Toyota Case Study

Two of the most highly valued perspective by Toyota are consensus and conformity. Toyota highly embraces consensus decision-making processes which is contrary to most of Japan's business where the chief executive officer's role is seen as consensus making. The company does not tolerate arrogance by the management that is a common phenomenon of those living with too much success. Employees have to adhere to secrecy traditions when it comes to the company's ‘books of knowledge'. They have a responsibility of keeping these ‘books of knowledge' protected as just as patent and licensing agreements are kept secret. The company also expects the employees to be completely loyal to the corporation and in return, Toyota provides them with a lifetime of employment.

When it comes to culture, Toyota has nurtured a culture that draws ideas from both customers and employees. Toyota has often gone to great lengths to maintain a flow of communication within the organization on a global basis. The company's communication protocols are always consistent with the Toyota Way. A feeling of openness through transparent communication has encouraged partnership at all levels and with all stakeholders.

Since Toyota was founded, the company's culture has spectacularly evolved making it the core competence of the company (Liker & Hoseus, 2006 ). The company's leaders and top management has all along maintained investment on its people – human resource – as the key to Toyota's success. Contemporary leaders have also that there is continuity in the tradition of developing an internal culture that is highly focused on systematic improvement and respect of people with consequent focus on positive contributions to the world at large (Liker & Hoseus, 2008). It is the reason why operations in the company are always lean and cars hit the market on time and in projected budgets. The Toyota culture is also the reason why

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