Professional Documents
Culture Documents
DEPARTMENTALIZATION
It means the process of group related work activities into
manageable units is called departmentalization.
Departmentalization is being very. Common in every
organization as it facilitates the working of the organization.
This concept of departmentalization following departments
which are working out there:
Marketing
Finance
Customer Relations
Sales
Human Resource
Service
Spare parts
Planning
Logistic cells
Marketing Department
The marketing department of the firm comprises of highly
qualified, dedicated and hardworking team, equipped with the
latest marketing techniques.
Customer Relation (CR) Department
The Customer relation department is one of the most
important departments which can control all the activities
perform for the retention and benefit the customers. We
believe in perpetual improvement in all fields of services and
facilities as per Toyota & Daihatsu Standards applicable
globally, through regularly conducting Training & workshops to
enhance knowledge and share experience of our fellow
National CR- member and globally available experience of
Toyota.
Toyota Customer relations Ideals
Creating corporate trust based on integrity on integrity and fair
handling of Complaints.
Opening a larger window for customers.
Swift and sure handling of ?Inquiries & Complaints?
Making the? Voice of the customers? the basis for corporate
renewal.
Improving corporate image and better informing customers to
support Sales and Service activities
Finance Department
Students Paper:
DEVELOPMENT PROGRAM
Toyota seeks to develop human resources through the activity
of making things. Toyota believes that the development of
human resources requires the handing down of values and
perspectives. Toyota is building
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
Eiji Toyoda, Toyota seeks to develop human resources
through the activity of making things. Toyota believes that the
Students Paper:
and perspectives. Toyota is building both tangible (a new
learning facility) and intangible (course content) structures
relating to team member development that ensures a secure
and steady flow of qualified human resources to conduct
Toyota's global business in the 21st century.
Toyota conducts systematic company
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
priority issue. Toyota is building both tangible (a new
learning facility) and intangible (course content) structures
relating to team member development that ensures a secure
and steady flow of qualified human resources to conduct
Toyota's global business in the 21st century. Fully
Students Paper:
21st century.
Toyota conducts systematic company-wide and divisional
training and assignments for training purposes with an
emphasis on on-the-job training (OJT) to ensure that associates
can fully utilize their abilities.
Toyota has defined the required qualifications of "professional
staff"1 for office
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
Resources Development Toyota conducts systematic
company-wide and divisional training and assignments for
training purposes with an emphasis on on-the-job training (OJT)
to ensure that associates can fully utilize their abilities.
Toyota has defined the required qualifications of "professional
staff"1 for
"1 for
Students Paper:
staff"1 for office and engineering positions, and "T shaped
human resources"who are
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
1 for office and engineering positions, and "T shaped human
resources"2 who
"who
Students Paper:
resources"who are able to perform day-to-day activities
and expand their skills in technical positions. Company-wide
training is conducted based on employee qualifications, as well
as specialized training for individual divisions, language
training, and special knowledge and skill training.
In order to
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
2 who are able to perform day-to-day activities and expand
their skills in technical positions. Company-wide training is
conducted based on employee qualifications, as well as
specialized training for individual divisions, language training,
and special knowledge and skill training.
In October 2002
Students Paper:
skill training.
In order to promote the development of Global Toyota and the
transfer of authority to local entities, Toyota's management
philosophies, values and business methods, that previously
had been implicit in Toyota's tradition, were codified. Based on
the dual pillars of "Respect for People" and "Continuous
Improvement," the following five key principles sum up the
Students Paper:
Kaizen (improvement), Respect, and Teamwork. In 2002,
these policies were advanced further with the adoption of the
Toyota Way for individual functions, including overseas sales,
domestic sales, human resources, accounting, procurement,
etc.
SAFETY & TRAINING
http://www.toyota.co.jp/en/environmental_rep/03/jyugyo
in03.html
and see), Respect, and Teamwork. In 2002, these policies
were advanced further with the adoption of the Toyota Way for
individual functions, including overseas sales, domestic sales,
human resources, accounting, procurement, etc. Toyota
.
SAFETY & TRAINING
For physical well-being and health of the employees safety
training is essential ?safety first? attitude ensures the health of
the employees.
APPRENTICE TRAINING PROGRAM
Apprenticeship training program which was started in Nov
1992 is now well institutionalized and continues to benefit both
Students Paper:
effort toward organizational goals, conditioned by the effort?
s ability to satisfy some individual need. It plays a
http://www.globalspec.com/reference/24312/203279/wh
at-is-motivation
to reach organizational goals, conditioned by the effort s
ability to satisfy some individual need .
It is also
plays a vital role the workforce diversity in order to achieve
the organizational goals. Thus, by knowledge of the wide range
of the motivational theories, the managers are able to properly
understand the individual needs of the employees and can also
use them for handling the diversification issues in the
organization.
COMPANY WIDE CONTROL QUALITY
Customer satisfaction is at the heart of all Toyota activities. In
order to satisfy customer needs Toyota includes all Members in
quality control activities. Everybody from research and
development to manufacturing, retailing and servicing
contribute to the quality control process. All Members have two
roles, their own job and quality assurance. At Toyota we call
this ?Companywide quality control?. Customer satisfaction is at
the heart of all Toyota activities. In order to satisfy customer
needs Toyota includes all Members in quality control activities.
Everybody from research and development to manufacturing,
retailing and servicing contribute to the quality control process.
All Members have two roles, their own job and quality
assurance. At Toyota we call this ?Companywide quality
control?.
Some people understand quality assurance to mean thoroughly
inspecting parts after they are made or by promptly complying
with claims on products in the market. This is not the belief at
Toyota. Total quality control is carried out using two basic
principles: quality is built in at every stage and quality is
continually improved.
2
http://www.toyota-indus.com/hints/care.asp
%
1
http://www.oocities.org/duehing/330quiz10.txt
%
1
http://www.toyotatownship.com/cr.html
%
1
http://www.toyotatownship.com/service.html
%
1
http://www.toyotagarden.com/services.php
%
1 http://www.slideshare.net/sukeshgowda/consumer-buyingmotives% 7752677
1
http://www2.pittstate.edu/mgmkt/Nisolle/ch18.931.doc
%
1 http://earnmoneywithus.blogspot.com/2007/10/customer% satisfaction.html
0 http://carparts2.blogspot.com/feeds/posts/default?
% orderby=updated
0 http://paycommissionupdate.blogspot.com/2009/08/psu-bank% salary-lower-than-their-govt.html
0
http://www.ivoryresearch.com/sample5.php
%
0 http://www.winentrance.com/career_courses/Book-publishing% Career-Course-Information.html
0 http://www.globalspec.com/reference/24312/203279/what-is% motivation
0 http://www.citeman.com/12534-management-by-objectives-mbo% 2.html
0 http://www.oppapers.com/subjects/data-flow-diagram-of-human% resources-page1.html
0 http://www.scotland.gov.uk/Publications/1999/10/pan59% root/pan59
0 http://www.mysmartschool.com/Images/Academics/professionaltip
% s/course_career_detailas.htm
0 http://www.oppapers.com/subjects/human-resource-development% plan-page1.html
0
http://www.scribd.com/doc/33021897/Pakistan-Suzuki
%
0 http://www.scribd.com/umair_aftab_3/d/48737476-33021897-
% Pakistan-Suzuki
0 http://centralgovernmentemployeesportal.blogspot.com/2009_10_
% 01_archive.html
0
http://autocar-mix.blogspot.com/2007_11_18_archive.html
%
0
http://it.scribd.com/doc/29011634/Prius-ownersmanual
%
0
http://termpapersonfile.com/busine4.htm
%
0 http://www.jobdango.com/About/Press.aspx?
% year=2006&month=2
0
http://www.csun.edu/~hfmgt001/formulation.doc
%
0
http://www.training-classes.com/learn/_k/e/q/u/equipment/
%
0 http://www.performanceoiltechnology.com/amsoil_super_duty_oil_
% filter.htm
0 http://www.subaruadvertiser.co.uk/forsale/Subaru/LEGACY/index.h
% tm
0
http://www.skills2lead.com/definition-of-values.html
%