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Roles and Characteristics of Manager and Leader - Toyota

   

Added on  2020-10-05

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Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1 ...........................................................................................................................................11. Company's background and its management structure...........................................................12. Definition and roles of managers and leaders.........................................................................23. Analysing roles of managers and leaders in different situations ............................................34. Evaluation of strengths and weaknesses of the different approaches of leadership andmanagement................................................................................................................................55. Conclusion and recommendation how manager and leaders have an impact on theorganisation.................................................................................................................................6TASK 2............................................................................................................................................61. Introduction to the key operations of Toyota corporation......................................................62. Defining the operational functional functions and identifying the role of responsibilities ofmanager in operational functions................................................................................................73. Explaining the key approaches of the operational management............................................74. Evaluating the impact of the external business environment factors that affect decisionsmaking by leaders and managers................................................................................................85. The way through which operational efficiency can be improved to successfully meetbusiness objectives......................................................................................................................96. Recommendations for future improvement by the Toyota organisation..............................10CONCLUSION..............................................................................................................................10REFERENCES..............................................................................................................................11

INTRODUCTIONOperation management is the process of managing the operational activities for thepurpose of creating maximum efficiency within an organisation. In simpler words, it involvesmaking an optimum use of all resources such as man, materials and machines for improvingoverall productivity of the company. Toyota Motor Corporation, is a Japanese multinationalautomotive company. The present report is going to discuss about the different roles and characteristics ofmanager and leader. How they function in different situations in an organisation. It will highlightvarious theories and approaches of leadership along with a critical evaluation of such theories.Further, the assignment will cover the different approaches of operation management and therole leaders and managers play in the Toyota for improving the efficiency in operations. Lastly,importance of operation management and an assessment of factors of business environment thatimpacts operation management.TASK 1 1. Company's background and its management structureToyota Motors Corporation is global automotive Japanese company which was foundedin 1937, headquartered in Toyota City, Aichi, Japan. The organisation is a publicly tradedcompany listed on TYO, LSE, NYSE, TOPIX Core 30 component. The corporation is world'ssecond largest manufacturer of auto-mobiles. The products of the organisation are luxuryvehicles, commercial and affordable range of vehicles and engines. It also deals in baking,leasing and financing services in the market. It employs over 369124 people throughout theworld. A management structure can be defined as the hierarchical arrangement of positions,authority, rights and duties within an organisation. Management of Toyota Motors involves ahierarchy in which various levels exists that clearly defines roles and responsibilities of eachposition and authority (Saieva, 2013). It has top management, middle management and lowermanagement. At the top management, it has Board of Directors, chief executives for drafting andformulating the policies and strategies for the entire organisation, this level also consists of Chiefregional officers who are responsible for overseas decision making. At the middle management,it consists of specific departmental managers who are responsible for implementing strategies1

and polices formed by top management. Lower management includes foremen, supervisors whoacts like watchdog on the activities of the workers, guides and coach them regarding how thework is supposed to be done. 2. Definition and roles of managers and leadersA manager is an individual in an organization that plans, organize, monitors and controlsthe activities. It is concerned with getting work done by the right people in the organisation. A leader is a person who possess the skill of influencing others for guiding them to aparticular direction for attaining the organisational goals and objectives (Krajewski, Ritzman andMalhotra, 2013). The skill is known as leadership. Role of managers in Toyota : Planning how the activities are to be conducted in the company, who is assigned whatresponsibility, accountability etc.Getting the work done by others in Toyota.Organising the operational activities by placing right man to a right job.Ensuring that work is done as per the rule and policies of the organisation. Controls the activities of the company by assessing the performance and comparing itwith the set standards, finding out deviations and taking corrective actions. Role of leader in Toyota : Motivates and guides people for making them to work in a particular direction forobtaining organisational goals and objectives.It integrates the personal objectives of its followers with organisational objectives forruling out the chances of conflict of interests (Renz, 2016). It provides a vision to its team.It acts as a role model for its team members by working in the most efficient waypossible.It delegates the authority to its team members and empowers them in taking their owndecisions. 2

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