Leadership Observation

apart from the KAIZEN progression being widely practiced in Japan, the one involvement which, despite belonging to their culture, has given the Japanese manufactures a competitive frame in is their methodology of inviting open discussion from each n ein truth employees of the gild on regular basis.Toyota has proved itself to be the worlds scoop not only in terms of automobiles manufacturing an d assembling still compared to all manufacturing concerns any(prenominal) where in the world. Achieving the status of the market leader wasnt an easy task Toyota (Japan) however made it possible. It was only through the participative approach employed by them as a basic requirement of their very corporate culture.Toyota motor corporation (TMC) has been the worlds third largest automaker (2001) offering full range of models from mini-vehicles to large trucks. Global sales of its Toyota & Lexus brands, unite with those of Daihatsu and Hino, totaling 6.17 million units in the calendar yea r 2002 (Goldoftas & Levine, 1999).On September 11, 2003 it was report that Toyota gained a learned leading position on the Dow Jones Sustainability Index (DJSI) in the 4 automobile sectors.The developing that Toyota has been enjoying is not a one shadow growth but is part of a longer chain that stems kayoed of their very cultural norms and values. Katsuaki Watanabe, the president of Toyota has much to be accredited with in regard of the Toyotas recent overwhelming and world renowned growth factor. Toyotas success is not only beca design eof any tools or equipment they use but the encouragement by the there top management sight such as Watanabe, who allow the employees to experiment and thus achieve a higher result regarding what they do in the companys return process.Be it as simple as installing a piece of tail to as complex as designing and offering a newly model to the production department. The Toyota Corporation has trusted its employees in delivering their best and they do it very-well. The conviction is a huge constraint in any make-up especially regarding critical and/or strategic conclusivenesss regarding the future plans competitors move and so forth at Toyota, Watanabe like other of his predecessors has continued the practice even in the time of so much rapid advancements in the technology.The Toyota employees had the solution to the time management too. Each employee knew very well about what he/she was responsible to do and how they did it. At the end of each day when they were gathered they were asked to go through what they did and how they think they croup improve it. This reduces the time taken by mangers to keep wandering about which topic they would be covering and the can get the accurate information about each n either scenario of what has been going on.In participative leadership, open and easy way communication is critical. Watanabe ensured that and at the production facilities every one assembles in the huge hall delegate f or the assembly. This is a step to have a clear communication academic session between the top management and the other member of the organization.The culture of share-out ideas and the social net surveying with friends and colleges is part of their practices and they are used to it.Watanabe has been successful in designate both pleasant and unpleasant task to the employees after giving them abundant authority and responsibility regarding their tasks. He as the president, devised the plan of clarifying end sto each and every employee and to provide support to them so that they can work at their best and update company with confidence on any improvements that they think are necessary, hence resulting in a cumulative coercive effect on the overall performance of the company creating a synergy of individual efforts to achieve corporate objectives via allowing effective participation of employees so that they quality that they have a say in the organizations decision making.The pa rticipation of employees, at Toyota, along with Katsuaki Watanabe has yielded significant benefits.ReferencesAdler Paul S., Goldoftas Barbara & Levine David I. (1999) Flexibility Versus Efciency? A Case Study of Model Changeovers in the Toyota Production System Haas inform of Business, University of California, Berkeley.