Toyota Company is one of the largest vehicle manufacturing firm that operates across the world. The company has decided to acquire new subsidiaries that would be used to manufacture a new product and would be based in two different countries. The strategy is meant to expand the business and increase the level of profits realized by the company. Headquarter of the company is located in Tokyo, however, it has branches in the United States, the United Kingdom and other countries worldwide (Collado‐Vides et al., 2017). The number of workers employed by Toyota Company is approximated to be 325,000 (Cooke, 2016). The company was established in 1937 by Toyota Kiichiro to serve as a multinational automobile manufacturing firm (Alshehri, 2016). Toyota has experienced tremendous growth to attain a global status because of its products purchased by customers from different parts of the world. The firm is headed by a competent president who is in charge of overseeing the general operations. Toyota Company is committed to manufacturing outstanding products to achieve a competitive advantage and attain sustainable growth. (Alshehri, 2016). The objectives are contained in the company’s mission and vision statements. The organization works towards honoring the legal procedures, customs and cultures of diverse countries that it operates from. Toyota is determined to maintain its global position as the leading manufacturer of automobiles in the future as well as obtain the largest market share.
Culture refers to certain ideologies or beliefs perceived and practiced by an individual or a group of people. The ideologies or behaviors are learned from the social environment and can be transferred to the next general, thus not biologically adopted. The company is expected to consider the cultural aspects of employees and other subordinates when restructuring the organization (Aubakirova et al., 2016). This helps at identifying specific cultural factors likely to affect the operations. Since Toyota Company is planning to operate in different countries, it is important to analyze their cultural aspects in order to run the operations smoothly (Martins and Terblanche 2003). Every country is surrounded by its national or local culture that defined the operations of various businesses. Therefore, Toyota must recognize the cultures of the two countries to avoid the clash. National culture plays a significant role in determining the type of operations that Toyota needs to establish (Guay, 2016). Employees from Toyota intending to manage the newly acquired subsidiary may speak a language different from the people in the host country, this communication barrier eventually affects the success of the business operations. As a result, the company will be obliged to hire new employees from the host country to help in the running of its operations.
Similarly, each organization is governed by a specific culture, thus vary from one company to another. It is vital for Toyota Company to identify and promote its culture for the purpose of delivering the services or products efficiently. The culture of an organization or a company is based on a variety of aspects such as business environment, technology, leadership structure, values, dressing codes, history, and ownership among other factors (Murdoch-Kinch etal., 2017). The company must ensure that the culture it is built on reflects the needs of stakeholders and customers. Common organizational culture to be faced by the company include dressing codes, leadership challenges, changes in interacting with people, and time management. Toyota may as well organize for training forums for the employees to equip them with essential skills to relate with people in the new subsidiaries (Armstrong and Landers, 2018). Educating the staff about possible issues likely to arise in the new location would help to build a strong and competent workforce (Asfaw et al., 2015). The cultural aspects vary from one location to another, this implies that Toyota Company must be ready to face challenges when it comes to adapting to the new zone where the subsidiaries will be established (Church 2014).
Complete a 1,500-word paper in which you propose and evaluate different strategic options for addressing HR issues in your scenario organisation in assignment 1, including the cultural, ethical and CSR issues identified in your Assignment 1. Add further detail about your organisation and the scenario if needed.
In completing your Assignment 2, consider the following questions:
• What measures or tools might you use to better understand the issues you identified previously and their impact on the organisation and its staff?
• What HR strategies, practices or systems might you implement or enhance to address the identified issues? Why would you choose these options and not others?
• With whom would you need to work or collaborate in order to implement these strategies?
• Might the strategies you are proposing create any new issues or problems, and how might you mitigate those?
• How would you know if your decisions had the desired effect? What kinds of measures or metrics might you use to assess your impact on the organisation?