ORGANIZATIONAL DIAGNOSIS

Organizational Diagnosis of Toyota



Organizational Diagnosis of Toyota

Identification and Reason for Change

Need for Change

Probably every organization aims to implement a management strategy that enables the firm to maintain strength, competitiveness, and generate revenue, as well. This raises the need for the management team and the organization to stay open to innovation and embrace whatever changes are required to be at par with the other firms. The current challenge faced by Toyota requires connectivity of the dealers' network and head office. These challenges faced by the organization are covered through interviews and observations. The economic crisis experienced by the world shows that many organizations were not well prepared to adapt to pristine conditions and make changes swiftly (Burnes, 2000). Change management must be established with comfort, support and commitment of the organization, and secure environment. New research reveals that there is a direct relationship between how organizations manage change and organizational success.

The dealer network of Toyota has innumerable times complaints that there are many situation changes occurring in the organization that they are not aware. Some times customer inquires about different things that the dealers are not aware. They situation creates a sense of lack of proper information flow from Toyota headquarter and the dealer network.

Reason for Change

Internal and external drives have forced the company to change. Innovation may take in Toyota organization and reform the structure. Change the internal driver can include the development of business requirements, organizational restructuring or amendments to corporate strategy / business objectives. External drivers could include: technology development, the impact of economic trends, and the relationship among money, electronic or technical service and profitability (Bass, 1985). The current drive for change in Toyota requires an adjustment to the processes that will connect both the organizational part, so they can be aligned in a ...