research paper on toyota

74 Toyota Essay Topics

🏆 best essay topics on toyota, 👍 good toyota research topics & essay examples, 🌶️ hot toyota ideas to write about.

• Toyota and Plexus Pricing Strategy To be more specific, Toyota combines the low-price approach and the market share strategy in order to attain a maximum efficiency.
• Starbucks, Toyota and Google’ Corporations Missions The paper identifies the mission statements for Starbucks, Toyota, and Google, and explains how these corporations implement their missions at every level of business.
• Toyota Problems and Solutions Toyota recover from the current crisis it must address the main problems existing within its management structure.
• Lean Concept Definition: Toyota Company’ Case The lean concept is an idea that aims at maximizing the customer value while at the same time minimizing waste. An organization that utilizes this concept would be a lean organization.
• Toyota and Mercedes Companies’ Competitive Priorities This paper will compare Toyota and Mercedes. The goal is to examine their competitive priorities and operations strategies.
• Technical Principles in “The Toyota Way” by J. Liker In chapters 21 and 22 of “The Toyota Way,” J. Liker dwells upon Toyota’s approach to the technical principles of Toyota Production System.
• Just in Time Practices in the Toyota Company Just in time practices are multiple. The case study describes several emphasizing how precise they have to be and how much they are regulated by the specific rules employed by Toyota.
• Toyota’s vs. Coca-Cola’s Operations Management The adoption of proper operations management is an important success factor for leading global companies, namely Coca-Cola and Toyota.
• Just-in-Time Production Method: Toyota Company’ Case The JIT commonly refers to the just-in-time method of production. The major area of its implementation is the Japanese car manufacturing.
• Renewable Energy Systems Group and Toyota Company The application of the Lean Six Sigma to the key company processes, creates prerequisites for stellar success, as the examples of Toyota and the Renewable Energy Systems Group have shown.
• Toyota Company’s Lean Leadership Principles The Toyota lean principles are important in the day to day running of organizational activities. The fourteen principles guided the success of Toyota’s change of strategy.
• Toyota Company: Foreign Direct Investment This analytical treatise analyses how Toyota Motors Corporation has used foreign direct investment (FDI) to benefit from firm-specific advantage.
• The Big Fix at Toyota Motor Sales The TMS’s new decentralized IS structure provided a strategy that promoted transparency in major organizational or business units.
• Toyota Company’s Management and International Relations When selecting a country in which the factory should be opened, Toyota should pay attention to its legislature, judicial system, and attitude toward foreign investors.
• Toyota Company’s New Technologies This paper discusses market growth, competition, product offering, and product definition for the new idea for the voice-activated brake system in Toyota.
• Toyota Company: Organizational Learning and Solving Problems Leadership requires detailed information to make favorable decisions. The Toyota Company recognized this and came up with strategies to provide the organization with a blueprint for leadership.
• Toyota TQM: Total Quality Management Theory and Practice Total quality management (TQM) is a systematic approach to quality assurance that is actively used by companies in various sectors.
• Toyota Company’s Total Quality Management The total quality management that the Toyota firm employs creates harmony within the production site and making all employees work like a well-oiled machine.
• Social Responsibility in Toyota Corporate Social Responsibility, also known as corporate citizenship, results from business organizations considering society’s interest and taking responsibility for all the impacts.
• Honda vs. Toyota: Comparison The paper aims to cover some issues faced by the company, and competing with the global brands like Honda and Toyota hybrid cars.
• Analysis of Toyota Strategic Planning The report describes the methods of solving urgent and long-term problems for Toyota Company, and the only condition of its success is the proper conduct by Toyota officials.
• Toyota Motor: Communication & Organizational Design This paper deals with the aspect of organizational structure. The model company for this paper is one of the leading automakers in the world, Toyota Motor Corpn. Japan.
• Application of Technological Success in Toyota Motor Corporation This case study that is being currently examined relates to the success story of Toyota Motors in handling people, and more contextually, use of technology with greater degree of effectiveness and success.
• Toyota Company’s Marketing Management Toyota is a Japan-based multinational manufacturer of the car. Toyota has operation in Australia for producing, marketing, and exporting cars for many years.
• Toyota Boshoku: Human Resource Management The company which has been selected for this paper is Toyota Boshoku. This paper is based on human resource management activities of the company.
• Toyota Company: Project Performance Management Project performance strategy incorporates the relationship between the employees and the clients which leads to increase in their output and improves shareholder’s values.
• Toyota Motor Ltd: Guiding Principles, Philosophy, and Practices Toyota seeks to avoid resentment as it vanquishes established competitors that have long been sources of pride in their respective nations.
• Toyota and Southwest Airlines Success Stories It is in this context that this paper will study two industries with their success stories, Toyota and Southwest Airlines.
• Toyota Prius and Ford Mondeo: Marketing Strategies While both cars may offer a similar appeal and may appear to belong to the same genre of automotive development, they encompass quite a vast difference in terms of their approach.
• Toyota Corporation: Organizational Assessment Toyota Corporation, which is considered to be one of the largest automakers in the world, started to function as Toyota Motor Corporation in 1935.
• “Double Helix” by Nancy Parker: Character Analysis This article reviews Toyota’s customer policy, evaluates strengths and weaknesses, and proposes three initiatives to improve existing approaches.
• The Lexus – Toyota Break Crisis 2009 Being an internationally recognized firm with its arm reaching most of the homes in the U.S.A., Toyota, a Japanese-based company, has come to an age of criticism.
• Toyota Markets to Children To solve such a scenario of children’s obsession with what they see in the media, it is desirable for parents to radically and actively educate their children.
• Toyota Motors: Strategy Analysis Toyota’s overall strategy presently appear to focus on the issues that are related to the improvement of the company’s supply chain, as well as the management production cycle.
• Toyota Production System: Review This paper will discuss the Toyota Production System and how it contributes to the notion of a lean organization.
• Toyota Company: Car Brand Analysis Toyota has made its way to becoming the world’s biggest car company. Toyota’s grip came through capitalizing on rival’s weaknesses, e.g., GM and expansion programs in China
• Toyota Highlander: Advertisement Analysis The advertising is intended not only to fulfill the function of promoting a particular company but also to present a form of art, so its analysis is a matter of specific interest.
• Healthcare Improvement on the Example of Toyota In the paper, an attempt to improve the healthcare system will be made with the help of the example demonstrated by the Toyota Company.
• Toyota Motor Company: Marketing Plan This paper aims to explore the marketing plan for Toyota company, underlining its competitiveness in the market based on sound strategies of operation.
• Toyota Motor Corporation’s Financial Performance The current report examines the financial performance of a top carmaker in the motor industry. The company to be analysed is Toyota Motor Corporation.
• Toyota Motors Analysis Several key factors are influencing the strategy and operations of Toyota Motors. These are demographics, culture, socio-economic environment, and consumer attitudes.
• Toyota in Crisis: Denial and Mismanagement At present, Toyota faces challenges caused by production globalization, market development, and increasing product complexity.
• Strategic Advantages of Toyota The report identifies the strategic advantages of Toyota to select the most appropriate strategic option for future growth.
• Internal Alignment of Toyota Motor Co. In management, internal alignment refers to relationships between interdependent social and technical elements within a company that ensure its effective functioning.
• Toyota, Tide, and Pepsi Firms’ Social Media Marketing The work explores three brands, selected from the Super Bowl advertising 2020, and their marketing activities on social networks – Toyota, Tide, and Pepsi.
• Toyota Motor North America. Executing Global Strategy It is important to note that although the given analysis and summary will primarily focus on Toyota Motor’s North American division.
• Successful Innovation in Toyota’s Market Industry Toyota’s market industry is the automotive sector, which is one of the most competitive industries. There are inquiries about Toyota in its commitment to a culture of innovation.
• Report on Toyota Car Manufacturer This paper provides an overview of Toyota Motor Corporation, including its organizational structure, HR functions, and approach to human resource management.
• Human Resource Management Issues in Toyota Toyota is a huge Japanese concern whose products are popular all over the world. The firm may face certain challenges in other markets.
• How Does Toyota Prius Gain From Globalisation
• Strategic Marketing Plan for Toyota Cars in Australia
• Environmental Factors Affecting Sales of Toyota Prius
• Toyota Camry Hybrid Price Sensitivity Analysis
• Advertisement Analysis for Toyota Camry: The Car That Reads the Road
• Strategic Planning Process for Toyota Marketing
• Toyota: All Business Details, Marketing Strategies, and Analysis
• Developing a Cooperative Relationship Between a Buyer and a Supplier Using the Example of Toyota
• Toyota Encounters Fierce Competition From All Angles Marketing
• The Market Entry Strategy of Toyota in Chinese Urban Market
• Toyota’s European Strategy and Brand Reposition
• Toyota and Its Impact on the Car Business
• Customer Satisfaction and Loyalty for Toyota Products
• Quality Control Within the Toyota Automotive Corporation
• Process Strategy and Analysis for Toyota Motors Corporation
• Identify and Evaluate Marketing Opportunities in Toyota
• Toyota and the Current Automobile Industry
• Toyota: Origins, Evolution, and Current Prospects
• General Information About Crisis and Issues Faced by Toyota
• Major Management Issues Faced by Toyota Australia
• Toyota’s Faulty Accelerator Pedals: The Analysis and Research After a Manufacturing Defect
• Analysis of Toyota Management Information Systems
• Integrated Marketing Communication Plan of Toyota
• Toyota and Its Impact on the Global Market
• The Strengths and Weaknesses of the Business Model of the Toyota Company
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Report on the Toyota Company

Term paper, 2010, 18 pages, grade: 1.0, arkadi borowski (author).

1 Introduction to Report on the Toyota Company 1.1 Introductory Information 1.2 Introduction 1.3 Executive Summary

2 Company Profile

3 Internal Environment 3.1 Organizational Structure 3.2 Human Resource Management 3.3 Corporate Culture 3.4 Technology 3.5 Marketing 3.6 Corporate Strategy

4 External Environment 4.1 PESTLE Analysis 4.1.1 Political Effects 4.1.2 Economical Effects 4.1.3 Socio-Cultural Factors 4.1.4 Technological Factors 4.1.5 Legal Factors 4.1.6 Eco-Environmental Factors 4.2 Porter´s five Forces Model 4.2.1 Threat of New Entrants 4.2.2 Bargaining Power of New Buyers 4.2.3 Bargaining Power of New Suppliers 4.2.4 Threat of Substitutes 4.2.5 Rivalry among Competitors

5 Global Political Changes 5.1 Influences on Toyota´s Policies and Decision-making 5.2 Effectiveness of Toyota´s Response to Global Political Changes 5.3 Areas for Improvement in the Response

6 Conclusion

7 Appendix 7.1 Porter´s Five Forces Model 7.2 Plant-Organigram 7.3 TMC´s Corporate Governance 7.4 Guiding Principles

8 References 8.1 Literature 8.2 Internet

1 Introduction to Report on the Toyota Company

1.1 introductory information.

illustration not visible in this excerpt

1.2 Introduction

The CEO of the Toyota Company Mr. Akio Toyoda has asked me, Arkadi Borowski, to prepare a business report that addresses the internal and external influences as well as the global political changes to which the Toyota Company is subject to. To be able to present a high-quality business report, I did detailed research on the company and its business environment. The information was gathered from: the company’s Annual Report 2008/2009, the official website of Toyota and internal know-how of the company. The sources and the additional professional literature are quoted in the references at the end of the document.

1.3 Executive Summary

The present report deals with the analyses of the internal and external business environment, for this purpose the “PESTLE” analysis and the “Porter´s five forces model” were used. It also gives a short overview of the company and the type of business it is involved in.

The second part of the report is an in depth analysis of how global political changes affect Toyota´s policies and decision-making. There is also an evaluation of the effectiveness of the company’s response and the demonstration of areas for improvement.

The Toyota Motor Corporation is one of the world´s biggest and most favorable automobile manufacturers. Also, it is the leader in environmentally friendly and technologically advanced cars.

The official start up for Toyota was in 1937, as Kiichiro Toyoda launched the Toyota Motor Company. In 1952 Toyota exponentially grew to become successful. The company started to export cars to South America. Five years later the company gained ground on the North American market. Entering the US-market was for a breakthrough for Toyota in terms of automobile-exports. In 1982 Toyota Motor Company and Toyota Motor Sales Company joined forces to Toyota Motor Corporation (TMC).

The company now has 522 subsidiaries, 320.808 staff worldwide and is producing not only in the 12 Japanese factories but also in 51 other locations in 26 countries. Toyota Motor Corporation had the highest share price value of all car-manufacturers in 2007. In 2008 Toyota had total unit sales of 8.972 million cars and had an annual turnover of 239.4 billion US-Dollars. In the same year it adopted the status of “The biggest automobile-manufacturer”. (Annual Report 2008, Toyota Motor Corporation)

Today Toyota is no longer the No.1 automobile-manufacturer because of the financial crisis since 2007 and their image has been damaged due to the massive global recalls over sticking gas pedals.

3 Internal Environment

The internal environment of an organization is based on elements within the organization. It contains things like the organization´s structure and culture, its human relations policies and procedures, the skills and experiences of the staff, etc. (Koontz H. & Weihrich H., 2008, p. 105).

3.1 Organizational Structure

The governing body of Toyota, which is the General Meeting of Shareholders, accrues every year in June. Shareholders may attend and vote at the General Meeting, if they have a certain amount of shares.

The Board of Directors is Toyota´s executive body and consists of 26 Directors that comprise of:

- The Chairman - The Vice Chairman - The President - 8 Executive Vice Presidents - 13 Senior Managing Directors - An Honorary Chairman - A Senior Advisor

Four committees that belong to the board are the Labor-Management Council, the Corporate Philanthropy Committee, the Stock Option Committee, and the Toyota Environment Committee. Furthermore, there are 229 divisions that are managed and coordinated by Toyota headquarters.

3.2 Human Resource Management

The Toyota Motor Corporation has achieved a lot of goals throughout its history, but to retain its success they have to become more of a team. For that reason TMC developed a lot of techniques applicable to production and employees. These techniques are often used in other companies or countries (Kanban, Kaizen, Just-in-time, etc.). Toyota is manufacturing its cars with the Toyota Production System (TPS) it is based on “just-in-time” principles. So they have to trust every employee. The employee is of importance because even a line worker has the power to stop a manufacturing line. If he/she sees a problem they can stop the manufacturing line and on the other hand there is a risk of higher costs incurring should the lines be stopped. To play safe and abolish mistakes, Toyota spends a large amount of money on employee training and development, by doing so they can apply their strengths, skills and opportunities. In addition to that, TMC provides workshops, trainee programs, information events, etc. for their employees and students. This is because TPS requires an employee to be an expert in his/her job. (Organizational Behavior, 2009, ch.14)

Furthermore Toyota has a lot of guiding principles (please see Appendix 6.4), which signify that TMC respects and honors their employees and supports them. (Toyota Annual Report 2009, p.27)

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Toyota Motor Corporation: Company Analysis Research Paper

Introduction.

Toyota Motor Corporation was founded in 1937 by a gentleman called Kichiro Toyora. The company has been named as one of the most admired company dealing in cars for a myriad of years. The company made a serious mistake in 1960s after it had produced Toyopet. This was labeled as a defective car which was unsuited for hilly terrains in the US.

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The company later came strong and has since managed to be at the heart of a myriad of Americans with various car innovations, creational of job opportunities through the process of building assembly lines in different parts of the world specifically in the US. Currently, the company has continued to top the truck (Tacoma), sedan (Camry), mid range vehicle (Camry) and Van (Sienna) markets.. (Fujimoto 1999)

The company has the largest share in the global auto mobile industry due to its high outstanding financial records, market, areas of opportunity and finally data. In 2010, the company employed 300,734 people across the world and it was ranked as second in the automobile production in 2010 in terms of production.

By 2012, Toyota reported that it had manufactured almost 200 Million vehicles. Toyota is currently traded in Osaka, Fukuoka, Sapporo and Tokyo. The company is foreign listed in the London and New York Stock Exchange. (Fujimoto 1999)

Strategy (or combination of strategies) used by Toyota to turn it into a powerhouse

The company was able to change its image in 60s and 70s attracting million of customers across the world. The company went greatest upgrade when they introduced the kaizen principle. This was a philosophy which saw increased improvements in the company. The company is important as it’s seldom for the time and progress to remain still.

It is the largest producer in the world and has remained true to the Kaizen principle. The company also applied the two major strategies and principles which were relevant to Porter’s goals. According to Porter, the strength of the company falls into two major strategies; law costs and differentiation. (Nemoto & Lu 1987)

Going by the strength, the company can keep four other strategies; differentiation, cost leadership strategy, differentiation focus strategy and low cost strategy. The company had a marketing strategy which made it possible in the conquering of the world market though facing stiff competition from German companies such as Volkswagen. The company took the steps towards the prevention of promotion of the production of the Volkswagen in the US.

The Japanese experts conducted thorough investigations of the causes of high competitiveness of the cars from German and high to curb the competition superior than those of the competitors. The company followed the policy towards the introduction of the car to the whole world. The company made a car which was better than Volkswagen in terms of the car interior and also the price of the same.

To what extent has Toyota’s strategy (or combination of strategies) changed over the years, or been constant

Toyota Company has undergone different stages in terms of its management and strategies which are meant to ensuring that the sales of the company went high. The kaizen principle has in the past undergone different strategies which have helped it remain the top of the automobile industry across the globe. The marketing strategy which the company applied helped be one of the most lucrative companies in the industry.

The strategy was meant to attract many clients worldwide and reducing the operations of Volkswagen in the US. The continuous upsurge in the sales of the company has been as a result of different changing strategies with time. Given the divergent nature of the market, various combinations of strategies have been changing from one time to a number so as to attract many people in the economy. (Mirza 1998)

How does Toyota’s strategy (or combination of strategies) “fit” with the environment of the automobile industry?

The environment in the automobile industry has been changing from 1960s to date. The company has one a myriad of stages relating from suppliers, competition, financing among others. The first consideration is the threat f new entrants. The strategy of the company has made it easier for them to reduce the existing of new entrants and others from expanding.

The presence of less suppliers of a given product and also the absence of substitutes for the particular product supplied shows the real pressure which is exerted by the real suppliers. The strategy by the company has ensured that those suppliers which are extremely important for the successful operations of the company are availed. (Nemoto & Lu 1987)

Marketing environment in the automobile industry has been competitive. In the auto mobile industry, the major factors which are taken into consideration by clients are price and quality of the product submitted. Toyota ensured that the products they presented to the market were o f very high quality and price friendly. This has made it possible for them to i9ncrease the number of recorded sales on annual basis. (Mirza 1998)

How does Toyota’s strategy (or combination of strategies) “fit” with the internal resources and competencies of the firm?

During the 1960s the company was not operating in the economies of scale and had to use the scarce resources which are there. The strategy which is adopted by Toyota is driven towards ensuring that the revenue which the company records surpass the costs which it adopts.

The planning department works towards ensuring that the values which are presented to the cost accounting department are enough towards the production of the number of cars that helps the company remain profitable. The strategies which the company has implemented has worked t9owards ensuring that they fit with the competencies that the firm has besides taking into consideration the internal resources that it has. (Magee 2007)

Recommendations

For any company to remain profitable, it is important that it minimizes the costs as possible. This paper advances some of the below recommendations to help improve its operations;

Strategies towards reducing the costs; Toyota should ensure that the marginal revenue at any point of its operations is also equivalent to its marginal costs. This will make the company remain profitable.

Marketing should be advanced to convince the populace so as to purchase more of the company products. This will help increasing the company sales.

The company should increase its expenses on the marketing research. This will enable the company know what the customers need. From here the internal and external fittings will be in line with the requirements of the customers. This will see the increase of the company sales as the products which are manufactured will be easily demanded by customers. (Magee 2007)

Fujimoto, T. (1999). The evolution of a manufacturing system at Toyota . New York: Oxford University Press.

Magee, D. (2007). How Toyota became #1: leadership lessons from the world’s greatest car company . New York: Portfolio.

Mirza, H. (1998). Global competitive strategies in the new world economy: multilateralism, regionalization, and the transnational firm . Cheltenham, UK: Edward Elgar.

Nemoto, M., & Lu, D. J. (1987). Total quality control for management: strategies and techniques from Toyota and Toyoda Gosei . Englewood Cliffs, N.J.: Prentice Hall, Inc..

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Toyota Research Essay

Table of contents 1. Introduction 2. Toyota background 3. Toyota production analysis 4. Toyota and globalization 5. Toyota and HRM 6. Ethical issues and globalization 7. Conclusion 8. References

Introduction Toyota is one of the largest car manufacturers in the modern world. In fact, this multinational corporation has become the leading car manufacturer replacing the world leader General Motors which has remained on the first position within several decades. Obviously, this is a tremendous success for a Japanese company that was founded in 1937 and became the leading company of the world automobile market. Nowadays the company is one of the most influential players in the world market. In terms of this research, it is particularly important to dwell upon the influence of globalization on the management of the production. It should be pointed out that this section of the research paper should focus on the main changes that occurred within Toyota, understand their causes and perspectives. To put it more precisely, it will be necessary to discuss the current global expansion of Toyota which builds new plants and acquires or creates new brands worldwide. In such a way, the company expands its markets and increases production. At the same time, this trend is directly linked to the process of globalization which eliminated substantial financial barriers and open Toyota the way to new markets, especially those of developing countries. Not less important is the analysis of the human resource management of Toyota since it was traditionally considered to be one of the most successful companies in this respect. This section will analyze the changes that have occurred in this domain and the influence of the process of globalization on the company’s human resource management, which apparently needs to be changes since the traditional human resource management applied to Toyota, being quite effective, may not work well enough outside Japan, as well as in Japan itself, since the country is also changing under the impact of global socio-cultural and economic trends. In such a situation, it is obvious that globalization produce a profound impact on the functioning and management of Toyota that implies that ethical issues related to the changes caused by globalization arise. This is why it is very important to define the current ethical problems and dilemmas the company may face since it really has to continue its international market expansion and make its human resource management more effective that naturally rises such ethical questions as whether it is ethically justified to reject traditional management style or its elements or what the extent to which the pursue for profit can change the corporate culture and traditions of the company, especially in the field of management. Actually, it is extremely important to analyze the management of the production and human resource management of the company, its basic strategies of the development and related ethical issues in order to clearly define whether the current policy and management style of Toyota fully meet the demands of the new, globalized economy and, therefore, it will help better understand and properly assess the perspectives of the company in the future. Obviously, Toyota, being the world leader in cars manufacturing, needs to take into consideration the recent economic trends and modify its production and human resource management to new conditions defined by the process of globalization, which, on the one hand, opens the way to the global expansion, but, on the other hand, poses new challenges Toyota has to cope with. Toyota background Toyota is one of the largest multinational corporations that is specialized on the manufacturing of cars. It is necessary to underline that in recent years it has overtaken other producers of cars, including the world leader, GM. In fact, Toyota has managed to gain the leading position in the world market due to the successful strategy of the market expansion and the implementation of the effective management style. However, the current situation in the company proves the necessity of changes since Toyota cannot consistently rely on the approaches it used in the past, instead, it is necessary to modify the current policy and management of the company in accordance with the demand of the present epoch which is characterized by the process of globalization which overwhelms practically all countries of the world and companies operating in the international market. In fact, the success of Toyota was to a significant extent determined by the effective management on all levels which made the company highly productive and which created ample opportunities to promote its products worldwide. What is more important, Toyota production was and still remains highly competitive but, if in the past the company basically borrowed the achievements and technological experience of leading western companies than nowadays the company is one of the major innovators in the automobile industry. In this respect, it should be said that Toyota’s first cars resembled successful American and European cars, such as Dodge, for instance, while nowadays, Toyota creates its own unique prototypes on the basis of new technologies. At any rate, one of the strategic directions of the functioning of the company is the development and implementation of innovation in its production. Obviously, the recent trends in Toyota are basically determined by the influence of globalization on the policy and strategic development of the country. As a result, the management of the production as well as human resource management are consistently affected by this process, which defines the current situation and further development of the company. It is worthy of mention that Toyota traditionally paid a lot of attention to the main trends in the global market since it was practically always oriented on the international markets since the local, Japanese market could not physically consume such amount of products supplied by Toyota and it could not provide the company with the leading position in global terms.

Toyota production analysis Toyota is a well-known car manufacturer and, naturally, the company attempts to spread its products worldwide. This is why Toyota sales its cars in many countries of the world and it is a well-known brand, while its cars are popular in different parts of the world. Today, Toyota has its plants manufacturing and assembling cars not only in countries, which are traditional target markets for its products, such as the US, Australia, South-Eastern Asia, the EU, but it also actively enters markets of other countries of the world, including China, Argentina, Mexico, and others (Volti, 2005). This means that Toyota attempts to develop its production chain worldwide or, to put it more precisely, the company has already realized that the ignorance of the potential of new markets can lead to the negative consequences to the market position of Toyota in the world market. What is meant here is the fact that the company heavily relies on its strategy of international markets expansion. As a result, it needs to localize the production in order to enter new markets and make its products cheaper and more accessible to local customers while importing products from other countries may be quite expensive or, at any rate, importing Toyota’s products from countries where the company traditionally had its plants, to new markets will make their price considerably higher compared to the price of products of the major competitors of the company. It is worthy of mention that countries where Toyota plants are the manufacturing and assembling cars may be divided into two distinct groups: developed and developing countries. In this respect, it is necessary to underline that Japan and other developed countries where Toyota has its plants are the major suppliers of high technologies and innovations. The most sophisticated devices and products that are used in the process of manufacturing and assembling of cars are produced in these countries, namely in Japan, the US, the UK, and other developed countries, where the educational and professional level of employees is higher. As for developing countries, such as Thailand, Vietnam, Pakistan, and others, Toyota plants here are basically assembling cars and the interference of employees in the production chain is minimal because of their lower qualification compared to employees in developed countries where Toyota was traditionally presented and where experience and qualification of employees is higher. In such a way, it should be said that Toyota plants in developed countries are the major producers of the most complicated parts of cars and local personnel generate new ideas that are initially implemented in plants situated in developed countries, while plants based in developing countries are mainly used for assembling cars on the equipment installed by Japanese, American, or other specialists from developed countries working for Toyota, while the local personnel basically fulfills purely mechanical job. In such a way, Toyota plants situated in developed countries play extremely important role since it is these plants the main car manufacturers while plants in developing countries basically use technologies and equipment produced in developed countries to assemble Toyota cars for the local market. Traditionally, Toyota widely implemented new technologies in the process of the production. It is worthy of mention that nowadays this is an ethical issue in a way because the major efforts of the company target the development of environmentally friendly technologies. To put it more precisely, one of the main priorities of Toyota is the development of hybrid cars, which could use alternative sources of energy, others than traditional fuel made on the basis of oil or gas (Sanna, 2005). In this respect, it should be said that Toyota was one of the first to mass commercially produce hybrid vehicles and among its best products may be named Toyota Prius, which may be viewed as a flagman of hybrid vehicles production of Toyota. In fact, such vehicles are very perspective and meet the modern demands to the environmental safety of cars since the emission of dangerous gases of such cars is minimal. This is why this direction is quite perspective since it can be commercially successful and, what is more, it creates a positive image of the company among its customers worldwide.

Toyota and globalization To a significant extent, the international market expansion of Toyota was possible due to the process of globalization. This process implies the economic integration of countries, elimination of financial barriers between countries and the promotion of free trade. The process of globalization involves practically all countries and affects all largest companies. In fact, directly or indirectly globalization affects all countries, companies and even all individuals. In this respect, Toyota is not an exception. In such a situation, the global expansion of Toyota became a reality because the company has managed to develop an effective production chain in which the cooperation between its plants situated in developed and developing countries is highly productive. No wonder that nowadays the production chain of Toyota is spread worldwide and it is possible to estimate that Toyota is really a global company which has its plants in many countries of the world, while there are even more countries where its production is sold by official dealers. To put it more precisely, Toyota has its factories practically in all continents and its cars are manufacturing or assembling in different countries. In this respect, it is possible to single out traditional markets where Toyota was widely represented and had its own plants. Among these countries it is possible to name Japan, where the company originates from, neighboring countries in Asian-Pacific region, including Australia, Indonesia, Turkey, European countries, such as the UK, France, Poland, and America, including one of the major markets Toyota targets at, the market of the US, and very perspective Brazilian market. However, in recent years, Toyota has enlarged its presence in the world expanding its presence in many countries many of which belong to the so-called third world, including Venezuela, Philippines, Pakistan, India, Malaysia, Thailand, China, Vietnam, Czech Republic, Argentina, and Mexico (Volti, 2005). In such a way, Toyota tends to the localization of the production using plants situated in different countries as the suppliers of the company’s production to the local market. It is worthy of mention that the company tends to increase its presence worldwide in order to maintain its leading position in global terms in the automobile market. The process of globalization substantially facilitates Toyota entering new markets, especially those of developing countries. In fact, in the past, there existed numerous financial barriers which prevented Toyota from effective and successful entering markets of other countries, which had its own car manufacturing industry or where competitors had already had a well-developed network of production (Peters, 2002). In such a situation, the company was forced to localize the production in the markets Toyota wanted to enter. In such a way the company could overcome existing financial barriers. Nowadays, in the epoch of free trade that is actually the “engine” of the process of globalization, financial barriers have vanished or, at least, their impact on the economic relations between countries has been minimized. As a result, currently, Toyota can easily enter new markets and, in such a situation, the company needs a well-developed production chain simply to be represented in a possibly larger number of countries since, because of the geographical distance, it is not always possible to sell its products at adequate price compared to that of competitors (Gitlow, 1997). At the same time, globalization and the elimination of financial barriers resulted in the larger opportunities to develop closer cooperation between different units of Toyota worldwide. Practically, this means that a company can choose relatively freely where and what it can manufacture since, being not bound to the demands of the local fiscal legislation as much as it used to be in the past, Toyota can unite the efforts of its plants situated in different countries to manufacture its cars. As a result, the company can adapt plants to the demands of the local market. For instance, Toyota successfully developed the production of such cars as Toyota Corolla and Toyota Yaris in Europe, while in the US it successfully focused on the production of SUV and 4x4 which were traditionally popular their. Moreover, nowadays, the company can provide the supply of its products from different countries more effective, due to the lack of financial barriers, to make the manufacturing or assembling of cars in a particular country or region less expansive and more profitable.

Toyota and HRM The development of effective human resource management was traditionally one of the priorities of Toyota. At the same time, the development of the process of globalization can hardly fail to affect human resource management of the company. In this respect, it should be said that the traditional teams work principle, being quite popular and effective, needs to be revised in the current situation. In fact, the teams work, to a significant extent, determined the progress of the company and made its production highly effective since this principle fully met the mentality of Japanese people and, therefore, was readily accepted by them (Yasuda, 1991). As a result, the productivity and effectiveness of their work increased substantially that was very important to the progress of the company and its international markets expansion. Naturally, as the company grew, it extrapolated its major principle of human resource management on its units situated in other countries of the world. The use of teams work principle was justified since it helped “to save billions by moving people out of purely supervisory position into flatter workgroups” (Robbins and Finley, 1995, p.235). At the same time, at the present moment it seems to be obvious that this approach cannot always work with equal effectiveness since people with absolutely different mentality are now working for Toyota in different parts of the world, while the teams work, as it has been already mentioned above, is the most appropriate to Japanese mentality. It is worthy of mention that this approach may be also quite successful in neighboring Asian countries, such as Thailand, China, Vietnam, where people have similar mentality as Japanese do since these Asian societies are highly collectivistic. In stark contrast, individualistic Western societies and, therefore, people working at plants of Toyota in Western countries, are more individualistic and they cannot always the principle of teams work as effectively as Japanese, for instance, do, because they rather tend to the individual success than the success of the team. The problem is often deteriorated by the relatively low educational level and qualification of employees, especially in developing countries, such as Mexico or Venezuela (Volti, 2005), because they lack essential skills and experience of work in teams and individual ambitions often outweigh the interests of the team. This is why the company needs to modify its traditional teams work in order to increase the effectiveness of human resource management and make the work of employees more productive. This means that the company needs to take into consideration the mentality and inclinations of employees in different countries of the world and apply methods that are the most appropriate to a particular country where employees have different cultural norms and mentality compared to Japan or any other country where the teams work is applied successfully. Anyway, it is necessary to remember that there were not so many teams work successes that were achieved “without misdirection, false starts, demoralization and unwanted turnover, as valuable people decided they could not adapt to the new regime” (Robbins and Finley, 1995, p.264). Obviously the process of globalization increases these risks since cultural background of employees gets more diverse.

Ethical issues and globalization Naturally, the profound changes in the modern world and the integration of Toyota in global economic processes resulted in the development of problems related to ethical domain. In this respect, it is necessary to underline that the problem of the application of the teams work principle to all units of the company operating in different countries of the world may be a serious ethical dilemma. In actuality, this principle is often imposed to employees and entire organizations of Toyota working in different countries of the world (Khor, 2001). Potentially, this may lead to the cultural conflict since Toyota corporate culture is defined basically by Japanese cultural context that may be unacceptable to employees working in Western countries. In such a situation, one of the major ethical challenges Toyota has to cope with is the development of universal ethical principles and the development of the universal corporate culture which could be applied in all units of the company situated in different parts of the world. Alternatively, it is possible to recommend the development of highly autonomous organizational structures which could relatively independently develop the organizational culture that met the needs of local personnel. At the same time, another important ethical issue is the pursuit for profit and the maintenance of Toyota’s traditional image. What is meant here is the fact that the international expansion of the company results in the building of plants and employment of personnel in countries of the third world that threatens to the deterioration of the traditional view on Toyota as a reliable, Japanese company manufacturing cars of the highest quality (Volti, 2005). In such a situation, the company needs to establish an effective system of control throughout its world chain of production.

Conclusion Thus, it is possible to conclude that Toyota is a very successful multinational corporation that is affected by the process of globalization. At the same time, it is necessary to remember that such companies as Toyota also contribute to the progress of globalization since the company’s strategy is to promote international markets expansion and nowadays, Toyota operates worldwide, it has plants in practically all parts of the world while its cars are recognizable in all countries of the world. However, such a trend to globalization, leading to the localization of the production and growing cooperation between units of the company situated in different parts of the world in the result of the minimization of financial barriers, affects the traditional management of the company, especially human resource management. The latter needs to be changed since its traditional principle of the teams work turns to be not so effective in new countries as it used to be in Japan, for instance. On the other hand, the international market expansion stimulated by the process of globalization also affects ethical issues such as the growing risk of cultural conflicts within Toyota, which needs to refuse from its traditional Japanese conservatism and, instead of imposing of its own corporate culture to its foreign units, develop some universal ethical principles and new, universal corporate culture. Nevertheless, regardless the existing difficulties, the position of Toyota is very perspective, basically due to the wide implementation of technological innovations, such as mass manufacturing of hybrid cars, which enhance the leading position of the company in the world market. In such a way, Toyota demonstrates a strong trend to internationalization of its production that inevitably leads to changes in its management style which need to be really universally and effective in all countries of the world where Toyota operates.

References: Farell, Alexander E., et al. (2006, Jan. 27). “Ethanol Can Contribute to Energy and Environmental Goals”. Science, 311, p.506-508. Gomory, R.E. (2002) Globalization: Causes and Effects. New York: Touchstone. Gitlow, H. S. (1997). The Deming guide to quality and competitive position. Englewood Cliffs, N.J.: Prentice-Hall. Khor, M. (2001) Global Economy and the Third World. New York: New Publishers. Mohrman, S. A. (1998). Tomorrow’s organization: Crafting winning capabilities in a dynamic world. San Francisco: Jossey-Bass. Peters, T. J. (2002). In search of excellence: Lessons from America’s best-run companies. New York: Harper & Row. Robbins, H. and Finley, M. (1995). Why Teams Don’t Work: What Went Wrong and How to Make it Right. Princeton, N.J.: Peterson’s/Pacesetter Books. Sanna, L. (2005, Fall). “Driving the Solution: the Plug-in Hybrid Vehicle”. EPRI Journal, p.8-17. Volti, R. (2005). Society and Technological Change. New York: Random House. Yasuda, Y. (1991). 40 Years, 20 Million Ideas: The Toyota Suggestion System. Cambridge: Productivity Press.

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