1. Using Exhibit 2-5 and the information from the case, describe the culture at Toyota Motor Corporation.

Why do you think this type of culture might be important to a car maker? For students, the first dimension of culture that should come to mind is attention to detail. A class discussion could begin on how this quality has created a long standing image of the Toyota and how this value aided its growth and place in the market. However, while attention to detail is important, it was also necessary to think about the outcome orientation that lead to Toyotasprograms that emphasized growth. For Toyota, this combination of high-speed global growth and ambitious cost cuts led to the quality lapses that tarnished the once-mighty brand.Address with students how the growth orientation may also limit customer service and what impact, positive or negative the new approach may be for employees. 2. How do you think a long-standing culture that had such a strong commitment to quality lost its ability to influence employee behaviors and actions? What lesson can be learned about organizational culture from this? Students should be encouraged to think about whether or not top management lost the ability to influence employees. Is it possible that employees were actually following top management values when attention to detail began to slip? The case mentions several initiatives that show Toyotas emphasis on cutting costs and rapid expansion. It is easy to see how these goals could result in production policies that are contradictory to improved quality. Employees that work in a strong culture are more likely to accept the values and programs espoused by top management. In this case, the argument can be made that top managements shift in values to expansion and growth was adopted by employees while attention to detail was neglected. 3. Do you think it was important for Mr. Toyoda to apologize for the companys decisions? Why? (Think in terms of the companys stakeholders.) As president, Mr. Toyoda is responsible the establishing the vision and values of Toyota. He fulfills the figurehead role addressed in Chapter 1, roles of management. By making a public announcement, Toyoda was able to address a large group of organizational stakeholders including customers, advocacy groups, suppliers, and employees. 4. What could other organizations learn from Toyotas experiences about the importance of organizational culture? Companies are many times a victim of their own success. The Toyota of the 70s was not perceived as a manufacturer of high quality cars. It took decades to change the organizational culture to establish the image they have today and then more time to become the worlds leading automaker. After this success, Toyota took for granted that new employees would hold to the values of quality. The important values that drive a strong culture must be continually reinforced, not only for new employees, but existing employees as well