Organizational Slack And Toyota's Innovation

According to Lawson's definition, organization slack is "a buffer of actual or potential resources that allows an organization to adapt to internal adjustment pressure and external policy change pressure and cause a strategic change in the external environment." Over the past two decades, efficiency has been recognized as an important business principle, eliminating this loose and necessary resources that are important to the future in terms of flexibility, innovation and learning.

As an alternative organizational structure for innovation management, Toyota's central innovation team is established at the branch level and reports to department heads, not individual categories, product groups, or brand owners. These central teams are mainly used in individual departments, categories, product groups, brands to respond to the market with maximum possible effort and speed as much as possible despite daily stress and distraction surgery It is.

Toyota's Organizational Culture Toyota is the world leader in the automotive industry. Toyota has branches all over the world and there are branches in almost all states in the US. The three levels of culture in Toyota's organization are artifacts, beliefs and values, and basic fundamental premises. Important aspects of Toyota's internal organizational culture include leadership and motivation (structure and process), teamwork and communication (ideal, goal and value), and conflict resolution (of course belief). According to Schein, "cultural relics contain products visible to the group, such as visible usable structures and processes" (Schein, 2010). Toyota's leadership style is democratic, and it turns out that it is effective in Toyota. Toyota involves employees in the decision-making process, especially when decision-making affects itself. In Toyota, employees are independent and the management team has little supervision.

On January 1, 2010, Toyota announced a major change in organizational structure as part of the continuous improvement policy. As we all know, Toyota often makes organizational changes to give the company a competitive advantage in the market. These changes vary from management objectives to company-wide reevaluation. The main changes announced in 2010 are as follows. This will reorganize the procurement planning department into procurement management and the global procurement promotion department and body part procurement department should be updated to procurement planning department. The aim is to integrate domestic and foreign administrative functions and to tackle future project management activities and cost-effective strategies.