Report: Taylorism, Toyota's Cultural Web, and Global Management

This report provides an analysis of two distinct management approaches: Taylorism and Toyota's cultural web. The report begins by examining Taylorism, highlighting its focus on scientific management and its implications for employee productivity, particularly in the context of call centers and modern workplaces. It then transitions to an in-depth exploration of Toyota's organizational culture, emphasizing the importance of employee involvement, continuous learning, and innovation. The report discusses Toyota's cultural web model, detailing how the company fosters teamwork, quality improvement, and organizational secrecy to maintain a competitive edge. The conclusion synthesizes the key takeaways, emphasizing the enduring relevance of Taylorism and the significance of fostering a learning-oriented culture for achieving organizational and market success in a global environment. The report references scholarly articles to support its arguments.

Running head: MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT
Management and Organization in Global environment
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MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 1
Table of Contents
Executive summary: 2
Week 1: Taylorism: 2
Week 3: Toyota’s cultural web 3
Conclusion: 4
References: 6

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 2
Executive summary:
Taylorism has focused on scientific way of using the workers or employees in order to
increase the productivity of an organisation. This concept cannot hold valid in the recent time as
employability depends on the capability and the performance of the employees along with
certain motivational factors that would act for them and motivate them to work.
Toyota’s culture is largely depended on the way employees and the workers are treated in
the organisation. The organisation continuously seeks improvement among the employees by the
means of learning and development. This has helped the organisation to get better results and
remain competitive in the global market.
Week 1: Taylorism:
Taylorism proposed that the productivity of a company can be increased by optimising
and simplifying the jobs of the workers. In fact, the managers and the workers need to cooperate
with each other in order to advances in the business (Waring 2016). If Taylorism is applied in the
recent working scenario in the countries like Australia or USA, it has to be said that it would act
as a means of motivation for the employees. The concept can be directly applied to the fact that
the employees an in organisation needs to be motivated in order to increase the productivity of
the employees (Mortenson et al. 2015).
The design of the script for the call centre is based on the fact that the employees should
consider themselves in the shoes of the customers and understand the needs of the customers in
order to provide better customer service and improve the productivity of the organisation. The
idea of Taylorism is to adopt the scientific method to study and work and determine the most
effective means to perform a particular task (Nyland et al. 2014). Thus, it can be said that rather

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 3
than assigning nay particular work to the workers, it is better to match the workers with the
capability and motivation and also train them that they would provide maximum efficiency in
their respective work. It falls under the responsibility of the managers to come up with certain
approaches that would eventually help to motivate the employees and that in turn will increase
the productivity of the organisation (Witzel and Warner 2015).
Taylor’s theory has been badly criticised during its time but Taylorism can find important
applications in today’s world as well. It is very important to carry out the business activities
considering the scientific approach (Mortenson et al. 2015). For instance, it is very important to
apply scientific knowledge to the manufacturing of cars or mobile phones or nay other thing. In
such cases, the ‘Rule of Thumb’ cannot hold true importance and what actually matters is the
way the particular workplace operates (Nyland et al. 2014). The employees need to be motivated
largely in order to gain effective outcome from them and in such cases, scientific way of treating
the employees would not be effective enough. For example, the employees of the Google are
given the opportunity to work according to their desire time and comfort. This has definitely
acted as a means of motivation to these employees that lead to the success of the company.
Week 3: Toyota’s cultural web
Organisational culture has been described into seven dimensions depending on the values
and beliefs of the organisation. The cultural model depends on the culture of the people and the
relationship that the employees enjoy with the organisation. The car manufacturing giant has
created its mark all over the globe and it is famous for the innovative means of technology that is
used for the manufacturing of the cars (Paro and Gerolamo 2017). Thus, this particular
organisational culture of Toyota can be termed as the achievement versus ascription dimension
of the organisational culture. The organisational culture is designed in such a way that each and

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 4
every employee of the organisation can participate in coming up with innovative approaches for
the business. The organisation believes in the work of the employees and they are rewarded no
matter how good or poor performers they are. On the other hand, the company believes that the
employees should be valued irrespective of the designation or the role that they perform in the
particular organisation (Chowdhury 2014). Some of the important organisational feature of
Toyota are teamwork, continuous learning, increasing the quality of their product and
organisational secrecy in order to remain competitive in the market. It is only in the presence of
these principles, the success of Toyota can be determined.
According to the cultural web model of Toyota, the employees have to face many
challenges while operating in the market. Being a global leader, it falls under the responsibility
of the leaders to maximise the human resource capabilities so that they can directly contribute
towards the innovation of the business. As a car manufacturer, coming up with innovative ideas
is the foremost requirement to remain competitive in the market where it operates (Schwartz
2013). The company also focuses on the quality of the product and believes that success can be
achieved only by the means of improving quality of the service. Thus, it follows a culture where
the people of the organisation follow a learning culture in terms of supporting problems and
supporting the organisation in its innovative steps (Koren et al. 2016). This can be easily
considered as the only effective way that has helped the organisation to achieve organisational
and market success even in the presence of huge competition.
Conclusion:
With the detailed analysis, it can be easily said that Taylorism holds importance in the
work culture of a number of organisations. However, scientific method cannot be applied to
every organisation to increase the productivity but at times it requires motivating the employees

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 5
that would eventually help to improve productivity. Toyota’s model is largely based on the
innovation and this is achieved only by the means of carrying out a learning process among the
employees. The employees are given the opportunity to come up with their ideas that directly
contribute to the innovative ideas and the success of the company.

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 6
References:
Chowdhury, S.D., 2014. Strategic roads that diverge or converge: GM and Toyota in the battle
for the top. Business Horizons, 57(1), pp.127-136.
Koren, Y., Gu, X. and Freiheit, T., 2016. The impact of corporate culture on manufacturing
system design. CIRP Annals-Manufacturing Technology, 65(1), pp.413-416.
Mortenson, M.J., Doherty, N.F. and Robinson, S., 2015. Operational research from Taylorism to
Terabytes: A research agenda for the analytics age. European Journal of Operational
Research, 241(3), pp.583-595.
Nyland, C., Bruce, K. and Burns, P., 2014. Taylorism, the international labour organization, and
the genesis and diffusion of codetermination. Organization Studies, 35(8), pp.1149-1169.
Paro, P.E.P. and Gerolamo, M.C., 2017. Organizational culture for lean programs. Journal of
Organizational Change Management, 30(4).
Schwartz, M.S., 2013. Developing and sustaining an ethical corporate culture: The core
elements. Business Horizons, 56(1), pp.39-50.
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.