization in Global Environment

This article discusses the concepts of Fordism and Taylorism and Toyota's corporate culture. It also highlights the importance of innovation, teamwork, and stability in an organization.

Running head: MANAGEMENT
Management and Organization in Global environment
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Table of Contents
Activity 1: Ford and Taylorism.......................................................................................................2
Activity 4: Toyota’s corporate culture and the problem of spreading its culture............................3
Conclusion.......................................................................................................................................5
Reference List..................................................................................................................................7

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Activity 1: Ford and Taylorism
The motor company was established in 1908 by Henry Ford, which would help in
providing the customers a cheaper and simpler car to travel. Taylor adopted the principles that
resulted in an efficient way of managing the workers. This resulted in manufacturing the cars at a
cheap rate and offered to the customers cheaply as well.
In the video, it was seen that the efficiency of work that was done by the employees
increased if they were continuing with the same task according to their knowledge and skills.
The assembly line was introduced that helped the workers in carrying the outer structure of the
car in a better manner. This helped the workers in being ready within the line of production. This
resulted in taking lesser amount of time that was being taken for assembling the cars within the
factory. This helped in increasing the profits of the company as more number of cars was being
able to be produced within the system (Waring 2016).
The video also showed that there was no political union within the factory that led to the
hampering of the line of production. The disciplinary actions that were present within the factory
led most of the workers to work without forming any kind of trade unions. This led to
termination of the employees who had low level of productivity within the factory on a frequent
manner, as security of the job was not present within the factory (Vidal 2015).
In the recent times, it was seen that most of the workers who are located in Europe,
America and Australia are not following the concept of Taylorism in its truest sense that was
present in the previous years. The technological change that has taken place in the recent years
has led to the increase of automation within most of the industries. Thus, the previous methods

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are not being acknowledged by the workers. The theory needs to be altered so that it can help the
workers to become more productive and efficient within the system (Sinha and Gabriel 2016).
In the call centers, the Taylorism theory cannot be implemented in the whole system but
in some particular aspects. The call center operates on different sectors, as the work is divided
within the organization. The employees with their respective set of skills are assigned the jobs
accordingly. The skill level of the employees helps in the division of the work, as the employees
are studied in a proper manner before the tasks are assigned to them (Witzel and Warner 2015).
Most of the industries that are present on a global level may apply most of the ideas that
are present within the video. The scientific management approach of Taylor can be used up in
the recent times as well. The division of the employees with respect to their job expertise needs
to be done, which will help in rewarding the techniques of production within the industry. These
are some of the basic rules that need to be followed while starting a new business. These
principles will help the business enterprise to work in an effective manner (Sinha and Gabriel
2016).
Activity 4: Toyota’s corporate culture and the problem of spreading its culture
One of the efficient line of production that is present in the world belongs to Toyota. The
approach of the company is not stereotypical in nature unlike the other companies that expertise
in this field. The company keeps on changing its principles and uses innovative styles so that the
organizational culture can be maintained. The employees get motivated by getting proper ideas
when some problems are being identified within the organization. This has helped the company
in gaining a competitive advantage (Deresky 2017).

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They recalled most of the vehicles that were present within the US market, which shows
that they strive towards excellence and the products are sold at the right price to the customers.
The management team accepts the challenges as opportunities that help them in reducing the
competition that is present in the market.
Majority of the employees within the company have to undergo training procedures so
that their skill sets can be developed properly. This helps in the development of the products at
an efficient manner. This process also leads to innovation of the products on a continuous
manner so that the values and mission of the company can be aligned as well (Cummings and
Worley 2014).
The culture that is present within the organization internally is based on the views of the
employees along with the management, which will help in understanding the concept of seven
dimensions efficiently. These dimensions are as follows:
1. Innovation and risk takers- Modernized techniques are used for production within the
company that results in providing encouragement to the employees so that the design
process can be done efficiently. This resulted in recalling almost 8 million vehicles so
that the acceleration process that was at fault can be repaired (Mann 2014).
2. Detailed attention- The employees make it a point that they pay attention to every details
related to the vehicles so that proper disciplinary actions can be taken within the line of
production. This enabled the company in meeting the required standards in an efficient
manner (Henson 2016).

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3. Result oriented- The main aim of the company is to provide the products at a premium
quality to the customers so that the recalling process can be done in a proper manner
when the standard of excellence cannot be met properly.
4. Team work- The working environment for the employees allows them to work in a
collaborated manner so that more vehicles can be produced and proper techniques of
communication can be used for the employees employed at various levels.
5. People oriented- The Company makes it a point to give priority to the employees by
having a humble approach so that the success of the company can be shared with the
employees as well (Mann 2014).
6. Stability- The capital investment of the company is stable that helped them in recalling
the vehicles when they identify the faults within the products. This is done by taking up
the decisions in a proper manner so that the stability of the company in the market can be
maintained.
7. Aggressive- The Company maintains its aggression in the market so that they can be
positioned at the top, which helps them in gaining a competitive advantage over the
competitors operating in the same market (Cummings and Worley 2014).
Conclusion
Thus it could be concluded that the Fordism and Taylorism concept cannot be accepted in
the modern industries, as most of the employees are streamlined in to the departments based on
their skills and knowledge. This is because it would help the organizations in increasing its level
of productivity, as the employees will be assigned the tasks that are known to them. Toyota on
the other had follows the seven dimensions in a proper manner so that their line of production
can be efficient in nature. This would allow the company to build up its reputation in the market

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so that its volume of sales can increase to a great extent. Being one of the topmost car
manufacturers in the world, it would locate the mistakes in its production line so that it can be
improved and provide the best products to the consumers.

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Reference List
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
Deresky, H., 2017. International management: Managing across borders and cultures. Pearson
Education India.
Henson, R., 2016. Building an Organizational Global Mindset Culture: Implications for Practice.
In Successful Global Leadership (pp. 261-283). Palgrave Macmillan US.
Mann, D., 2014. Creating a lean culture: tools to sustain lean conversions. CRC Press.
Sinha, S. and Gabriel, Y., 2016. 5 Call Centre Work: Taylorism with a Facelift. Re-Tayloring
Management: Scientific Management a Century On, p.87.
Vidal, M., 2015. Fordism and the Golden Age of Atlantic Capitalism. The SAGE Handbook of
the Sociology of Work and Employment, p.283.
Waring, S.P., 2016. Taylorism transformed: Scientific management theory since 1945. UNC
Press Books.
Witzel, M. and Warner, M., 2015. Taylorism revisited: culture, management theory and
paradigm-shift. Journal of General Management, 40(3), pp.55-70.