Research will be about Toyota Motor Company. This research is to critically analyze the differences from the conventional model of organizational learning and the learning strategies and processes prevalent in Japan as well as middle east.
The research will follow the following steps:
-Brief history of Toyota
-The creation of organizational learning
-The social context and processes
-Learning in networks
-Learning through strategic alliances
-Barriers to organizational learning
Running head: PROJECT OUTLINE
The automotive manufacturing company was established in Japan in 1937 as a public company. The company established itself in the automotive industry with the launch of two brands that included the Corona in 1965 and the Corolla in 1968. Due to the success of the two brands, the company was ranked as the fourth largest car manufacturer in 1970. In 1957 the company decided to increase its market share by entering into United States market and by the year 1975, it had overtaken Volkswagen as the United States' highest car importer (Company Spotlight, 2010). Toyota established a manufacturing plant in United States in 1984 and became successful in the country through the launch of Lexus brand. The company has recorded tremendous growth over the years and has managed to be ranked as the third largest automotive manufacturer in the year 2003. Recent trends and results have positioned the company as one of the largest automobile manufacturers globally.
The company is known for manufacturing vehicles that are reliable combined with high quality. Toyota operations include designing, manufacturing, assembly and selling passenger vehicles, minivans and trucks and related parts. The company manufactures four brands that include the Lexus, Scion, Hino and Toyota. The company also undertakes financing to dealers and customers who want to purchase or lease Toyota vehicles. The company has over 50 manufacturing companies in 26 countries which produce vehicles, related parts and other accessories.
Toyota operations are classified into three divisions which are the automotive, financial services and other divisions. The automotive manufacturing division can further be classified into conventional engine vehicles and hybrid vehicles. Toyota has invested in other organizations due to its majority interest in Daihatsu. Through these divisions the company has managed to ensure continued growth despite the hardships facing other automotive manufacturing companies. The company's other business includes activities such as information and telecommunications, intelligent transport systems, marine and biotechnology, afforestation and e-Toyota housing businesses.
During the financial year 2009, Toyota managed to sell 7,567,356 units which is a 15.1% decrease compared to 2008 and produced 7,051,032 units which is 17.5% decrease compared to 2008. Toyota recorded revenues of JPY 20,529,570 ($ 205, 296 million) in the financial year 2009 which is a 21.9% decrease compared to the year 2008.
Toyota manufacturing process emphasizes on streamlining, continuous checking for errors and improvement and reduction of waste. The management of the organization employs innovative management styles, forward thinking and promoting high standards of quality.
According to Madsen & Desai (2010), organizational learning and the ability to continuously develop knowledge are important factors in attaining sustainable competitive advantage. Business environment changes at a high rate and therefore companies should not focus entirely on capital but should also concentrate on knowledge. A company that aims to differentiate itself from competitors should develop capable human resources and improve the amount and value of information and knowledge available. Knowledge has recently come to be identified as a strategic resource ...
The research into Toyota Motor Company is examined.