Leadership Observation

Apart from the KAIZEN approach being wide practiced in Japan, the one thing which, despite belonging to their culture, has inclined the Japanese manufactures a competitive edge is their methodology of inviting open interchange from distributively n e very(prenominal) employees of the company on regular basis.Toyota has turn up itself to be the worlds best not only in terms of automobiles manufacturing an d assembling hardly compared to all manufacturing concerns any where in the world. Achieving the status of the market leader wasnt an easy task Toyota (Japan) but made it possible. It was only finished the participative approach employed by them as a basic requirement of their very corporate culture.Toyota motor stool (TMC) has been the worlds third largest automaker (2001) offering full go astray of pretendings from mini-vehicles to large trucks. Global sales of its Toyota & Lexus brands, combined with those of Daihatsu and Hino, totaling 6.17 million units in the calen dar year 2002 (Goldoftas & Levine, 1999).On September 11, 2003 it was reported that Toyota gained a learned leading position on the Dow Jones Sustainability Index (DJSI) in the 4 automobile sectors.The egress that Toyota has been enjoying is not a one night growth but is part of a longer chain that stems out of their very cultural norms and values. Katsuaki Watanabe, the president of Toyota has much to be accredited with in look of the Toyotas recent overwhelming and world renowned growth factor. Toyotas success is not only because eof any tools or equipment they use but the encouragement by the there top concern people such as Watanabe, who allow the employees to experiment and thus achieve a higher(prenominal) result regarding what they do in the companys proceeds process.Be it as simple as installing a seat to as complex as designing and offering a new model to the production department. The Toyota Corporation has trusted its employees in delivering their best and they do it very-well. The fourth dimension is a huge constraint in any organization particularly regarding critical and/or strategic decisions regarding the future plans competitors move etc. at Toyota, Watanabe like other of his predecessors has continued the practice even in the season 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 estimate they can improve it. This reduces the time taken by mangers to forestall wandering about which topic they would be covering and the can digest the accurate information about each n every scenario of what has been release 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 a ssigned for the assembly. This is a step to nonplus a clear communication session amidst the top management and the other member of the organization.The culture of sharing ideas and the companionable networking with friends and colleges is part of their practices and they are used to it.Watanabe has been successful in delegating both pleasant and unpleasant task to the employees after giving them enough liberty and responsibility regarding their tasks. He as the president, devised the plan of clarifying goal 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 positive stamp on the overall performance of the company creating a synergy of someone efforts to achieve corporate objectives via allowing effective booking of employees so that they feel that they have a say in the organizations decision making.The participatio n 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 schooltime of Business, University of California, Berkeley.