Strategic management of global company Research Paper

Strategic management of global company - Research Paper Example 22). The success of the company in both the Japanese as well as international market is the result of its aspiration to manufacture high quality products. Toyota enhanced its operations considerably in quality to go well with the domestic environment, and as a result has made a triumphal turnaround within US market. In addition, the increase in oil price surprisingly improved the demand for Toyota’s vehicles due to their light and fuel-efficient features. Form that time, global exporting business of Toyota had seen a stable development. With the intention of avoiding import challenges, for instance, directives and import allowances, Toyota launched a 50/50 joint venture with General Motor during 1983 in US, and a completely owned production units in UK during 1989 and another in France during 1997, and a â€Å"50/50 joint venture with French automaker Peugeot in Czech Republic in 2002† (Christensen, 2013, p. 52). Aggressive steps have as well been taken in China, now th e world’s rapidly developing car market. Toyota started its operations during the year 1954, with its head office situated in Tokyo, Japan. It was the hub of designing activities, scheduling, manufacturing of prototypes and assessment of automobiles. It was in charge for each and every function, together with development, designing and assessing cars. Besides, the center is as well responsible of safety technologies, energy management and environmental fortification. During the year 1973, Toyota started the design center at Newport Beach, California. The businesses formed the European center for design to have improved knowledge of local pressures and inclinations of existing and prospective customers. At this point, the group has made successful models such as â€Å"Yaris, Corolla, Corolla Verso, Avensis and Land Cruiser† (Rivenburgh, 2013, p. 92). Global Strategy of Toyota Any business that tryst to enter the foreign market primarily plans to get advantages of Ã¢â‚¬Ë œeconomies of scale’ as well as location and knowledge-gaining result which could be realized by and increase product and service consistency. On the other hand, at this point challenges of localization arise inevitably because of demand for response by the company to local setting such as taste and inclination of buyer, local government policies and cultural features. In the global business strategy matrix, â€Å"along two aspects of stress for cost cutback and stress for local reaction, transnational strategy has the maximum level along both dimensions† (Rivenburgh, 2013, p. 113). Among the four classic global business strategies, Toyota selects transnational Strategy. The best way to execute a transnational strategy is among the most difficult issues that big organizations are coping with these days. The necessity to compete with global rivals such as General Motors and Ford compelled Toyota to try to find better cost economies. Nonetheless, deviations in customers taste preference and government directives across countries indicate that Toyota as well has to be receptive to local demands. As a result, Toyota deals with considerable stress for cost decline as well as for local awareness. To decrease cost by standardizing, Toyota has been speeding up the process of going toward smaller number of automobile platforms, with objective of developing a broad range of models on a restricted range of platforms that have

Managing a health and social cae orgainsation Essay

Managing a health and social cae orgainsation - Essay Example In this context, identifying appropriate management practices for the particular sector can be a challenging task. This paper presents a series of management theories that could be effectively used in the health and care industry. Reference is also made to the ethical and legal issues that tend to appear in the particular sector, at the level that these issues set limits to the freedom of the industry’s employees to take initiatives. It is proved that, like in all sectors, in the health and social care industry the use of appropriate management practices is quite necessary so that the industry’s organizations are able to face market challenges. In any case, before applying any management theory in one of the industry’s organizations it is necessary to take into consideration the ethical implications of the particular initiative. 2. Management and health and social care organizations 2.1 Models and theories of management relevant to a health and social care enviro nment Different views seem to exist in the literature in regard to the involvement of management theories in the health and social care industry. In general, the necessity of these theories for the industry’s organizations is not doubted. Still, oppositions have been developed as to which of existing management theories are most appropriate for the health and social care sector. ... asis is given on hierarchy, as it results to ‘different levels of responsibilities and rights among the members of the organization’ (Harris 2005, p.63). The bureaucratic theory is based on a series of rules, that need to be followed in all organizations that adopt the particular style of management: a) the hiring of an individual to a specific position is depended on his skills; the power of each employee as ‘a member of the organization is related to his position in the organizational hierarchy’ (Harris 2005, p.63); b) following the procedures is of critical importance; no employee has the right to take initiatives, unless they are within the context of the power given to the employee as member of the organization; (Harris 2005, p.63) the activities of individuals, as members of the organization, ‘are predictable’ (Harris 2005, p.63), meaning that there is a routine in regard to the tasks assigned to each individual; this routine cannot be cha nged unless it is ordered by the employer (Harris 2005, p.63). Another management theory that it is widely used in organizations operating in the healthcare sector is the institutional theory. The particular theory is based on the idea that organizations operate in environments that are characterized by ‘a series of myths, such as rules of professional conduct or ethical standards, to which organizations have to conform’ (Shortell and Kaluzny 1997, p.21). At this point, a key difference seems to exist between the common organizational environments, also characterized as ‘technical environments, and the institutional environments’ (Shortell and Kaluzny 1997, p.21). The former tend to press the organizations for continuously increasing their profits (Shortell and Kaluzny 1997, p.21). The latter require that the