In order to examine organizational management, we focus on the case of Toyota. This case study involves organizational practices that have responded completely to the objectives of the theories of organizational management.
We decided to focus our attention on Toyota for several reasons:
o The most important reason being that this company reached a benchmark in terms of organization. In the 80s, Toyotism emerged as a revolutionary system that responded to the physical, economic and industrial needs of society.
o The second reason is the reputation of the company and its presence in our region (Valenciennes).
o Finally, the size and power of the influence of the organizational model of Toyota on many businesses, including its daily partners (suppliers) made Toyota an ideal company for our case study.
In order to identify the major trends of organization within a company, we should first look at the large models of organization of a company and, in particular, the principles of Toyotism. We will then present the analytical framework and criteria that we selected for the set before finally, discussing the results of the application of this scale and highlight the managerial implications of the conclusion.
1.1.History of the major models of work organization
Early research on the organization of work was conducted by an American called Frederick Taylor who was a self-taught engineer and the inventor of a method of business organization that is known as Taylorism. It is also considered to be the scientific management' of work organization.
Tags: Toyota an organizational model, principles of Toyota
[...] Since the 1990s, it has moved from relatively static efficiency logic to logic of dynamic efficiency. This is essentially the ability to learn and adapt to a changing environment. The organization of work in a company, after the Taylorist strategies is determined by three main factors: • A defensive - to address the problems that are related to Taylorism; • A new economic strategy that is based on aggressive competitiveness or product quality (reliability, innovation, technological leadership, timely availability of products on the market, etc.) and requiring the flexibility of equipment and men; • Finally, raising the cultural level of the workers is psychologically necessary because this results in them making greater use of the intellectual qualities of the workforce. [...]
[...] So, Elton Mayo (of the human relations school) sought to emphasize the limitations of the strategy of fragmentation of tasks. He demonstrated that, in a company, the workers who belonged to the same culture, who had the same sensitivity to working conditions and management styles gathered in groups. In order to motivate them, the management needs to provide them with an area where they have freedom and where managers cannot interfere with them. Some sociologists, such as Friedman, have established that the assembly line strategy had not only limited effectiveness under certain conditions but it also encouraged a real dehumanization by disempowering the employees and its repetitive nature. [...]
[...] This makes the comparison of different organizational models simple and the ability to distinguish the differences between these models while guaranteeing a satisfactory level of accuracy. ♣ Managerial implications of these findings The segmentation of this analysis corresponds to responding to the managerial issues: It will allow managers to understand the model of organization better, which will help them apply the model better. Indeed, the criteria are essential are incorporated and allows one to view the organization's objectives and deploy tools and actions. [...]
[...] Organizational models - Case study of Toyota Overview: Introduction 1. Background History of the major models of work organization The principles of Toyotism Trends in work organization in the business 2. Theoretical analysis grid 3. Conclusions - Conclusions resulting from the application of this grid - Managerial implications of these findings Bibliography Introduction In order to examine organizational management, we focus on the case of Toyota. This case study involves organizational practices that have responded completely to the objectives of the theories of organizational management. [...]
[...] It is effective and is a post-Taylorism strategy and not a neo-Taylorism. It is defined by four principles: 1. The lean manufacturing process considers expenditure that is not spent on the production of the product for the end-user as wasteful Self-activation of production, which results in making more versatile machines and more skilled workers The principle of the five zeros: • Zero defects in production by strengthening controls; • Zero failures in the production process; • Zero paperwork in the setting up of an internal network for all the information on products; • Zero stock so that the implementation of JIT production is in accordance to demand; • Zero time or ‘just in time' also characterizes the production according to demand The principle of "empowerment" in production results in the contraction of autonomy and automation. [...]
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