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Essay / Research Paper Abstract
This 3 page paper responds to questions about a case study provided by the student. The paper discusses whether Toyota is an open system, centralized or decentralized, mechanistic or organic and what can be learned from their Toyopet Crown. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: ME12_PG687477.rtf
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Unformatted sample text from the term paper:
adjustments based on that feedback (Management Help, 2011). The external environment presents many forces and has a great influence on the organization. Influences include economic, society, ecological, technological and political
(Management Help, 2011). There are many examples of Toyotas open system in the scenario. The author of the scenario says that Toyota is better at forecasting what kinds of
cars Americans want than American motor companies. They accomplish this by being open and listening to the external environment. There are 116 people in one of their research departments who
all go out and talk to car buyers wherever they are. They monitor the economy and the demographic changes. They listen intently. They knew many Americans did not like
foreign brands in the country, at least in the beginning and employees of Detroit companies were brutal, even destroying Toyota cars. The Japanese management heard this and went on to
build a number of plants in the U.S. but each is in a different state. Of course, as the author says, this also gives them more congressional members to lobby
but even so, they are distributing their work across states. Mechanistic or Organic Burns and Stalker provided descriptors to demonstrate the differences between a mechanistic organization and an organic
organization. Mechanistic structures: have a relatively stable environment; little differentiation of tasks; little integration between departments; centralized decision-making; and standardization and formalization (Admin, 2009). By contrast, organic structures: are dynamic
and deal well in an uncertain environment; have high differentiation of jobs and tasks; are highly integrated between departments; support decentralized decision-making; and have little standardization and little formalization (Admin,
2009). The fact that the research department in Torrance, California, is charged with determining what kinds of vehicles Americans want to drive and then, creating those vehicles, we could conclude
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