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The Toyota Motor Corporation is a multinational auto carmaker, which has its headquarters in Toyota, [url=http://www.mquin.com/giuseppezanotti.php]giuseppe zanotti sneakers[/url] Aichi, in Japan. The company was founded in 1937 by Kiichiro Toyoda as a derivative from what his father had started as Toyota industries to crest automobiles. The company employs 317,734 people globally and is one of the largest employing organizations in the [url=http://www.thehygienerevolution.com/barbour.php]barbour[/url] world. The Toyota Motor Corporation is part of the Toyota group, which is one of the biggest conglomerates in the world. Alongside motor production, the company engages in other businesses such as the Toyota financial services through the Toyota financial services division. Moreover, the company also engages in the building of robots for both commercial production and assisting in the production of motor vehicles (Krishnan & Chaudhuri, 2010, web).
Toyota is the largest producer [url=http://www.1855sacramento.com/woolrich.php]woolrich[/url] of motor vehicles in the world. In the year [url=http://www.1855sacramento.com/peuterey.php]peuterey outlet[/url] 2010, it was ranked the largest producer by units, reaching a maximum high of 8.6 million units. However, the company's production was ranked third in 2011 after GM Motors and Volkswagen motors. To achieve this status, the company has used strategic development of global talents, which has conformed to the demand of the products and services. The company was the pioneer of the Kaizen way of thinking and reasoning and the Toyota way of management. These are methods of production, which are based on the continuous improvement [url=http://www.mansmanifesto.fr/category/doudoune-moncler/‎]doudoune moncler[/url] and standardization. This analysis will engage the readers in the analysis of the talent management practice in Toyota Motor Corporation, with the following tools. One is the strategic resource practice overview, the SWOT analysis, the Atkinson flexibility model, and the Universalist or the contextual paradigm. All the above criteria will be used in the relation to the advantage of management capital, human capital, social capital, and the organizational capital (Hancock, 2003, p. 3).
Toyota Motor Corporation has a policy to develop exceptional people and teams who will follow the company's philosophy and policies. This is done through retaining the best talent and training the emerging talent so that they can all achieve a certain objective. This is mainly done in line with the company's strategic management objectives. The company also respects their suppliers by challenging them and helping them improve. This demonstrates a holistic approach to talent management, where the external suppliers are held to similar standards with those of the company. The challenge and the standards set for the suppliers have to conform to the demands [url=http://www.rtnagel.com/louboutin.php]louboutin pas cher[/url] of Toyota Motor Corporation. This is mostly done in the raw materials department where the company has to acquire the right materials for input in their production purpose.
In addition, the company encourages the organization to become [url=http://www.1855sacramento.com/peuterey.php]peuterey[/url] a learning center through relentless reflection and continuous improvement. The purpose of this policy is to develop skills of reflection that helps the individuals to grow and improve independently. This policy oversees a systematic company wide and division training and assignments meant for training purposes. Some [url=http://www.achbanker.com/home.php]www.achbanker.com/home.php[/url] of the training strategies, which they employ, are the on-job-training. This is meant to ensure that the associates can fully utilize their abilities in the job after their talents are [url=http://www.ilyav.com/uggpascher.php]boots ugg pas cher[/url] shaped to conform to the demand of the Toyota Motor Corporation (Mitsuo, 2008, p. 8). Being a multinational company, the company specializes in training for individual divisions, in language training, special training, and skill training. In their slogan "Toyota- developing people" of 2002, they developed a strategic resource booklet that aims to create a common understanding that the source of Toyotas competitiveness is its strategic resource development. Various steps are followed in the training process. They include, introductory training to newly joined employees and staff members. Secondly, they include the advanced training for assistants and supervisors, and orientation training [url=http://www.davidhabchy.com]barbour sale[/url] for newly promoted specialists (Randall & Susan 2008, p. 7). Lastly, the company advances training for assistant managers so that they can be competent in the advancement of their managerial roles. This training program helps the company to oversee self-development and language training.
The Toyota motor corporation is the largest motor corporation in the world by sales unit. Toyota, was founded it in 1937, [url=http://www.thehygienerevolution.com/barbour.php]barbour paris[/url] as Toyoda, [url=http://www.achbanker.com/home.php]hollister france[/url] to develop engines. It employs 317, 000 people to work in its branches globally. They are the pioneers of the Kaizen and the Toyota way of thinking. These are methods of production, which are based on continuous improvement and standardization. Toyota manages its talents through management practices in the strategic resource overview, SWOT analysis, Atkinson Flexibility Model, Universalist and contextualises Paradigm. All its practices are designed in relation to the advantage of Management Capital, Human Capital, Social Capital and Organisational Capital.
Works Cited
Atkinson, M 1984, Flexibility: planning for an uncertain future, Manpower Policy and Practice, 1, 26-29 Center for Teaching and Learning, 2003, - Newsletter - Vol. 9 No. 2 - Faculty News Choo, C & Bontis, N 2002, The Strategic Management of Intellectual Capital and Organizational Knowledge, London: Oxford University ress. Griffin, W 2010, Management, New York: Cengage Learning.
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