Human Resources Management

Assignment
Subject: Human Resource Management

Topic: Multinational Organization

Submitted To: Arooj Fatima

Submitted By: Sadia Munir Ahmad

Roll number: 15

GOVT ISLAMIA COLLEGE,

FOR WOMEN, EIDGAH ROAD, FSD

MULTI NATIONAL ORGANIZATION

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A multinational corporation (MNC) has facilities and other assets in at least one country other
than its home country. A multinational company generally has offices and/or factories in
different countries and a centralized head office where they coordinate global management.
These companies, also known as international, stateless, or transnational corporate organizations
tend to have budgets that exceed those of many small countries.

Multinational corporations are large companies with operations in several countries across the
word.

For Example:

1. Microsoft. Microsoft Corporation India is a subsidiary of Microsoft Corporation which

as we all knew is an American multinational, started in the year 1975.
2. IBM.
3. Nestle.
4. Proctor & Gamble.
5. Coca-Cola.
6. PepsiCo.
7. CITI Group.
8. SONY Corporation.
9. Toyota.

TOYOTA
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INTRODUCTION

In 1933 company was founded by Kiichiro Toyoda. In 1934 department of Toyota industries
manufactured first product the product called Type A engine and its first passenger car AA in
1936. Toyota bought some other companies also and own and operates Lexus, Scion, Daihatsu
and Hino Motors and shareholdings in Fuji heavy industry, Isuzu, Yamaha, and Mitsubishi
Aircraft Corporation. All these and some other in total includes around 522 subsidiaries.

Toyota is worldwide famous and well known company because of their high quality
manufactured cars, Toyota is doing very well and growing very fast globally they have their
operations, manufacturing facilities and valuable loyal customers all over the world. Toyota is
going up day by day.

RAPID EXPANSION

Rapid expansion met the demand of customers but on the other hand gradually they started
receiving complains from their customers. In one period they were aware of the problem but they
didn’t recover it and took it easy which later returned back as a big problem for Toyota and did
huge quantity recalls which cost a lot.

Rapid expansion helped but put them in big problem also they lost the quality control and the
spare parts purchased from different suppliers were the big problem also. They have basically
three types of suppliers:

 Tier One Suppliers

 Tier Two Suppliers
 Tier Three Suppliers

TOYOTA LEAN PRODUCTION SYSTEM

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Toyota Production system called as lean manufacturing also because they introduced and worked
on this concept of saving extra wastage. The system eliminates the overproduction, waste,
useless transportation, inventory, motion, defective goods, over processing, waiting and
implementation of the concepts like continuous flow and customer pull. The major areas which
are very considerable and main causes are:

 Delivery
 Safety
 Costs
 Morale

Toyota Production System (TPS)

TPS based on 7 basic principles which really helped them to have good approach to meet the
demand and in a good satisfied manner. The principles they followed tried their best to reduce
setup time and to have better quality focused on small lot productions. Encourage and involved
employees gave them job security and rights to involve and give full participation and their
thoughts for improvements, quality increment and maintained the equipment with great new
changes.

EXECUTIVE SUMMARY OF THE ORGANIZATION

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The importance of operation  management in any kind of business organization is known

to all. The companies that did not follow planning in the operation management were not
to succeed as much as the companies that planned their  operations and processes.

The report takethe example of Toyota Motor Corporation and establishesthe fact the ins
pite of the severe competition that exists in the automobile industry and in spite of the
many downfall of the industry; the company has been able to make its mark on the globe.
The company has made its global presence felt and it could very well be attributed to the
excellent operations planning at both the assembly line and at the product and process
level. The company uses the Just in Time techniques to reduce wastage and also aims at
maintaining the highest possible quality by implementing Kaizen techniques.

 The Kanbanwhich is also known as the signboard technique is also used for
maintain the lean production in the company.

Toyota has been able to perform well as they have the most efficient process technology

planning, capacity management planning, lean production techniques, continuous
improvement strategies and supplier development techniques. The company would need
to make some changes in the materials-processing, information-processing, customer-
processing and also in the process technology related to volume and variety. The future
outlook for the company appears to be bright but the company would have to make the
changes in the technologies accordingly.

 Toyota appears to be the best possible example to demonstrate the operations

management techniques as they
have mastered the art ofusing the space, the capacity and also providing the highest possi
ble quality.

HRM IN THAT ORGANIZATION

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Human resources management in Toyota is an organizational function that personnel and

operates a unit. These workforce deals with problems related to individuals within the
organization. They make programs to select the best, develop and retain talent and set up a
system for employee benefits, payroll administration and daily operation. For manufacturing
companies due to the comparatively complex organizations and the processes connecting to
levels of employees, this HR department can play a more interactive part in hiring the correct
talent, taking care about the workplace needs, hearing the voice of employees, promoting
teamwork and mediating conflicts that would maximize efficiency, productivity and
competitiveness.

ISSUES

Regularly at Toyota, problems recognized are solved by reaching a cross- functional team
together and letting them to employ the problem-solving procedure and empowering them to
create the decisions necessary to get care of the issues.

 Improved joint effort within HR and with manufacturing.

 Development of personage skills in HR.
 Interation of HR values into each section.
 Greater elasticity in the workers.
 Improved communication and entrance to HR for team members.
 List all current member roles.
 Identify the main roles of HR and then support the organization accordingly.
 Operate within budget constraints.

Human Resource changes

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Key external factors are pouring radical changes to the organizations shape and work the
Strategic circumstance for organization people currently and in the imminent years. The factors
are for illustration, technological evolution, social and economical changes, operational
environment, etc.

To remain competitive, organizations regularly find it essential to commence major changes that
have an effect on their process and people.

1. Strategic Partners:

 Act as an essential part of the commerce team.

 Connect the business team in methodical organizational audits resultant in clear priorities.
 Give HR resources to the trade.
 Possess clear understanding.

2. Administrative Experts:

 Develop and manage rule, plans, and policies for efficiently managing human capital.
 Act as consultants in fields of know-how, supporting additional HR professionals and
additional HR clients.
 Take blame for continuous development in programs and operations.

3. Employee Champions:

 Speak for employee wants and management anxiety about employee relations.
 Know the employees and foresee their concerns and issues.
 Be approachable by employees.
 Be professional in assisting employees.
 Provide employees with the resources they need for meeting company objectives.

4. Change Agents:
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 Influence and impel organizational change strategies in sustain of business objectives.

 Manage the process to make sure successful change management.
 Incessantly take the organization’s pulse concerning both internal and external affairs.
 Remain up to date about implements and practices of change in order to successfully and
efficiently run change and react to the organization’s needs.

Team performed the HR roles of both employee and strategic partners. The task of the
teams included:

 Development: on job development, section-specific training, coaching, process

improvement, section business and strategic planning.
 Employee Relations — employee advocate, peer reviews, concern resolutions, safety and
health.

 HR Systems — rewarded promotions up to assistant manager, training for salaried

members, salaried relations.

 
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ORGANIZATIONAL CHART
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RECURITMENT PROCESS

We believe in our people and that’s what makes the difference at Toyota. People are at the heart
of our long-standing success, which is why we go to great lengths to find the right individuals to
join the Toyota family, then invest heavily in training and development to help fulfill their
potential. At all times, you can expect to be kept in touch with your progress and be given the
same respect we give our staff and customers.

Here’s how our recruitment process works:

 Apply online, including completing a questionnaire and uploading your CV and cover
letter.

 You’ll be shortlisted if your application reflects what we’re looking for. You may also be
invited to a phone interview. We’re looking at things like background, experience
relevant to the position, qualifications, interests outside of work and team fit.

 If we’re keen to find out more, you’ll be invited to a face to face interview. We’ll talk
about why you’re interested in the position, why you want to work for Toyota and what
you can contribute to the role, team and organization.

 Depending on the role and your ability, Microsoft Office and psychometric testing may
be required. The testing is designed to help us understand more about you and where
you’d fit in at Toyota.

 To complete the process we’ll conduct referee and background checks. One of your
referees will need to be related to your current position. If everything checks out you’ll
get a formal job offer and written agreement, then it’s into our induction program.
Welcome to the team!
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TRAINING AND DEVELOPMENT

Training is essentially the instructing of others in information new to them and its application. It
may, and often does, involve the teaching of new skills, methods and procedures.

Very few people are born trainers, and most of those who wish to be trainers require training.
Even those few who are born trainers benefit from training, and their effectiveness is enhanced
as a result.

Successful training – that which produces the desired result – lies almost entirely in the hands of
the trainer. In the trainer’s hands lies the heavy responsibility for ensuring that the trainees
achieve the maximum possible from the training. .

It is intended that the modules that follow will be of assistance to those wishing to train and those
already training.

COMPANIES:

1. TOYOTA

2. MARUTI SUZUKI

The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father’s
company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a
department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its
first passenger car, the Toyota AA. Toyota Motor Corporation group companies are Toyota
(including the Scion brand), Lexus, Daihatsu and Hino Motors,[7] along with several “non-
automotive” companies.[8] TMC is part of the Toyota Group, one of the largest conglomerates in
the world.

Toyota Motor Corporation is headquartered in Toyota City, Aichi and in Tokyo.[9] In addition to
manufacturing automobiles, Toyota provides financial services through its Toyota Financial
Services division and also builds robots Main article: History of Toyota
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Recent company developments

2007-2010 financial crisis

On May 8, 2009, Toyota reported a record annual net loss of US$4.2 billion , making it the latest
automobile maker to be severely affected by the 2007-2010 financial crisis.

2009-2010 vehicle recalls

Main article: 2009-2010 Toyota vehicle recalls

From November 2009 through the first quarter of 2010, Toyota recalled more than 8 million
(accounts differ) cars and trucks worldwide in several recall campaigns, and briefly halted
production and sales.[11][12] The US Sales Chief, James Lentz, was questioned by the United
States Congress committees on Oversight and Investigations on February 23, 2010, as a result of
recent recalls.[13] On February 24, 2010, Toyota CEO Akio Toyoda testified before the House
Committee on Oversight and Government Reform.[14] On 6 April 2010, The US government
sought a record penalty of US$16.375 million from Toyota for its delayed response in notifying
the National Highway Traffic Safety Administration regarding the defective accelerator pedals.
[15] On 18 May 2010, Toyota paid the fine without an admission of wrongdoing.[16][17][18]
The record fine and the high profile hearings caused accusations of conflict of interest. The US
government is regulatory body and part owner of two major competitors, General Motors and
Chrysler.[19][20] Senior managing director Takahiko Ijichi said that recall-related costs in the
financial year that ended March 2010 totaled US$1.93 billion (¥180 billion).

Main article: Plug-in hybrid

Plug-in Prius concept

Toyota is currently testing its “Toyota Plug-in HV” in Japan, the United States, and Europe.
Like GM’s Volt, it uses a lithium-ion battery pack. The PHEV (plug-in hybrid electric vehicle)
could have a lower environmental impact than existing hybrids.
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On June 5, 2008, A123Systems announced that its Hymotion plug-in hybrid conversion kits for
the Prius would be installed by six dealers, including four Toyota dealerships: Westboro Toyota
in Boston, Fitzgerald Toyota in Washington D.C., Toyota of Hollywood in Los Angeles, and
Madison Wisconsin-based Smart Motors.

IMPORTANCE OF TRAINING:

Training and Development helps in optimizing the utilization of human resource that further
helps the employee to achieve the organizational goals as well as their individual goals.

 Annual Training Plan – All Levels

 Training customized to meet Organizational Objectives

 Topics selected based on Vision, Values Feedback of Company-wide Managers

 Competency Mapping to identify Individual Training Need

 Technical Training on latest Technologies abroad at SMC, Japan & Departmental

STRONG FOCUS ON TRAINING INITIATIVES

Build a Learning Organisation2Continuous Value Additions to Professional Skills3Customised

Training4Training to the personnel of Business Partners

OVERSEAS TRAINING

 Performance & Potential based Appraisal

 Fast Track Option for High-performers

 Promotions after Managers Vacancy based

 Interviews for promotions above Managers

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SELECTION OF SUPERVISORS:

1. Performance / Attendance / Discipline record

2. Written Test & Interview
3. Job Rotation – including Inter-functional

OUTSOURCING HR:

 Part of our Long-term Strategic Plan

 Currently Trainers hired from outside

Some suggested methods from my side for these 2 companies:

1. Training by Lecture

2. Training by Presentation

3. Coaching

4. On-the-job training

5. Self-training

6. Job rotation

7. Movies/videos/computer-based training

8. Training by Group discussion

9. Training by Seminar

10. Training by Projects

11. Panel training

12. Tutorial training

13. E-learning
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Web Portal Services

1. Sun Stack – Core Java, J2EE, EJB, Web Portal – IBM web sphere, web Logic, Microsoft stack
– asp, asp.net, vb.net

2. Software Testing – Manual Testing, Automated testing – win runner, load runner, testing life
cycle management, bug management.

3. Data warehousing – Informatica, Cognos, business objects, ab initio, Data warehousing design
principles, SAS, SPSS.

4. Data management – Oracle, sybase, Sql server, ESS base, database designing using ER-Win,
data cleansing, database administration of Oracle, Sql server.

Toyota and maruti Suzuki [ some of the gaps to be filled]

Both the companies should have to increase their leadership skills

2 sense of belongingness should be given to the employees to achieve more productive work
lecture should be properly given. 4 reductions in the communication gap

In training modules should be arranged as follows :

· Module 1: Principles of effective communication – “Getting the message across”

· Module 2: Effective oral communication

· Module 3: Why train? The trainer’s role and responsibility

· Module 4: Methods of training – The right method

· Module 5: The art of questioning

· Module 6: Types of training aids – How to make and use them

· Module 7: Planning and delivering a presentation

· Module 8: Evaluating training

· Module 9: Testing trainee trainers – Individual presentations

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· Module 10: Organizing and managing a training course

EMPLOYEE RELATIONSHIP

TOYOTA:

EMPLOYEES:

Health and Safety

Basic Philosophy for Safety and Health

Ensuring the health and safety of its employees is positioned as one of Toyota's most important
longstanding business activities, and will continue to be so going forward.

<Philosophy for health and safety>

The physical and mental health of our employees is the driving force behind our good
performance, and our top management has announced that Toyota aims to become a health-first
company. For safety, under its basic safety and health philosophy, "Safe work is the gate to all
work. Let us pass through this gate," Toyota is disseminating its strong desire for its employees
to never be involved in occupational accidents.

<Health and safety function policy>

Aiming to develop human resources and workplaces capable of positively thinking and taking
action to safeguard their health and safety, Toyota is promoting the instillation and deepening of
its interactive health and safety culture on a global scale.
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Relationship with Our Associates

Our ultimate goal is to create safe and secure workplaces for everyone, where each and every
associate can exercise their diverse potentials and play active roles.

Building a Safety-Oriented Culture That Aims for Zero Industrial Accidents

In accordance with our fundamental policy of “fostering safe, healthy and pleasant workplaces,”
Toyota Industries strives to prevent industrial accidents and occupational disorders as well as
realize better work environments by making equipment more immune to accidents or disorder
early as in their design stage.

In fiscal 2020, we continued to promote primarily safety and health measures from human,
object and administrative standpoints based on risk assessment.

The analysis results of past accidents and interviews with plant personnel revealed that many
operators lacked sufficient awareness of hazard sources and conditions. As an effort to increase
their individual consciousness for latent hazards in the workplace, we added hazard-related
matters to which they should pay attention into their routinely used workplace reports of
industrial accidents and potentially serious near-accidents as well as reports of risk prediction
activities.

Based on the results, we created and distributed manuals and guidelines matched to actual
operations to make sure that risks are identified and reduced.