Toyota: a Glimpse of Leadership, Organizational Leadership, and Organizational Structure

Toyota: A Glimpse ofLeadership, Organizational Behavior, and Organizational Structure Courtney Berry Organizational behavior is the study of application of individuals’ behaviors within structured groups within an organization (Robbins & Judge, 2007). The field of study identifies behaviors within specific groups and individuals in organizations and how the structures of organizations play a role in behaviors (Robbins & Judge, 2007). In the past several months, the leading company in the car industry has been experiencing a quality control and consumer product safety issue.

Toyota is not only encountering a quality control issue but also a senior management crisis issue. The corporate leadership team of Toyota did not recognize the importance of addressing the consumer safety issue with the sticking accelerator and not to mention the huge public relations blunder that came with it. Does thisfailureto address a quality control issue and a real senior management public relations issue have anything to do with Toyota’s leadership, organizational behavior, and organizational structure? Leadership, organizational behavior, and organization structure

Conclusion Toyota’s leadership and organizational structure does not predicate the failure for senior management to fail to address a quality control and product issue as well as a public relations issue. The organization’s role of interpersonal communication and decisions made both vertically and horizontally within its structure would lend to fix a problem and engineer the best product. All employees are empowered to ask why an accelerator should be engineered with a certain spec and require certain raw materials. The leadership and structure creat high quality product processes.

The organizational behavior could have explained the blunder on senior management to fail to address a quality control issue based on the culture. According to Benjamin Heineman, Toyota’s culture of, “We did it right, the problem is small, the critics are wrong” (paragraph 5, 2010). Toyota’s culture and pride of engineering the best could have predicted this public relations blunder that has striped consumer confidence and may lead to a business failure or a chief executive officer stepping down. References Heineman, B. W. (2010). Flunking Crisis Management 101. The Washington Post.