2.

0 ACKNOWLEDGEMENT

In performing our assignment, we had to take the help and guideline of some respected persons, who deserve
our greatest gratitude. The completion of this group assignment gives us much pleasure. We would like to
show our gratitude University Teknologi Mara (UiTM) for giving us a good guideline for assignment
throughout numerous consultations. We would also like to expand our deepest gratitude to all those who
have directly and indirectly guided us in writing this assignment.

In addition, a thank you to our lecturer, Mr Mazlan Hj Abdul Malek from Faculty Business and
Management, who introduced us to the methodology of work, and whose passion for the “underlying
structures” had lasting effect. Many people, especially our classmates and team members itself, have made
valuable comment suggestions on this proposal which gave us an inspiration to improve our assignment. We
thank all the people for their help directly and indirectly to complete our assignment.

Thank You.

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3.0 OBJECTIVE OF STUDY

1. To describe the management of Honda Motor Company, Ltd.

2. To know the planning and how the decision made by the company.

3. To know how the organization of the company.

4. To identify the leadership style, type of power and motivation that use by the company.

5. To analyse how the company, control the quality of their product and services and how the organization
communicate.

4.0 ORGANIZATIONAL ANALYSIS

4.1 MANAGEMENT

4.1.1 COMPANY PROFILE/ BACKGROUND OF THE COMPANY

Honda Motor Company, Ltd. is established with co-founders Soichiro Honda and Takeo Fujisawa and
introduces (in 1949) its first original designed and engineered product which Mr. Honda appropriately names
the “Dream” D-type motorcycle. The head office of Honda Motor Co., Ltd. located at Minami-Aoyama,
Minato-ku, Tokyo, Japan. Takahiro Hachigo is the president and representative director in Honda Motor Co.,
Ltd.

Honda Motor Company, Ltd. develops, manufactures, and distributes motorcycles, automobiles, power
products, and other products worldwide. Honda Motor Company is Japan's #3 automaker (after #1 Toyota
and #2 Nissan) and the world's largest motorcycle producer.

The number of associates in Honda Motor Company, Ltd. amounted to 237181 people which are 215638
people (consolidated basis) and 21543 people (nonconsolidated basis). 440 affiliated companies in and out
Japan which are 368 companies (consolidated subsidiaries) and 72 companies (affiliates accounted for under
the equity method). On 31 March 2018, total number of shares issued by Honda Motor Company, Ltd.
amounted to 1811428430 shares. 31.04 million units established from Honda Motor Company, Ltd. which
are from 19.49 million units’ motorcycles, 5.29 million units’ automobiles and 6.26 million units of power
products.

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4.1.2 ORGANIZATIONAL CHART OF THE COMPANY

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4.1.3 MISSION AND VISION OF THE COMPANY

A mission is different from a vision in that the former is the cause and the latter are the effect; a mission is
something to be accomplished whereas a vision is something to be pursued for that accomplishment. Also
called company mission, corporate mission, or corporate purpose. Honda Motor Co., Ltd. introduce the two
key elements of the 2030 vision.

One of the elements is universal passion of Honda. They want provide products and services that
expand people’s dreams and potential (value proposition) and taking new challenges while being driven by a
strong passion to realize they value proposition (corporate attitude).

Another key element of the vision is strengths of Honda include strength in manufacturing a broad
range of products including motorcycles, automobiles and power products, earning 28 million customers per
year in markets around the world.

Direction of Honda Motor Company, Ltd. initiatives toward the fulfilment of the 2030 vision.

1) Creating value for “mobility” and “daily lives”

Honda Motor Company, Ltd. will focus on three areas, namely mobility, robotics, with a focus on AI, and
energy solutions in order to provide people with the joy and freedom of mobility and the joy of making
their lives better.

2) Accommodate the different characteristics of people and society

Honda Motor Company, Ltd. will strive to further expand the joy of people by offering products and
services that are optimized based on Honda’s desire to “utilize technology to help people, while putting
people at the core.”

3) Toward a clean and safe/secure society

Striving to become No. 1 in the areas of the environment and safety, Honda will invest more resources in
these areas and they will strive to become a company that leads the effort to realize a carbon-free and
collision-free society

Business Viewpoint to Focus On

Toward the fulfilment of this vision, Honda Motor Company, Ltd. will transform and evolve their existing
businesses and also create new value through efficient use of finite corporate resources. To this end, they
identified three areas that will focus on, and they will utilize their corporate resources effectively and
strengthen their business foundation.

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1) Inter-regional coordination and collaboration

・Honda Motor Company, Ltd. will further enhance their inter-regional coordination and collaboration and
increase the efficiency of their operations from a global perspective.

・Toward this end, Honda Motor Company, Ltd. will grow their global models strong, so that they will be
well-received anywhere in the world. As for regional models, with consideration of customers’ needs in each
region, multiple regions with similar customer needs will work together to realize common regional models
with a high level of product strength. Through this initiative, Honda Motor Company, Ltd. will strive to
achieve more efficient business operations in each region.

2) Collaboration for Open Innovation with third parties

・Honda Motor Company, Ltd. will clarify what they should do on their own, and they will focus on that. At
the same time, company will be proactive in engaging in Open Innovation with external partners.

・ Since its foundation, Honda’s strengths have been advantages in technologies and products centering
around the powertrain and packaging, which includes internal combustion engines as well as more recent
electrified vehicles. In addition, their business foundation established all around the world also has been one
of our strengths.

・ Identifying “powertrain” and “packaging” as core Honda technologies, Honda would like to strengthen
partnerships from the perspective of both Mono-zukuri (the art of making things) and Koto-zukuri (new
experiences drawn from the art of making things) with their customers worldwide.

3) Strengthening foundation of existing businesses

・ Honda Motor Company, Ltd. are going to strengthen their business foundation and ensure sustainable
operations, especially with their automobile business, in order to solidify existing businesses.

・Honda are currently moving forward with a project that will significantly advance Honda’s development
system and capability. The special merit of Honda’s automobile development is our “SED development
system,” where teams from development (R&D), production and sales work as one and form a project team
to pursue product development. Honda Motor Co., Ltd. will further advance this development system and
introduce a new development process for Honda’s art of making automobiles, which will enable them to
more efficiently create both products and services that appeal to people’s emotions.

・As the first step of this initiative, Honda created a new planning division within Honda R&D called the
Product and Perceived Quality Planning Division in October of last year. This is a planning team that ensures
that their products feature “perceived quality” which is not easy to quantify.

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・In order to ensure that all of their automobile models consistently offer such “perceived value” to their
customers, Honda are currently considering the introduction of modular strategies which include the sharing
of parts and units.

・Honda Motor Company, Ltd. will newly establish an Automobile Cost Planning Division that will be in
charge of comprehensive cost reduction by working closely among the divisions of Research &
Development, Purchasing, and Production in addition to strengthening their capability in the area of cost
planning.

・ Through those activities, Honda will aim for creating the attractive automobiles and achieving the
comprehensive cost reduction by making both developing and producing new automobiles more efficient.

・Honda will begin applying these initiatives starting from automobiles scheduled to go on sale in 2019.

4) Corporate attitude

・ For the fulfilment of their 2030 Vision, Honda Motor Company, Ltd. will set the corporate attitude to
“pursue growth through the pursuit of quality.” Honda will increase the quality of Honda products and
services, and at the same time, Honda will increase the quality of their corporate activities, which they will
carry out based on the strong principle that they want to please their customers.

4.1.4 THE PRODUCT AND SERVICES OF THE COMPANY

The company operates through four segments: Motorcycle Business, Automobile Business, Financial
Services Business, and Power Product and Other Businesses. The Motorcycle Business segment produces
sports models, including trial and moto-cross racing vehicles; business and commuter models; all-terrain
vehicles; and side-by-side models.

The Automobile Business segment offers passenger cars, light trucks, and mini vehicles, as well as
vehicles powered with alternative fuel, such as ethanol, battery electric, and fuel cell vehicles. The Financial
Services Business segment provides various financial services, including retail lending and leasing services
to customers, as well as other financial services comprising wholesale financing to dealers.

The Power Product and Other Businesses segment manufactures and sells various power products consisting
of general-purpose engines, generators, water pumps, lawn mowers, riding mowers, robotic mowers, brush
cutters, tillers, snow blowers, outboard marine engines, and walking assist devices, as well as portable
battery inverter power sources. This segment also offers Honda Jet aircraft

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 The company also sells spare parts; and provides after-sale services through retail dealers directly, as
well as through overseas operations, independent distributors, and licensees. Honda Motor Co., Ltd. sells its
products through independent retail dealers.

[ CITATION Hon182 \l 17417 ]

[ CITATION Hon183 \l 17417 ]

4.2 PLANNING AND DECISION MAKING

Planning

Planning provide a foundation for all organizational activities. Through planning, managers coordinate
organizational activities so that the goals of the organization can be achieved. Organizational success
depends on the ability of managers to develop a plan that brings together, in a logical way, the diverse set of
tasks that occur within the organization.

Strategic Planning

Strategic planning typically originates at the highest level of the organization and focuses on enhancing the
competitive position and overall performance of the organization in the long term. It defines the markets in
which the organization competes, what customers in those markets desire, and how the organization will
deliver products and services to meet their needs. The purpose of strategic planning is to move the
organization from where it is to where it wants to be and, in the process, to develop and maintain a
competitive advantage within the industries in which it competes.

Operational Planning

Operational planning determines the day to day activities necessary for achieving the organization’s overall
goals. Operational plans outline the tactical activities needed to support the organization’s ongoing
operations. In general, they are more specific than strategic plans, address shorter-term issues, are formulated
by the middle and lower-level managers (rather than top-level managers) who are responsible for the
organization’s work groups.

4.2.1 SINGLE USED PLANS

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Single-use plans are developed to address a specific organizational situation. Such plans are typically used
only once because the situation to which they apply does not recur. The common types of single-use plans
are programs, projects, and budgets. Each offers a different degree of comprehensiveness and detail.
Programs are the most comprehensive plans, projects have a narrower scope and in fact, are often
undertaken as a part of a program and budgets are developed to support programs or projects.

i. Programs

Programs are single-use plans that govern a relatively comprehensive set of activities designed to
accomplish a particular set of goals. Such plans outline the major steps and specific actions necessary
to implement the activities prescribed by the program. The timing and sequencing of individual and
unit efforts are also articulated in the plan.

ii. Projects

Project direct the efforts of individuals or work groups toward the achievement of specific, well-
defined goals. Projects are typically less comprehensive and narrower in focus than programmes and
usually have predetermined target dates for completion. For example, the marketing department at
Honda Motor Co. Ltd might be asked to undertake a project to heighten awareness of Honda
recruitment needs.

iii. Budgets

Budgets often are undertaken as a part of planning efforts because they specify the financial resource
requirements associated with other plans such as programs and projects. In addition, budgets serve as
a mechanism for controlling the financial aspects of plan implementation. For example, Honda Motor
Co. Ltd would establish a budget to specify the financial resource before making a planning. The size
of the budget might provide some insight as to the importance to the organization. Honda Motor CO.
Ltd facing low of budget when a devasting earthquake and tsunami struck Japan and seriously
damaged that nation’s automotive infrastructure. [ CITATION Ovi16 \l 1033 ]

4.2.2 STANDING PLANS

Standing plans are designed to deal with organization issues or problems that recur frequently. By using
standing plans, management avoids the need to “reinvent the wheel” every time a particular situation is
handled consistently over time. Standing plans include policies, procedures, and rules. Each provides
guidance in a different way. The reputation of the company depends on having effective operational plans to
avoid the risk.

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 i. Policies

Policies are guidelines that govern how certain organizational situations will be addressed. They
provide guidance to managers who must make decisions about circumstances that occur frequently
within the organization. For example, Honda Motor Co. Ltd maintain the benefits option which is
sick leave or vacation leave.

ii. Procedures

Procedures are more specific and action oriented than policies, and they are designed to give explicit
instructions on how to complete a recurring task. For example, human resource management
departments develop procedures for filing benefit claims, documenting the reason for sick leave, and
request vacation time.

iii. Rules

Rules are the strictest type of standing plan found in organizations. Rules are not intended to serve as
guidelines for making organizational decision; instead, they provide detailed and specific regulations
for action. For example, a human resource management department may have rules governing the
number of sick days an employee may take with pay, the months in which vacation time.

4.2.3 GROUP DECISION MAKING

Decision making is frequently entrusted to a group, which may be a board, a standing committee, and ad hoc
committee, or task force. This process is referred to as participate decision making or group decision
making. Participate decision making is becoming more common as organizations push decisions making to
lower organizational levels to increase focus on improving customer service through quality management.
For example, Honda Motor Co. Ltd use brainstorming technique of group decision making. Brainstorming is
a technique used to enhance creativity that encourages group member to generate as many novel ideas as
possible on a given topic without evaluating them. Honda Motor Co. Ltd develops many plans and then
carries out extensive brainstorming sessions where they first set objectives and discuss ways to achieve those
objectives. [ CITATION HRI \l 1033 ]

4.3 ORGANIZING

4.3.1 ORGANIZATIONAL STRUCTURE

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Organizational structure is the typically hierarchical arrangement of lines of authority, communications,
rights and duties of an organization. It also refers to a plan representing the relationships between jobs and
departments in organization. Organizational structure determines how the roles, power and responsibilities
are assigned, controlled, and coordinated, and how information flows between the different levels of
management [ CITATION org18 \l 1033 ].

There are many types of organizational structures. It consists of functional structure, divisional
structure and matrix structure as traditional organizational forms that have been used for decades. However,
there is another one which is networking structure that has emerged recently as an approach to meeting the
challenges of today’s business environment [CITATION Placeholder1 \l 1033 ].

Literally, it is important for an organization to get a group’s organizational structure correct in order for its
aims to be successful. As wrote by Gill Corkindale in Harvard Business Review, poor organizational design
and structure results in a bewildering morass of contradictions: confusion within roles, a lack of coordination
among functions, failure to share ideas, and slow decision making bring managers unnecessary complexity,
stress, and conflict. Often those at the top of an organization are oblivious to these problems or, worse, pass
them off as or challenges to overcome or opportunities to develop [ CITATION Cor11 \l 1033 ]. Therefore,
an outdated structure can result in unnecessary confusion and ambiguity and often a lack of accountability.

Honda Motor Co., Ltd.’s organizational structure is based on the varied business operations of the
company around the world. Honda employs its organizational structure to support business goals and
strategic direction. This structure is also linked to the traditional organizational structures. The effectiveness
of Honda in maintaining strong global presence shows its ability to use its organizational structure in
maximize efficiency. Therefore, this organizational structure is a contributor to Honda’s success in the global
market.

Honda has functional and divisional organizational structure. In April 2014, Honda established the Japan
Headquarters and separated global functions from operations in Japan. Prior to this, Honda’s organizational
structure was established globally from its foundation in Japan, but regional roles and responsibilities have
been clarified, and now taken on a truly globalized operational structure, with six organically linked regional
organizations. Honda’s organizational structure is based on its function, geographical division and product
division.

i. Functional structure

Functional structure is a structure in which tasks and jobs are grouped according to the function they perform
within the organization. It based on the specialization so that the manager can help employees focus on a

10
particular job or task to perform it effectively and efficiently [CITATION Placeholder1 \l 1033 ]. Honda has
six functional operations which are Business Management Operations, Human Resources and Corporate
Governance Operations, Brand Communications Operations, IT Operations, Production Operations,
Purchasing Operations and Customer First Operations. Each of its providing support and coordinating efforts
to increase the effectiveness and efficiency of the Honda Group as a whole [ CITATION Abo18 \l 1033 ].

ii. Product divisional structure

Product divisional structure is a structure in which the activities of the organization are grouped according to
specific products or product lines. It is considered as most appropriate for organizations with relatively
diverse product lines that required specialized efforts to achieve high product quality, as that is defined by
the markets [CITATION Placeholder1 \l 1033 ]. Honda has set a product-based division. Honda has
developed medium-to-long term plans for their respective products which are motorcycles, automobile and
power product. It coordinates efforts with the six-geographical divisional structure to optimize and enable
smooth global business operations [ CITATION Abo18 \l 1033 ].

iii. Geographic divisional structure

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Geographic divisional structure is a structure in which the activities of the organization are grouped
according to the geographic markets served. Each geographic division is responsible for distributing
products or services within a specific geographic region. This structure permits organizations to concentrate
their efforts and allocate their resources toward penetrating multiple markets, each with products and
services that are, when necessary, adapted to meet local needs and preferences [CITATION Placeholder1 \l
1033 ]. On the basis of Honda’s Fundamental Beliefs and from long term perspective, to support business
expansion six regional divisions which are Japan, North America, China, South America, Europe and Asia &
Oceania have been established. They are responsible for management of the business in their respective
regions [ CITATION Abo18 \l 1033 ]

4.3.2 SPAN OF MANAGEMENT

Span of management is also known as span of control, span of supervision, span of authority and span of
responsibility. It indicates the number for people directly managed effectively by a single person. In the
context of organizing, span of management is the number of people supervised by the manager. Monitoring
and mentoring the work of subordinate is a less daunting task when the number of subordinates is small but
become more difficult when superiors are charged with overseeing a large number of individuals.

Early management scholars such as Henri Fayol, Lydal Urwick and Luther Gulick who proposed the
principle of spa of control, dictates that superiors should oversee a limited number of subordinates rather
than a large number of subordinates. Normally, organizational characteristics such as task complexity will
influence the appropriate span of control. When tasks are very complex, the span of control should be
narrow. This allows the manager to spend more time with each subordinate to help him or her deal with the
job’s complexity. On the other hand, when the jobs are low complexity, a manager will not need to spend
more time supporting individual subordinates and the span of control may be larger [CITATION
Placeholder1 \l 1033 ].

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 Existing R&D centers which are currently organized based on geographical location have
reorganized into five centers based on specific functions. The names of the five centers are Motorcycle
Development Center, Automobile Development Center, Power Products Development Center, Aero Engine
Development Center and Basic Technology Research Center. Each center have separate offices for planning,
product development, technology development and administration with clearly defined roles. A flat and less-
layered organizational structure has been employed to ensure smooth and direct communications between
the head of the office and associate [ CITATION New06 \l 1033 ].

4.3.3 DELEGATION

A manager at all organizational levels probably cannot perform all the tasks assigned to him. In order to
meet the targets, the manager should delegate authority. Delegation itself means the process of transferring
the authority for a specific activity or task to another member of the organization and empowering that
individual to accomplish the task effectively [CITATION Placeholder1 \l 1033 ].

For the process to be successful, a worker must be able to obtain the resources and cooperation
needed for successful completion of the delegated task [CITATION Ric \l 1033 ]. Although authority can be
delegated, responsibility cannot because the person who delegates a task is ultimately responsible for its
success. Therefore, the assigned worker is accountable for meeting the goals and objectives of the task.

In order to facilitate quick and appropriate management decisions at the regional and working levels,
Honda appoints Operating Officers who have been delegated the business execution authority from the
Representative Director or the Executive Director to play the roles in their respective fields of Regional,
Business and Functional Operations, R&D subsidiaries and other major organizational units [ CITATION
Abo18 \l 1033 ].

In Honda R&D Co. Ltd., primary authority to make operational decisions have been delegated to the
head of each office within each center to achieve an autonomous operational structure through which each
office can make more decisions. Before this it held by the head of each center [ CITATION New06 \l 1033 ].

4.4 LEADING AND MOTIVATION

4.4.1 LEADERSHIP STYLE

Leadership is broadly defined as a social influence process that causes other to achieve organizational goals.
It is not a position, title, privilege; leadership is a responsibility and a process.[ CITATION Pam16 \l 1033 ]
Typically, leadership involves creating vision of the future, devising a strategy for achieving that vision, and

13
communicating the vision so that everyone understands and believes it. Leadership style is the manner and
approach of providing direction, implementing plans, and motivating people. As seen by the employees, it
includes the total patter of explicit and implicit actions performed by their leader. (Newstrom Davis, 1993)

Soichiro Honda is an exemplary leader. He was a simple man and people followed him as he inspired
them. He was a person with vision and passion. Honda created the vision – a view of the future that excited
people and directed them toward the goals. With a clear vision that is communicated to the company, a
strategy and purpose becomes clear and a concerted effort towards reaching logical goals becomes possible.
Along with that vision comes the ability to carefully assess the importance of the technology being
developed and a balanced picture of its impact upon the market to which it is addressed. (Collins & Lazier
1993, pp. 61-75)

Soichiro Honda’s management style differed from Japanese business traditions by emphasizing individual
achievement rather than company’s harmony. He hired creative people and promoted research that resulted
in technological innovation. Soichiro Honda worked alongside his employees with an enthusiasm that
inspired them to perform better. His unique leadership has allowed the Honda Motor Company to become a
world power in the automotive industry. Now, it is necessary to analyse components of effective leadership
team work and team building, organizational culture, and motivation in connection with Honda’s leadership
style.

This shows that Soichiro Honda use the participating style where it involves sharing ideas and
maintaining two-way communication to encourage and support the skills the employees have developed. It is
used most appropriately for moderate to high employee readiness. The leader focuses on sharing ideas and
responsibility with an emphasis more on the relationship and employee involvement than on the specifics of
the task.

Soichiro Honda was a true leader who had the ability to create a healthy working atmosphere within the
team. In reality, team work success does not happen without hard work of a manager leader. Honda focused
efforts and activities of a team for achieving the desired goal effective and successful team work. He set
clear goals, and everyone accepted them. Soichiro Honda demanded practical results, and he knew how to
achieve these results. He learned to see failures as necessary steps toward success. He instilled in his
employees the drive to learn without fear of failure, having built the road to success.[ CITATION Fre \l
17417 ]

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 Now, it appears that Honda Motor Company, Ltd wants the next leader to be more experienced with
different cultures and open to varying opinions. We are excited to see Mr. Takahiro Hachigo, the latest chief
executive officer, officially in June.

4.4.2 TYPE OF POWER

Power is defined as the ability to use human, informational, or material resources to get something done.
Let’s distinguish power from authority. Authority is the right to get something done and is officially
sanctioned by the organization; power is the ability to get results with or without the organization’s official
sanctioning. Power is important for leaders to influence not only subordinates but also peers, supervisors,
and people outside the organization such as clients and suppliers.[CITATION Pam161 \l 17417 ] There are
three types of power, which are position power, personal power, and power orientation.

For Honda Motor Company, Ltd, Soichiro Honda manage obtain his power from both the organization,
position power and from themselves, personal power. The main base of positional power of Soichiro Honda
is legitimate power. Soichiro Honda has been appointed by the Chief Executive Officer to manage the
company. Thus, Soichiro Honda has the authority to direct his employees; action and they must comply with
those requests. For personal power, Soichiro Honda has an expert power too in managing his employees.
Even though he is the manager, he has the knowledge in engineering and industrialist.

4.4.3 MOTIVATION

Motivation refers to forces, either internal or external to a person, that act as inducements or that influence
action to do something. The action may be the individual’s choice, effort, or persistence. Although the
process of motivation is complex, managers see motivation as an integral part of the performance equation at
all organizational levels.[CITATION Pam161 \l 17417 ]

For Honda Motor Company, Ltd, Soichiro Honda placed human initiative and attention to all workers on the
first place. He tried to create a better environment for his employees, attract specialist and motivate them to
do their work in best possible way. Motivating the employee was one of the main objective of human
resource management at Honda Motor Company, Ltd. Mr. Honda paid much attention to experimental work
and did not accepts attempts to control him or his corporation via the traditional caste system.

15
Soichiro Honda understood that encouraging his worker’s personal development, their wish for self-
actualization will bring him success in business. He instilled in his employees the drive to learn without fear
to failure, having built the road to success.

4.5 CONTROLLING AND COMMUNICATION

4.5.1 HOW THE ORGANIZATION COMMUNICATE

Communication is a process in which one person or group evokes an identical or common meaning in
another person or group. Honda Motor Company, Ltd communicate formally. As against the largely
bureaucratic communication, hierarchical channels characterizing western corporations, which is largely
effective and efficient, the Japanese channels of communication compromise in large part of face-to-face
communication. These comprise everything from provision of information regarding assignment of tasks,
responsibilities, organizational goals and the development and rechannelling of feedbacks.

4.5.2 HOW THE COMPANY CONTROL THE QUALITY OF THEIR PRODUCT OR SERVICES

Organization control is a process through which leaders regulate organizational activities to make them
consistent with the expectation established in plans and to help them achieve all predetermined standards of
performance.[CITATION Pam161 \l 17417 ] To ensure high quality, Honda conducts comprehensive quality
assurance activities from the dual perspectives of design and manufacturing.

i. Design/Development

The company implement quality assurance from the drawing stage by utilizing design and
manufacturing expertise to create drawings designed to facilitate manufacturing.

ii. Production Preparation

Prepare quality assurance in production processes by building manufacturing controls that limit
process variability.

iii. Production
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 In addition to using drawings designed to facilitate manufacturing and implementing manufacturing
controls that limit process variability, conduct rigorous inspections of parts and vehicles, and take
steps to ensure no damage occurs during transport.

iv. Sales and Services

Market quality issues after sales are dealt with by dealerships, which collect quality information from
customers in a timely manner.

v. Quality Information Collection/ Analysis and Quality Improvement

Quality information from customers and markets throughout the world is collected and analysed with
improvements quickly made to quality (market quality improvement system)[ CITATION Wor17 \l
17417 ]

5.0 RECOMMENDATION

1. In order to increase motivation among employees they should provide incentives such as badges for
employees of the month.

2. To reduce employee turnover, Honda Motor Company, Ltd should have a strong organizational
culture. They can enforce this by holding annual seminars for employees.

3. In order to maintain a strong customer relationship and get constructive feedback, they should create
online questionnaires and chat rooms.

4. The rules that has been set by Soichiro Honda need to be modified according to the changing times
as Honda Motor Company, Ltd is becoming more globalized.

5. They should be able to different styles of management as each country has its own management
styles.

6.0 CONCLUSION

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Honda Motor Company, Ltd is a well an organization from top to bottom. To be successful, Honda has to be
successful in dealing with communication matters. The need for communication skill is not very apparent so
we are all working in an interconnected global economy and it is important to build a good relationship with
people from other cultures which finally lead to the better business.

7.0 REFERENCES

(n.d.). Retrieved from HRI: https://www.honda-ri.de/research/decision-making/

(2016). In P. S. Lewis, S. H., J. F., & P. M., Management Challenges for Tomorrow's Leaders (p. 287). Subang Jaya:
Cataloging-in-Publicion Data.

(2016). In P. S. Lewis, S. H., J. F., & P. M., Management Challenges for Tomorrow's Leaders (pp. 368,369). Subang Jaya,
Selangor: Catologing-in-Publication Data.

(2017). Retrieved from World Honda : https://world.honda.com/sustainability/report/pdf/2017/Honda-SR-2017-en-

049-060.pdf

(2018). Retrieved from Honda History: https://www.honda.com/history

(2018). Retrieved from Honda Global Products: https://global.honda/products/

(2018). Retrieved from Honda Operations: https://www.honda.com/operations/how-honda-helps-you-invest-in-

honda

About: Corporate Governance. (2018). Retrieved from Honda Motor Co., Ltd: https://global.honda/about/corporate-
governance.html

Camp, R. R. (2018, December 8). Delegation. Retrieved from Reference for Business:
https://www.referenceforbusiness.com/management/De-Ele/Delegation.html

Corkindale, G. (2011, February 11). The Importance of Organizational Design and Structure. Retrieved from Harvard
Business Review: https://hbr.org/2011/02/the-importance-of-organization

Free Leadership Training Tutorials Articles. (n.d.). Retrieved from

http://leadershiptrainingtutorials.com/leadershiptraining/teamwork/team-building-soichiro-honda/#.XA-
2InQzZPZ

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Jurevicius, O. (2016, november 5). strategic management insight. Retrieved from
https://www.strategicmanagementinsight.com/swot-analyses/honda-swot-analysis.html

News Room: Honda Announces Management Changes. (2006, February 20). Retrieved from Honda Motor Co., Ltd.:
https://global.honda/newsroom/news/2006/c060220b-eng.html

organizational structure. (2018, December 8). Retrieved from BusinessDictionary.com:

http://www.businessdictionary.com/definition/organizational-structure.html

Pamela S. Lewis, S. H. (2016). Management: Challenges for Tomorrow's Leaders 6e. SJ Learning.

8.0 APPENDIX

Appendix A (Honda Motor Company, Ltd.’s Logo)

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 Appendix B (The latest CEO, Takahiro Hachigo)

Appendix C (One of the product of Honda Motor Company, Ltd)

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9.0 ARTICLE

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Website Article: https://www.businessinsider.com/strategies-that-make-honda-innovative-2014-7/?IR=T

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