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Yamaha: Creating Kando for Customers and Employees

Corporate Culture of Creativity, Ingenuity, and Global Responsibility

Example for Yamaha : Yamaha’s corporate culture is characterized by creativity, ingenuity, and global responsibility. Perhaps most importantly, Yamaha strives to be a “kando creating” organization. “Kando” is the Japanese word expressing the feelings of overwhelming satisfaction and excitement felt when one experiences something of great value. (Yamaha Motor Co., Ltd., 2013). Kando is deeply engrained in the culture at Yamaha and summarizes the organization’s corporate mission. Employees are encouraged to not only create kando for customers, but to use their Formatted: Space Before: 0 pt, Line spacing: Double ATV industry:YAMAHA 7 individual creativity to create kando within the workplace. In addition to the focus on kando, the culture at Yamaha values corporate social responsibility and works towards enriching the lives of customers and society as a whole. (Yamaha Motor Co., Ltd., 2013).

Yamaha strives to create kando for customers worldwide through use of their products. By encouraging and challenging employees to be innovative, Yamaha continues to be leader in technology and always strives to be on brink of the next big breakthrough. The company believes that the key to staying to relevant is to offer the most technologically advanced, superior quality product to customers. (Yamaha Motor Co., Ltd., 2013).. The culture at Yamaha is one that seeks provide maximum satisfaction and excitement to consumers. This is exemplified in their brand slogan, “Revs Your Heart” which captures the feeling of kando that customers get when using a Yamaha product. (Yamaha Motor Co., Ltd, 2013). Yamaha realizes that in order to create kando for consumers, it must first create an organizational culture for employees that fosters both creativity and intellectual challenge. This is exemplified throughout management’s corporate philosophy of the company. Yamaha offers three action guidelines which employees are expected to embrace: to perform with speed, to have a “spirit of challenge” and to be tenacious with work efforts. (Yamaha Motor Co., Ltd, 2013). Employees are taught to work with these three values in mind and have thus created a culture encompassing efficiency and productivity. (Yamaha Motor Co., Ltd., 2013). ATV industry:YAMAHA 8 One of Yamaha’s three management principles is to create an environment that promotes the self-esteem of their employees in order to encourage creativity and fulfill the corporate mission (Yamaha Motor Co., Ltd, 2013).

This is done through an intricate system of employee evaluations, rewards and wellness programs. Yamaha utilizes their expertise in sound and musical equipment to benefit employees. Employees are given the option to attend a free, onehour per week musical class covering a broad range of topics including piano, guitar and choir. (PR Web, 2010). Yamaha also fosters creativity and enjoyment within the workplace by hosting a custom version of “American Idol” for employees. (PR Web, 2010). This competition allows employees to perform in front of co-workers and together vote on a winner. These initiatives help eliminate stress within the workplace, build morale, and allow employees to explore their creativity and enhance the kando within the organization. (PR Web, 2010). Yamaha dedicates great resources to ensuring employee satisfaction and maintaining a positive organizational culture. Japan’s Ministry of Health, Labor and Welfare has acknowledged the company consistently throughout the years. In 2005, Yamaha was awarded the Family Friendly Company Award for their exceptional efforts on maintaining a good worklife balance for employees .

(Yamaha Motor Co., Ltd., 2013). This includes reducing long work hours and offering childcare services. These efforts help build a culture of employee appreciation and satisfaction. (Yamaha Motor Co., Ltd., 2013). In addition to being a “kando creating company” (Yamaha Motor Co.. Ltd., 2013) for both customers and employees, Yamaha focuses on being a sincere, moral and a responsible corporate citizen. Having a positive global presence has become a large part of the company’s organizational culture. Yamaha’s second management principle is to be environmentally conscious and use a global perspective when conducting business. There is great emphasis ATV industry:YAMAHA 9 placed on diversification as the company has both customers and employees worldwide. The value of diversification can be seen in Yamaha’s hiring practices throughout the years. In 2012, Yamaha employed nearly 20,000 employees outside of Japan. In an effort to diversify and provide opportunities to seniors, the Human Resources Department formed the Senior Partner System and assists employees in working at the company beyond the normal retirement age. The organization also exceeds standards for hiring persons with disabilities. (Yamaha Motor Co., Ltd., 2013) In line with the culture of being a positive and responsible corporate citizen, Yamaha frequently dedicates time and resources to various social welfare programs worldwide (Yamaha Motor Co., Ltd., 2013).. The organization uses their knowledge in sound and musical technology to benefit the global community. They haveIt has opened up Yamaha Music Schools around the world in an effort to promote creativity and self-expression and have nearly 700,000 students in attendance (Yamaha Motor Co. Ltd, 2013). In addition, they haveit has contributed their its services to helping the visually impaired by using sounds and rhythms to explore senses and emotions. (Yamaha Motor Co., Ltd., 2013).

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