Toyota Motors Culture and Diversity

Toyota Motors is a leading car manufacturer company in the world. The company was founded in 1937 by Toyoda Sakichi. Over the years, Toyota Motor Corporations has built a strong reputation in the automotive industry. Today, Toyota Motors has spread its operations globally, including the United States. It is one of the premier automakers in the country and is well known for producing quality products. The company’s manufacturing processes borrow heavily from the Japanese principles of quality management.

Toyota Motors is one of the most diverse companies in the country based on the conformation of its workforce, which spans different regions. According to McMillan (2018), the company’s mission is to “To attract and attain customers with high-valued products and services and the most satisfying ownership experience in America.” Its core values include customer satisfaction, integrity, as well as quality and safety. They form the important foundations that direct the seamless operations at the company. The values have also been the driving force behind the company’s success propelling it to attain its goals and objectives.

Toyota Motors as a multinational corporation incorporate diverse cultural mixtures by engaging personnel form different cultural backgrounds. Culture impacts on the way they perceive themselves from time to time. Even though the identity of the employees is influenced by many other factors, the feedback they receive from others has a major impact on their performance. Once the employees become preoccupied with what their co-workers think or say about them, they may be distracted from exercising their duties naturally (Liker, 2017). As a result, a crisis will emerge based on the employee’s identity that will ultimately make it hard for the company to realize innovation and growth. The challenge will be made worse where employees feel distorted, misjudged and underutilized.

Toyota Motor has built a working environment that promotes diversity and inclusion as a key constituent of their business infrastructure. It seeks to form a striking place of work where employees with sweeping skills and values can exhibit their talents to the fullest and accomplish self-realization (Meyer, 2021). The company has built strength and respect around the employee’s capacity to think and stimulate changes involving every associate. Toyota is also enhancing its capacity through gradually creating innovations in existing areas while tackling tasks in different areas.

Toyota recognizes the need to provide commodities from a diverse perspective to the many members of society. Furthermore, to enhance its preference in society, Toyota Motors endeavours to promote partnership with different partners both inside and out of the company while effecting the values it has incorporated since its inception. The partnerships are cultivated around the approach of deferentially learning and taking on tasks from the purchaser’s vantage point (Meyer, 2021). Therefore, the company engages a diverse workforce notwithstanding their age, gender, nationality, creed, race, ethnicity, marital status, religion, sexuality, disability, or the being there of kids.

The success enjoyed by Toyota Motors has largely been attributed to the company’s culture built around the Toyota Production System (TPS). The unconventional manufacturing system has enabled the company to manufacture among the best cars in the world at reduced costs and also to develop new cars fast. In addition to the TPS, the company also integrates soft innovations. The approach has enabled to create a culture of contradictions and paradoxes in numerous facets of its existence.

The company’s employees have to work in a culture where they continually wrestle with different encounters and difficulties for which they must develop new thinking to solve them; that’s why the company keeps improving (McMillan, 2018). The TPS and the soft innovations work to support each other and in unison they move the company forward.

Toyota Motors compliments and recognizes different attributes given the constantly evolving business environment and the diversity of customer needs. Attributes, such as age, gender, and nationality, can be used to boost the dominance of the entire company. Toyota Motors therefore seeks to promote diversity and inclusion as a constituent of its management strategy. Existing job groups are reviewed from time to time based on the work specifications and new programs that permit each one employee to choose from among various career paths (Liker, 2017). The company is also at the forefront in supporting work–life balance by inspiring employees to take paid vacation leave and advising male employees to take childcare leave.

In addition, Toyota Motors introduces necessary reforms, such as morning work schedules, flexitime, and remote working. As part of organization development, the company reviews work practices, to shift on the way to devising a flexible and highly dynamic organization. It also nurtures a setting and corporate culture in which different peoples can work with desire, and advance individual alertness.

Toyota also provide diversity and inclusion by investing in national heroes by assisting them find work after their cherished service to the state (Johnson et al., 2017). Through the Toyota Veterans Association, the company offers advocacy and support for the veterans. The service is also extended to serving military personnel through education on the numerous vital offerings and sacrifices made by troupers.


Johnson, G., Scholes, K. & Whittington, R. (2018). Exploring corporate strategy: Text and cases. 5th ed. Prentice Hall.

Liker, J. (2017). The Toyota way field book; a practical guide for implementing Toyota 4Ps. McGraw-Hill, New York.

McMillan, C. (2018). Organizational identity, corporate strategy, and habits of attention: A case study of Toyota. IntechOpen. Web.

Meyer, P. (2021). Toyota’s organizational culture characteristics: An analysis. Panmore Institute. Web.

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