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Management In Global Environment: Friedman

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Question:

Discuss about the Management in Global Environment for Friedman.

 

Answer:

Introduction

The study has been divided into two broad divisions. The first part talks about globalisation and Friedman has described it. It has been found that the world is becoming flat due to the impact of globalisation. This has eventually created risk for many because globalisation is no longer between two countries but it has turned to be between companies. In order to combat against the increasing competition, these companies are undertaking major steps that might create risks for the people in the globalised world. The other part of the paper talks about the organisational culture followed at Toyota. The management is highly focused towards creating a collaborative culture and promotes diversity in the organisation. Although it is Japanese car manufacturer, the Company has always valued the culture of other regions where it operates.

E-learning Activities

Thomas Friedman on Globalisation; 3 Eras of Globalisation; World is flat

Risks of Living in the Flat World of Globalisation:

Friedman has talked about the globalisation and how the world is going flat with everything connected to each other. The primary risk is that in a globalised world whatever can be done will be done. The concern is whether it will be done by a person or to the person. Secondly, it has been pointed out that the globalisation is no longer between two countries but it is between two companies (Fredman 2015). This has automatically created the economic competition beyond one’s imagination. The liberal arts education is going to matter the most in this flat world. Thus, the risk of living in this flat globalised world is increasing.

Iron Rule of the Flat World:

With the increased connectivity and the availability of options to transmit information, innovation and any secret information are likely to pass on within fraction of seconds. Thus, Friedman has proposed one single Iron rule to be followed in the business. When the world is flat, whatever can be done, will be done (Zheng et al. 2014). The second great rule is the idea of convergence. Out of convergence, we all are learning the habit of convergence. Lastly, Friedman has talked about the three most influential countries in the process of globalisation these are India, China and the former Soviet (Glenberg 2014). These are the countries that are utilising the phenomenal objective of the flat world.

Globalisation Level Across the World:

Globalisation is level is not uniform around the world. Countries like China, India have more impact than other countries like USA because one of the key symbolisms of globalisation is business outsourcing that is carried on in these countries (Darling-Hammond 2015). In addition to it, it has also been evident that the Indian and Chinese population are taking away the jobs in the developed nations. This has automatically disturbed the balance of the level of globalisation.

 

Toyota’s Corporate Culture and the Problem of Spreading its Culture

Toyota has emerged as the world’s top car manufacturer company in terms of its production system. The car manufacturer has aimed high and the key principle inculcated in the organisation is by its management. The production system requires management to set the employees at different levels of the organisation. However, strong emphasis is made when it comes to building the corporate culture at the organisation (Collins et al. 2015). The organisation has always seen the opportunity in the other markets and has always undertaken the cultural aspect of the particular country in its business operation. MIT’s Steven Spear has put forwarded the same cultural perspective that is followed at Toyota. As pointed out by him that although it is a Japanese brand, the management has always considered American culture in its business activities.

Toyota’s corporate culture is also focused towards the innovative approach as well as focused towards the people of the organisation. The 7 dimensions of the corporate culture can be discussed here:

  1. Innovation and risk taker: The car manufacturer encourages innovation at each step of designing and manufacturing the cars (Jayamaha et al. 2013).
  2. Individual initiative: The mangers and the employees are also given individual authorities to come up with their individual approach towards any kind of management decision. This creates a unique culture in the organisation that supports everyone’s point of view.
  3. People oriented: For Toyota, the employees come first. The management always give credit to the employees for their hard work and success is noteworthy (Arifin 2014).
  4. Team work: The Company completely believes in team work and always encourages the same. The management advocates team work by giving due recognition to employees in al levels.
  5. Aggressive: The Company is aggressive towards its management decision in order to maintain competition in the market where it operates (Anitha and Begum 2016).
  6. Shared values: The organisation completely believes in shared values and always gives the opportunity to the people of the organisation to present their view and opinion.
  7. Communitarians: Apart from the individualism, the organisation also supports communitarians as it gives a wider perspective of knowledge in terms of innovation or technology that is the main focus of the car manufacturer (Anitha and Begum 2016).

The success of Toyota worldwide can easily be given to the cultural values that they share among the employees at different levels of management. Although it is Japanese Company, it never fell short of its expectation in treating the culturally diverse people right.

Conclusion:

With the detailed analysis of the impact of globalisation it has been evident that the world is turning flat indeed and the scope of the business to get close to each other is increasing. The globalisation is no longer a matter between two countries but it has become a perspective of two companies in the intense competitive market. On the other hand, the culture at the Toyota has been friendly and concerned enough to put together the people to achieve the common objective for the business. The success of the organisation worldwide can be given to the organisational culture easily.

 

References:

Anitha, J. and Begum, F.N., 2016. Role of Organisational Culture and Employee Commitment in Employee Retention. ASBM Journal of Management, 9(1), p.17.

Arifin, H.M., 2014. The influence of competence, motivation, and organisational culture to high school teacher job satisfaction and performance. International Education Studies, 8(1), p.38.

Collins, K.F., Muthusamy, S.K. and Carr, A., 2015. Toyota production system for healthcare organisations: prospects and implementation challenges. Total Quality Management & Business Excellence, 26(7-8), pp.905-918.

Darling-Hammond, L., 2015. The flat world and education: How America's commitment to equity will determine our future. Teachers College Press.

Fredman, T.L., 2015. The World Is Flat A Brief History Of The 21St Century.

Glenberg, A., 2014. Few Believe the World Is Flat. Canadian Journal of Experimental Psychology, 68(4), p.250.

Jayamaha, N.P., Wagner, J.P., Grigg, N.P., Campbell-Allen, N.M. and Harvie, W., 2014. Testing a theoretical model underlying the ‘Toyota Way’–an empirical study involving a large global sample of Toyota facilities. International Journal of Production Research, 52(14), pp.4332-4350.

Zheng, L., Feng, L. and Yong-Shi, W., 2014. Exotic electronic states in the world of flat bands: From theory to material. Chinese Physics B, 23(7), p.077308.

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