Professor: Scott Thompson
Title: The Value and Importance of Training
Course: Bus 407
Date: February 3, 2013
Today’s work environment is dynamic and constantly changing due to the advancement of technology. Therefore, it is essential for today’s worker to remain relevant with their knowledge and skills. With the proper training, personal development, and education workers are able to remain a fundamental part of the work environment. Training is behavior necessary to develop skills (usually job specific), and development is acquiring those skills. Education, on-the-other-hand, provides general skills not specific to a particular career or job (Blanchard/Thacker, 2010). 2. Briefly describe what the organization is and what is does. This should be one or two paragraphs. Toyota was founded in 1867, by Sakichi Toyoda, with the purpose to contribute to a prosperous society with the innovation and manufacture of quality automobiles. Toyota manufactures various types of vehicles worldwide. Toyota is considered an innovative leader, and the organization is well-known for its management philosophy and the world’s first mass-market hybrids. Toyota’s vision is to create earth-friendly products for growth. Reported March 2012, Toyota conducts its business globally with 50 overseas manufacturing companies in 27 countries and regions. The automobiles are sold in more than 160 countries and regions. Toyota has a massive number of employees. There are a combined total of 11 facilities located in the United States and Canada (most in the U.S.). For example: Toyota Motor Manufacturing, West Virginia, Inc began November 1998, and this facility employs 1,069 individuals. Toyota Motor Manufacturing, Indiana, Inc. began February 1999, and this subsidiary employs 4,780 employees (Toyota Motor Corporation, 1995-2005). 3. Assess the current trends in training and determine which is the most appropriate to the organization you selected. The business environment in the U.S. is constantly evolving; these changes are both challenging and rewarding. Most industries adapt to the constantly revolving environment to remain true to their missions and strategic direction. As an organization adapts; there training must also adjust. The trends in training for the new future are “aligning training with business strategy, managing talent due to changing demographics, improving the training function, quality, and legal issues (Blanchard/Thacker, 2010).” Quality and Continuous improvement is the most appropriate trend for Toyota. Toyota overall reputation is an industry leader; however, lately the Toyota industry has been plagued with recalls. The auto maker has recalled more than 14 million vehicles since 2009; 769,000 sport utility vehicles and 20,000 Lexus sedans were all recalled. The organization had to revamp and make significant changes to address the issues. Toyota has pledged to initially take care of the vehicles on the road today. The new president of Toyota is committed to improving quality. “I have personally placed the highest priority on improving quality, not quantity.” The company’s reputation has been damaged and improving the quality of their cars is the only resolution. The president acknowledges “when cars are damaged, it is as though I am as well.” “I love cars, and I take the utmost pleasure in offering vehicles that our customers love.” “I, more than anyone, want Toyota’s cars to be safe, and for our customers to feel safe when they drive our vehicles.” Toyota was originally created with a set of principles that patterned operations. It is known as the Toyota Way. The Toyota Way focuses on respect for people and continuous improvement. The only way Toyota can emerge better from the recall experience is to adhere closely to such principles. The company has identified the performance improvement opportunities and what caused the issues: they didn’t listen to customers’ concerns.