DISCUSSION QUESTIONS

1. Using Exhibit 2-5 and the information from the case, describe the culture at Toyota
Motor

Corporation. Why do you think this type of culture might be important to a car maker?

2. How do you think a long-standing culture that had such a strong commitment to
quality

lost its ability to influence employee behaviors and actions? What lesson can be learned

about organizational culture from this?

3. Do you think it was important for Mr. Toyoda to apologize for the company’s
decisions?

Why? (Think in terms of the company’s stakeholders).

4.What could other organizations learn from Toyota’s experiences about the importance
of organizational culture?

ANSWER

1.Because Toyota motorcycles are very possessive of ideas and highly desirable to
achieve the desired targets and very initiative to set up a system to respond to complaints
more quickly.

2. Lost the ability to influence employees. Is it possible thatemployees were actually

following top management values when attention to detail began to slip? The case
mentions several initiatives that show Toyota’s emphasis on cutting costs and rapid
expansion. It is easy to see how these goals could result in production policies that are
contradictory to improved quality. Employees that work in a strong culture are more
likely to accept the values and programs espoused by top management. In this case, the
argument can be made that top management’s shift in values toexpansion and growth was
adopted by employees while attention to detail was neglected.

3. As president, Mr. Toyoda is responsible the establishing the vision and values
of Toyota. He fulfills the figurehead role addressed in Chapter 1, roles of management.
By making a public announcement, Toyoda was able to address a large group of
organizational stakeholders including customers, advocacy groups, suppliers, and
employees
4. Organizational culture plays an important role in creating implementation in all aspects
that are run in the company. Corporate culture is a foundation that contains norms,
values, how employees work and habits that lead to the quality of organizational
performance.