Toyota Toyota

Toyota

Toyota

Accountabilityis an agreement between two parties typically a manager and his/heremployees. It is a virtue that is expected from both the workers andtop management to attain certain company goals. Responsibility, onthe other hand, is the act of feeling obligated to perform aparticular task. It is mainly connected to the output. Responsibilitymust be linked to accountability to ensure the company runs smoothly.Any action that does not connect the two is bound to be disastrous,since a noble deed can be performed without necessarily having adefinitive objective. Authority can be described a limit. It definesthe extent by which a person can exercise his/her freedom to makedecisions as well as manage resources to attain certain objectives.All these three elements are necessary for any organizations [ CITATION MSG16 l 1033 ].

Relatingthe above to Toyota`s case, the aspects were not appropriately met.This is because, before the products were recalled, the United StatesToyota managers had little to no freedom at all. They had noauthority to make decisions. Even though the American executives hadsubstantial evidence that showed the vehicles were unsafe, they hadno power to issue a safety recall. The top management did notexercise the three elements required to run a company. Therefore, itis necessary for Toyota to delegate authority to decentralize thedecision making process.

Cultureis one of the hindrances that deters companies from exerting controlacross different countries. The effects of culture can be classifiedin various ways with the chief among them being means of runningbusinesses. For instance, ethical codes that are utilized bycompanies in China are not the same in American countries or Africa.In that respect, it may cause detrimental impacts to the company’sdominance. The same case applies in Toyota. The Japanese culture ismore of collectivism whereby they emphasize on the subjugation of anindividual’s will for a common goal.

Thisculture deviates considerably from the American one that valuesindependence and personal rewards. The distinctive cultures have beenthe core reason for Toyota’s issues. Therefore, when the Americanrepresentatives of Toyota realized the unsafe vehicles and planned toissue a safety recall, Japan’s culture might not have allowed themto do so. The collectivist culture might have emphasized thenecessity to protect the organization thereby taking no action.Cultural differences continue to deter the progress of many companiesand not only Toyota. The best way of countering culture issues ischampioning flexibility [CITATION Pre12 l 1033 ].

Givingup managerial responsibilities is not an easy thing. Take thisanalogy. A parent lets his/her child make decisions that could shapetheir lives. In other words, the parent just lets go, and the childis allowed to make his/her decisions. It becomes very hard for theparent to do such a thing. The same thing applies to the Japanesemanagers. The top management will find it hard to let go of theirduties. They will not freely delegate control to the Americanrepresentatives.

Asa matter of fact, conflicts can emanate from such a practice.However, they can be reduced through delegation of duties andresponsibilities. Each position will thereby be given certain tasksthat are uniquely defined. It will prevent conflicts between theAmerican and Japanese managers. Apart from that, it would alleviatethe cultural issues since each side will be operating according tothe respective cultures [CITATION Pre12 l 1033 ].

References

MSG team. (2016). Delegation of Authority – Meaning, Importance and its Principles. Retrieved from Delegation of Authority – Meaning, Importance and its Principles: http://www.managementstudyguide.com/delegation_of_authority.htm

Toyota. (2012). Toyota to Delegate Authority. Pearson Education, Inc.