Toyota: a Glimpse of Leadership, Organizational Leadership, and Organizational Structure

Toyota A Glimpse of Leadership, organisational Behavior, and Organizational Structure Courtney Berry Organizational behavior is the study of application of individuals behaviors in spite of appearance body constructiond stems deep down an establishment (Robbins &038 Judge, 2007). The field of study identifies behaviors within peculiar(prenominal) groups and individuals in organizations and how the structures of organizations play a role in behaviors (Robbins &038 Judge, 2007). In the quondam(prenominal) several months, the leading company in the car industry has been experiencing a tone control and consumer product safety reward.Toyota is not only encountering a quality control issue exactly also a elderly way crisis issue. The corporate lead team of Toyota did not recognize the grandeur of addressing the consumer safety issue with the sticking accelerator and not to mention the grand reality relations blunder that came with it. Does this travelure to address a qualit y control issue and a real senior management ordinary relations issue have anything to do with Toyotas leadership, organizational behavior, and organizational structure? Leadership, organizational behavior, and organization structureToyotas thought on leadership is to em business office employees and develop their people. If the employee has not learned a proper(postnominal) task, the leader has not done a good job (Womack &038 Shook, 2007). Plan, Do, Check, and body process (PDCA) Cycle is something that Toyota implements (Womack &038 Shook, 2007). This cycle engages employees to question products and processes and implement new action. Senior leadership is also expected to perform this. In fact, senior leadership regularly makes visits to the plant floors to engage with people and help with processes.This type of leadership employs reciprocal adjustment and interaction from both the employees and leadership. Leadership has much to do with behaviors within an organization. O rganizational behavior looks at behaviors on an individual, group, and organizational level and how the levels atomic number 18 interelated. According to Henry Mintzberg, organizational behaviors can be grouped into ternion primary categories interpersonal, informational, and decisional (Robbins &038 Judge, 2003). These behaviors are found at the managerial role but play an mportant and predictive role at determining the behaviors of an organization and its structure. When Toyota conduct the way in the car industry the organization was firing on all cylinders in their organizational behavior. At the individual level, job ecstasy empowers the employees to make decisions on the line and create effcient processes that lead to high production. At the group level, communication and decisions are made across multiple teams and employees to send the highest level of product leadership (Womack &038 Shook, 2007).The organizational level mirrors the individual and group level that create s a culture of ostentation within Toyota. This organizational pride creates a culture of employees with a belief that Toyota engineers the best products. Organizational structure is the backbone to the strategy of an organization. It helps carry out new strategies by differing structure designs and parameters in which individuals and groups communicate within organizations (Mintzber, Lampel, Quinn, &038 Ghoshal, 2003). The car industry typically mirrors the gondola organizational structure.The work is highly standardized and is designed to run by a large technostructure to formalize behaviors and actions (Mintzber, et al, 2003). The structure of this design typically limits power at the operator level. This type of horizontal structure ends up not engaging the people at the organization and does not benefit the node as a whole (Mitzber, et al, 2003). Toyota, while a machine organization, does not place value vertically and rather creates power horizontally. The organization has a history of empowering their operators with knowledge and career paths. Toyota is noted for this.Conclusion Toyotas leadership and organizational structure does not predicate the failure for senior management to fail to address a quality control and product issue as well as a public relations issue. The organizations role of interpersonal communication and decisions made both vertically and horizontally within its structure would lend to fix a enigma and engineer the best product. All employees are empowered to ask why an accelerator should be engineered with a certain spec and require certain raw materials. The leadership and structure creat high quality product processes.The organizational behavior could have explained the blunder on senior management to fail to address a quality control issue based on the culture. According to Benjamin Heineman, Toyotas culture of, We did it right, the problem is small, the critics are legal injury (paragraph 5, 2010). Toyotas culture and pride of engineering the best could have predicted this public relations blunder that has striped consumer confidence and may lead to a business failure or a chief executive incumbent stepping down. References Heineman, B. W. (2010). Flunking Crisis Management 101. The Washington Post.Retrieved from http//views. washingtonpost. com/leadership/panelists/2010/02/crisis-management-recall. html Mintzberg, H. , Lampel, J. , Quinn, J. B. , &038 Ghoshal, S. (2003). The strategy process Concepts, contexts, cases (4th ed. ). hurrying point River, NJ Prentice Hall. Robbins, S. P. , &038 Judge, T. A. (2007). Organizational behavior (12th ed. ). Upper Saddle River, NJ Pearson Education. Womack, J. P. &038 Shook, J.. (2007, October). Lean Management and the Role of Lean Leadership PowerPoint slides. Retrieved from http//www. lean. org/images/october_webinar_project_slides. PDF.