Develop an 8–10 slide presentation that includes the following:

 

Presentation of an Implementation Plan

Using your Focus Papers from Units 1–4 as a foundation, propose a high-level implementation plan to restructure your selected organization. This will be a presentation to your organization’s executive team.

Checklist: Develop an 8–10 slide presentation that includes the following:

• Include a title slide.
• Introduce your presentation by defining the destination. (Figure 13.1 on p. 210 of the text is a good example.)
• Summarize your selection for the pace of change. (You will complete the foundation for this in Topic 1 this week.)
• Provide a high-level Gantt Chart for a six-month period. (Figure 13.2 on p. 215 of the text is a good example.)
• Propose the implementation and activities of the reorganization initiative for launch, momentum, and learning and adjusting. (Figure 14.1 on p. 220 of the text is a good example.)
• Identify 1–2 tipping points and where you will trigger them to assist with momentum. (You will complete the foundation for this in Topic 2 this week.)
• Conclude with a compelling call to action and a request for commitment.
• Provide a reference slide.

Notes: It is important that the slides be streamlined, interesting, and professional. The use of an appropriate template and SmartArt to graphically depict information (versus merely bullet points and words) is highly encouraged. The majority of the detail, analysis, and research should be placed in the notes sections.

GM543Unit 5 = Presentation of an Implementation Plan

Grading Criteria Points

Possible

Content, focus, use of research, organization

 Primary content and rationale for slides must be placed into the
notes section of each slide.

 Examples and figures from the text provide good background but are
not specifically required.

40 points

(50%)

Introduce your presentation by defining the destination. (Figure 13.1 on p.
210 of the text is a good example.)

5

Provide a high-level Gantt Chart for a six-month period. (Figure 13.2 on p.
215 of the text is a good example.)

10

Outline the implementation and activities of the reorganization initiative for
launch, momentum, and learning & adjusting. (Figure 14.1 on p. 220 of the
text is a good example.)

20

Conclude with a compelling call to action and a request for commitment.

5

Analysis and critical thinking

 Notes sections of the slides must provide rationale for these choices.

 Discussion Topics for Unit 5 provide you with an opportunity to
explore, obtain feedback, and prepare the foundation for this portion
of your Assignment.

 Analysis includes proper classifications, explanations, comparisons,
and inferences.

 Critical thinking includes appropriate judgments, conclusions, and
assessment based on evaluation and synthesis of information.

24 points

(30%)

Summarize your selection for the pace of change.

12

Identify 1–2 tipping points and where you will trigger them to assist with
momentum.

12

Professional presentation, clarity of slides

 It is important that the slides be streamlined, interesting, and
professional.

16 points

(20%)

 The use of an appropriate template and SmartArt to graphically
depict information (versus merely bullet points and words) is highly
encouraged.

 The majority of the detail, analysis, and research should be placed in
the notes sections.

Include a title slide.

1

Professional template used. 2

Presentation is visually appealing: use of graphics and SmartArt streamline
information in a memorable manner.

5

Slides are not overly cluttered and could be easily viewed when presented
in a large setting. Appropriate font and font size selected.

5

Slides are grammatically correct and free of misspelled words. 1

Presentation is appropriate length (8-10 slides) 1

Provide a reference slide.

1

Total 80 points

First – Create your CONTENT in a Word document. This allows you to think through all of the assignment or presentation requirements without getting bogged down with the technical or design issues of PPT. Outline it in the order you will want for your presentation > see Assignment Information for what that should be.

Second – By section, copy the Word content and paste into the NOTES section of the appropriate PPT slide. (Watch the video below if you do not know how to use Notes in PPT.)

Third – Select an appropriate THEME for your PPT presentation.

Fourth – Create the slide content to be interesting, visual, and engaging. Watch videos (below) for what that entails and how to use SmartArt, etc.

Fifth – Double-check PPT to ensure all requirements are met, ensure grammar and spelling, and view as a “presentation” to watch through the “eyes” of an audience member.

1

STRATEGIC GROUPING FOR TOYOTA CORPORATION
1

Milestone 3: Strategic Divisional Operations for Toyota Corporation

Richard K. Hairston

GM543.01

Organizational Diagnosis and Design

12/18/17

Professor

Dr. Rebecca Herman

Introduction

The Toyota Strategic grouping provides an analysis to understand better the strategy employed within the company. This makes it easy for strategists to understand the industry better in which they operate in. in addition to that, it helps in the identification of any gaps or areas where a shift in the strategy could help in building rewards (Drejer, 2002). The rewards can be built through capitalizing on an opportunity in a less crowded market. Toyota Corporation can have different business segments catering to different markets. Strategic groups can be varying in an industry such that big businesses may have a much higher bargaining power than the small businesses.

Operating model

Team Divisional model

Toyota should use a team divisional design. This structure uses teams as the main element of coordinating work operations (Pearson, 2003). The Company depends entirely on the abilities, skills, employee relations, consistent services, and decisions that are made by key staff members and the management team. Besides, for the organization to attain its objectives will heavily rely on its capability to recognize, recruit, prepare, and maintain the highly qualified workforce. This process includes competing with other firms in the industry for the skillfully talented individuals, and the corporation may be at a risk of losing key employees or be unsuccessful in attracting, recruiting, training and maintaining a gifted workforce that meets the organization’s needs. Hence, it may bring adverse impacts on the operations, sales, and financial condition of the company.

Analysis

Virtual team members and virtual workplaces have substantially changed the way tasks are carried out in various organizations around the globe. Bigger, as well as small organizations are developing virtual teams, which operate slightly in most cases distance away from one another (Pearson, 2003). Virtual employees and workplaces have affected the global job performance in the following ways. Virtual workplaces that are operated by organizations do not have to budget for office expenses for their employees. Overhead costs such as leasing of office space, utility expenses, and furniture purchases are not considered for organizations that have developed virtual workplaces and staff. Similarly, if the organization has an operational office, it can operate with fewer employees who will require a small office space for the activities of the organization.

Decisional analysis

The structure of an organization defines the way job tasks are initially grouped, divided and coordinated. There are six major elements that determine how managers design and establish their management structures. The elements include work specialization, departmentalization, the chain of command, decentralization and decentralization as well as the span of control.

Work specialization

This is the degree or level to which organizational tasks are divided into different tasks. The early assembly plants and division of labor are the main examples. The conveyor belt that enhanced the coordination of diverse labor products into one major final good complemented these. Hence, this resulted to large group of unskilled workers who were different from the initial group that was easily replaceable.

Departmentalization

This is the basis of collectively grouping jobs. Some of the most common methods of conducting these are by the function and it includes marketing, manufacturing as well as the geography, types of product and territories. This function is important in controlling the entire company structure (Kesler & Kates, 2010).

Chain of command

This is the unbroken authority line that extends from the top management level of the organization to the lowest echelon that identifies who reports to who. This is basically bureaucracy.

Span of Control

This includes the number of subordinates that a manager can effectively and efficiently direct. It includes the combined characters of people, groups, as well as the process of organizational management.While managers are responsible for ensuring that the needs of the organization are met, organization ensures that the leaders are responsible for activating a positive atmosphere as well as the welfare of employees within the organization.

Centralization and Decentralization

This refers to the degree to which the process of decision making is concentrated at a single point in the firm. Decentralization on the other hand is when the decision discretion is pushed down to the lower level (Drejer, 2002). There is a vital board of administration that manages the decentralization, market oriented and differentiated multi-divisional system and involves long term planning of the organization’s activities.

Recommendation

Processes in the company should be formalized. This includes the degree upon which jobs within the firm are standardized. Organizational human resource management is viewed to be a vital asset that requires being effectively and appropriately handled to be able to optimize returns from these assets (Drejer, 2002).

Conclusion

The best choice that is more important is the customer. Due to competition in the market, customers will help the company to do away with its competitors and gain a competitive advantage. It is important to note that prospective customers do not look for products or services. Therefore, the company should ensure that it acquires loyal customers. A company cannot operate with customers and therefore, I think that it is important for Toyota Corporation to value its customers so as to make more profit and have a competitive advantage in the market.

References

Drejer, A. (2002). Strategic management and core competencies : theory and application. Westport, Conn: Quorum Books.

Kesler, G., & Kates, A. (2010). Leading organization design: How to make organization design decisions to drive the results you want. John Wiley & Sons.

Pearson, C. (2003). Archetypes in organizational settings: a client’s guide to OTCI professional report. Center for Applications of.

Running head:

DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA

8

DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA

DETERMINING LEADERSHIP AND TALENT OPTIONS AT TOYOTA

Richard K. Hairston

GM543.01

Organizational Diagnosis and Design

1/1/18

Professor

Dr. Rebecca Herman

Introduction

As part of a continuum on the best practices in organizational design and diagnosis, milestone three of this series concentrated on the concept of strategy at Toyota Corporation. The paper outlined various quantitative indices as part of a proposal to the best approach for managing strategy within the company. Among others, concepts revolving around operating models and decisional analysis were comprehensively explored as part of creating a substantive argument that had been taken at that point. As part thereof and forming part of the argument presented in these series of papers hitherto, it was conclusively determined that work specialization, decentralization, a span of control and chain of command are integral components of decisional analysis. This series seeks to determine the talent and leadership possibilities at Toyota, with a keen emphasis towards the design of the concept in its entirety as opposed to giving a “report” about what should possibly be done within the company.

Top level reporting

General President

CEOn-1
CEO1
CEO2
CEO3
CEO0

General Managers under each CEO

The top-level reporting structure shall include a company president at the very top, Chief executive officers for the various brands of Toyota. It must be noted that Toyota operates various autonomous companies which produce the various types of the car such as Toyota Wish, Toyota Prado, etc (Russel, 2006). This justifies the need to have these two powerful positions, with the only need for a CEO reporting to a president being the fact that various aspects of the Company’s beliefs need to be maintained constant- such as the design of the company’s logo.
Regional managers will directly report to the CEOs. Since the company mostly exports its products to offshore markets (Cusumano, 2008), it is logical to have managers who understand how the market structures in these regions work so as to improve the company’s sales worldwide.
Executive Team
The executive team, as illustrated by the positions in the “top-level reporting” shall consist of the general president, chief executive officers, and regional managers. The designation of these individuals in terms of role play within the company will heavily hinge on the principles of networks, diagnostics, beliefs, and boundaries (four governance levers). The general president of the company will mostly coordinate and enforce the beliefs of the company, issues such as why the logo should be kept round and its relevance in the modern market. The chief executive officers will need to undertake all roles that involve networking and diagnostics. This shall involve liaising with various offshore and local authorities on what should be introduced into the market. The regional managers will entirely be answerable to all issues that are associated with boundary setting, the demarcation of operational markets and how Toyota will provide best leverage itself as worthwhile competitors in new or otherwise saturated markets. This will bank heavily on executing various research and development activities to ensure that the company remains profitable in these markets (Burmeister, 1988).
The current communication channels within the whole Toyota Company are very effective. They feature the latest integrative technologies within the various managers’ spans of control which has led to an efficient operational model (Fruin, 2008). An increase in the integration of the various managerial roles will be pivotal as part of a campaign of ensuring that the corporation is visionary enough to ensure a competitive advantage several years down the line.
Talent Pivot Points
The following table gives an illustration of Toyota’s pivotal points

Source of Competitive Advantage

Talent Needs

Organization Needs

Diversified products

Vastly experienced design engineers with a rich taste for the common car owner’s design requirements. Toyota engineers are very adaptive and can quickly come up with a new car design which fits the current market requirements

Accommodating the needs of a wide range of varied user requirements in various geographical markets.

Relatively affordable products

Design engineers, logistics, and management team capable of devising the most affordable way of producing a car without significantly reducing the overall profits that are realized by the company.

Reduce production costs, have a clear-cut assurance profit assurance plans for the investors and still manage to offer quality products to its customers. Most of the time, Toyota has been able to produce relatively affordable cars when compared to rival companies such as Audi, Mercedes Benz, and Chevrolet among others.

Established brand and deep market penetrations

Sales personnel with a vast practical experience throughout various Toyota auto-stores all over the world

Achieving global brand recognition. At some point, Toyota worked on developing the brand statement saying “The car in front of you is a Toyota.” On top of cementing the already well-established brand among the Toyota car owners, it also gives them some sense of pride for owning the car brand.

Recommendations for Leadership Development
Some of the common practices that are used for development among a vast majority of successful companies are centered on the “promise” of a potential leader in an already existing employee (Li, 2009). In this continuum, the same industry practices have at this moment been presented as the general rubric plan towards growing potential and promising leaders at Toyota. These revolve around presenting opportunities to individuals who show a capability to move the corporation upwards in the profits ladder, making regional managers and other low-level management personnel autonomous in most of the decision-making processes and holding frequent evaluations on the leaders who have already proved themselves very effective in their various capacities of operation.

Conclusion
The determination of talent and leadership options at Toyota requires assertiveness, a concerted effort and sheer determination of successful corporate design endeavors from the concerned stakeholders. Some of the vital components of this exercise involve examining the top level reporting protocols and structures, the due application of various governance structures, identifying the various pivot points and developing recommendations for leadership within Toyota.

References
Burmeister, L. (1988). The Korean Road to Modernization and Development (review). Journal of Korean Studies, 229-234.
Cusumano, M. (2008). Competing to be Really, Really Good: The Behind-the-scenes Drama of Capability-Building Competition in Automobile Industry (review). The Journal of Japanese Studies, 548-552.
Fruin, W. M. (2008). Shifting Boundaries of the Firm: Japanese Company-Japanese Labor (review). The Journal of Japanese Studies, 144-148.
Li, C. (2009). Where Does Confucian Virtuous Leadership Stand? Philosophy East and West, 531-536.
Russel, J. (2006). Notes from Toyota-Land: An American Engineer in Japan. Labor Studies Journal, 116-117.