Managing, Leading and Stewardship: A Study on Organisational and Management Practices at Toyota

Running head: MANAGING, LEADING AND STEWARDSHIP
Managing, Leading and Stewardship
Name of the Student:
Name of the University:
Author Note:

MANAGING, LEADING AND STEWARDSHIP1
Table of Contents
Introduction................................................................................................................................2
Description of the chosen organisation......................................................................................2
Organisational and Management Practices at Toyota................................................................3
Accountability of the managers and the leaders........................................................................4
Recommendations......................................................................................................................6
Conclusion..................................................................................................................................7
References..................................................................................................................................9

MANAGING, LEADING AND STEWARDSHIP2
Introduction
The given report is focused on contrasting the management practices taken up by the
automotive industry with the help of the different traditional dimension theories of business
organisation, which draws up the notion of the decision making process connected to the
industry. Thus, the first section of the given report discusses the organisational practices of
the automobile industry in relation to the theory of the ethical dimension. Hereafter, the
report considers the accountability of the managers as well as the leaders of the organisation
in concern to the approach of organisational culture which helps in the determination of the
level of the accountability they have towards the organisation. In contrast to these practices,
the report is further focused on providing recommendations to the managers of the
automobile industry in the concern of re-structuring their working practices and adopting
ethical means of carrying the manufacturing process.
Description of the chosen organisation
The chosen industry for the given study is recognised as Toyota Motor Corporation. It
is considered to be a multinational company that deals in the manufacturing of automotive
products being headquartered in the region of Japan (Law 2017, p. 5). Founded in the year of
28th August 1937 in Aichi, Japan the company had been known to build an effective corporate
structure in the year of 2017 with a number of 364,445 employees all across the globe
(Toyota-global.com 2019, p. 2). As recorded in the month of September 2018, the concerned
Motor Corporation Company have been determined to be the sixth-largest company all across
the globe in the concern of the revenue sector of business which provides its customers with
the best-manufactured cars (Nkomo 2013, p. 2). Concerning to this success of the Toyota
Company, the given report is focused on analysing the organisational as well as the

MANAGING, LEADING AND STEWARDSHIP3
managerial practices of the same, which includes the decision-making process of the
managers of the concerned company.
Organisational and Management Practices at Toyota
Based on the organisation theory lenses concerned to the ethical dimension theory it
was undermined that the senior-level managers at Toyota are known to employ the
contradictory techniques in the concern of seeking the optimisation as well as maximisation
of the profit earned by the company (Moran 2016, p. 6). These techniques are used in the
operational department of the company was known to bring up a scam in the company
concerned with its car promotion strategies (Christensen 2019, p. 1). The ethical dimension
theory states that the managers of a productive business organisation should effectively
follow the ethical considerations that are needed to carry up the transactions of a business
(Wood and Logsdon 2017, p. 86). In connection to this, it was found that the managers are
Toyota have not fulfilled the needful ethical promotion strategies and gained profit through
unfair means of business. This discriminatory practice was found to be the root cause of the
concerned motor company running scared about the manufacturing unit in Japan (Mehri
2018, p. 3). The series of the problem faced by the company with regards to some of its
automobiles that have blemished the reputation and brand image of the company in the region
of Japan (Davis 2016, p. 6). Moreover, the company executives have also been recorded to be
worried about their second position in the concern of entering the new exposed markets for
the automobile industry and thus incorporating the synergy of the original form of innovated
technologies in its vehicles (Rinehart, Huxley and Robertson 2018, p, 10). In addition, the
company is also recorded to have less number of human resources in the concern of retaining
the global growth the same has achieved in a short span of time. Indeed, it was investigated
that every single department of Toyota in the region of Japan is draining to keep pace with
the rapid expansion as well as the technological changes in the company considered to its