Organisation Behaviour

Task 1

1.1 Compare and contrast of different organisational structure and culture of Toyota and Ford

Organisation structure includes several activities which demonstrate task allocation, cooperation and direction. It will assist to Toyota for accomplishing their desired outcomes at the workplace (Koning and Van Kleef, 2015). They involve every individual perception towards business operations. On the other hand, Ford Motor car company which offers new car models in luxury segment. Thus, their structure and culture is different from Toyota company.

Toyota Motor Corporation

Toyota Motor corporation's organisational culture refers as responses of employees to face challenges in the market. They are the global leader in the auto mobile industry so that they can follow functional structure within the enterprise (Landy and Conte, 2016). In this structure, they assign roles and responsibilities according to every individual's capability. Further, organisation report relationships which is based on speciality and functional areas which can be separate for each department such as marketing, accounting and engineering, etc. In this aspect, they are following role culture in the business for assign duties and responsibilities to their workers.

Ford Motor Car Company

As compare to Toyota structure and culture, Ford motor car company's organisational structure is based on enterprise needs in different market conditions around the world. They opt large geographic division in their organisational structure (Castille, Kuyumcu and Bennett, 2017). They are dividing their global marketplace into various regions according to continent and subcontinents such as Americas, Europe and Asia-Pacific. In this aspect, their task culture is the support to geographic division structure. This is because the company from group to achieve common goals at the workplace so that they have to take decisions regarding delegate responsibilities to every employee.

As contrasting of both organisational structure consist important role in enterprises, because it consists roles and responsibilities of each member within companies (Gibbons and Roberts, 2013). According to workers capabilities, Toyota assigns roles to their employees. On the other hand, in Ford in each division employer demonstrate responsibilities for every member.

1.2 Explains Relationship between structure and culture which create impact on Toyota performances

Organisational structure and culture run together because it creates the impact on business performances. This is because enterprise and their scope may change with time. Understanding of organisational culture and structure assist to take decisions which make right things at the workplace (Strom, Sears and Kelly, 2014). When Toyota follow functional structure, they assign the role to everyone according to workers qualifications. In above elements, the relationship of structure and culture create major impact:

• Decision-making: Functional structure and role culture create an impact on decision-making. This is because Toyota demonstrates roles and responsibilities according to workers qualifications. Every employee cannot fulfil their task within given time frame so that decisions of the organisation delay (Moghimi, Kazemi and Samiie, 2013). It takes more timing for complete functions of the company.
• Riskprocesses:When Toyota assign roles to their employees, there is not sure that everyone completes it in right manner. Thus, it is a risk to determine functions of the company according to business outcomes (Shin, Park and Lim, 2013). As results, it is the major risk for development of the of organisation performances. In addition to this, it also creates more cost for a company to enhance capabilities of workers performance. Cited firm need to take training for their employees.
• Teamwork: Every employee has role according to their qualifications so that sometimes it creates an impact on the teamwork of organisation. This is because, the functional structure of Toyota company make smaller group according to workers specialities such as IT, marketing and other areas. In this aspect, every employee does work according to their interest area (Barrick, Mount and Li, 2013). Thus, roles of employees can be affected by company performances.
• Communication: In this aspect, one group cannot communicate with another group of members. Thus, communication gap also creates major impact in organisation outcomes. In Toyota, their manager determines different roles in distinctive person group which create a lack of communication among them (Mushtaq, 2013).

1.3 Factors which influence to individual behaviour

There are various factors which influence to individual behaviour in Toyota, are as follows:

• Work culture: Employees need to feel comfortable at the workplace, to make positive and happy regarding business objectives. Rules and regulations of Toyota are same for all members.
• Job Responsibilities: Employers need to ask from their employees regarding job which they can perform the best. It will assist to reduce overburden from them at cited firm (Chang, 2014).
• Effective communication: Managers of chosen organisation need to communicate effectively with their team members. It will highly influence to their team members towards objectives of the firm.

Task 2

2.1 Compare The Effectiveness of Different Leadership Style Between Toyota and Ford

Leadership style is presented in enterprises with this aspect to deal with people at the workplace. In Toyota Motor Corporation autocratic leadership style follows in which company determines roles and responsibilities according to their own view (Wang and et.al., 2014). In this context, they are not taking the participation of their employees in decision-making. On the other hand, in Ford Motor company manager use democratic leadership style through they can take views and ideas of their employees regarding business objectives.

• Autocratic leadership style is task oriented where Toyota can assign work to their employees. As compare to this, democratic style is based on relations orientation in which Ford take ideas and views from employees regarding business objectives (Whillans and Dunn, 2015). As results, they can build-up relations with their members who assist to gain positive results.   
• Further, Autocratic style is initiating structure, in which Toyota give guidance to their employees regarding goals attainment of the company. On the other hand, democratic style is consideration structure which shows concern and respect for followers.
• In addition to this, autocratic style concern for production while democratic is a concern for people of the company (Autocratic versus Democratic leadership: Are you the right tool for the right job?,2017).
• In Autocratic leadership style, Toyota directive to their members for an achievement of business goals in which they are never fails because company not includes employees to take decisions. However, Ford is supportive of taking participation through giving rewards to their employees.

2.2 How Organisational Theory Underpins To Practice Of Management In Toyota

In Toyota company, scientific management theory underpins to a practice of management which assists to analysis workflows. Their main objectives is to enhance economic efficiency and labour productivity of company through business can attain positive results at the workplace (Wajidi, Uddin and Iqbal, 2014). It will influence to cited firm practices such as planning, process designing, quality control and ergonomics, etc. According to this theory, manager of cited firm need to gather information, analysis it and reduce rules from the workplace. Thus, the business can work effectively with considering mathematical formulas.

Managers of Toyota need to select members scientifically and trains to them accordingly. In addition to this, they have to analysis capabilities and abilities of workers so they can match with company jobs (Jurkiewicz 2015). On the basis of capabilities, the firm should assign job role to their candidates. Further, the chosen enterprise need to monitor workers performances in which they can provide instructions and supervisor to ensure that they are using effective way for working. With the help of this system, the organisation can allocate work among managers and workers so that they can plan, give training and allowing the task to perform activities.

 With the help of scientific management theory, Toyota makes cooperation among their workers through they can develop teamwork (Koning and Van Kleef, 2015). It introduces significant selection and training procedures which encourage to employees towards business goals. It is also known as modern management theory which deals in enhancing the productivity of employees regarding enterprise targets.

2.3 Different types of approaches to management which is used by Toyota and Ford

In Toyota, quality is the very important parameter in which they determine superiority and inferiority of company products and services. Quality can be determined by attributes which make it ahead of competitors. Total quality management (TQM) is referred to continue efforts through management and employees of the enterprise ensure long term customers loyalty and their satisfaction towards business products (Landy and Conte, 2016). It can be measured in term of durability, reliability, usage and many more things. TQM can be determined in four elements such as plan, do, check and act. In planning face, employees of the firm need to come up with problems which need to be addressed. After this, do phase come up in which employees of the organisation make solutions for problems. Strategies can be used in this phase to determine solutions. After this, check phase comes forward in which people compare work which they do. At last, acting phase come in which employees prepare themselves for other problems (Castille, Kuyumcu and Bennett, 2017).

 On the other hand in Ford company, human relation theory takes place which began in industrial revolution time. In this aspect, people are part of the supportive team which facilitate to development growth of the enterprise. Employees of the organisation receive special attention and encourage taking participation within the company. Mainly individual attention and recognition align with human relation theory which encompasses to support the motivational theory (Gibbons and Roberts, 2013).  

Task 3

3.1 Discuss impact of leadership style on motivation in Toyota Motor

Management style plays very important role in the organisation. Every manager must develop management style to make successful operations within the enterprise. In the autocratic style of Toyota, only one individual make decisions in the company (Strom, Sears and Kelly, 2014). This style creates major impact on task orientation motivation. This is because manager assign only tasks to their employees when they are used autocratic style. According to assign task, employees of cited firm need to do work. As results, the organisation can develop their operations without taking individual guidance.

 On the other hand, when Toyota adopt the democratic style, they can motivate their employees towards meeting targets. In respect to this, every employee gives their full efforts and participation towards business goals (Moghimi, Kazemi and Samiie, 2013). To taking positive outcomes company have to develop their full support towards company goals. It will assist to develop every individual knowledge and skills for enterprise targets. When cited firm meets their targets, it creates the positive impact on business operations.

3.2 Compare two motivational theory within the organisation

Maslow's theory is based on hierarchical structure of in which company determine five set of human needs. On the other hand, Herzberg defines hygiene and motivating factors to satisfy human requirements (Shin, Park and Lim, 2013). Both theories have following comparison can be taken within an enterprise: