Corporate culture of Toyota corporate culture

Corporate Culture of Toyota Motor Corporation Japan Toyota Motor Corporation was founded in the late 1930s. The company has 8 factories and 45,000 employees. Its products are mainly auto parts, including steel, colored products, chemical fiber products, plastic products, rubber, glass and various daily necessities. Toyota Motor Corporation is the third largest automobile manufacturing company in the world, second only to General Motors and Ford Motor Company. Toyota Motor Corporation ranks 100 in Fortune magazine 1999, with operating income exceeding $99 billion, profit of $278.6 billion and total assets exceeding120 billion.

Its successful experience is to accumulate talents, make good use of capable people, attach importance to the cultivation of employees' quality and establish a good internal image of the company.

Higher education level and the establishment of enterprise talent training system are the basis for the rapid development and leap of enterprises and even social economy.

Toyota attaches great importance to enterprise education in human resource management. As a part of the combination of corporate culture and human resource management, Toyota's corporate education has made great achievements. This has been confirmed in Toyota's corporate culture and human resource management. Toyota carries out enterprise education for new employees in a planned way to cultivate them into people with independent work skills. This kind of entrepreneurship education can enable the educated to learn in stages, upgrade in turn, and receive higher education, thus cultivating high-level skill groups.

Toyota's education scope is not limited to vocational education, but also goes deep into personal life. The goal of education has practical significance in life and can be generally accepted by employees. Employees are not bored with this kind of education. This kind of universal education, which has been unveiled, may be considered extremely common by some people. However, this kind of education is permeated with philosophical thoughts and put into practice. Someone asked, "What is the focus and goal of Toyota's personnel management and cultural education?" President Toyota once replied: "The essence of personnel management and cultural education is to mobilize everyone's enthusiasm through education." The basic idea of Toyota education is to "mobilize enthusiasm" as the core. Informal education, known as "various activities of interpersonal relationship" in Toyota, is a unique educational model of Toyota, which is the aforementioned education on human ideology. The core of informal education is to solve the relationship between people in the workshop and cultivate the interpersonal relationship of mutual trust. Just improving working conditions such as wages, welfare and medical care cannot be the main factor to actively mobilize employees' enthusiasm. Toyota has created a series of spiritual education activities in an informal and irregular way. Its methods are varied, and the things that are generally handled by the "welfare and health care" departments are taken as the basis of "cultivating talents" and integrated into the daily life of employees.

Informal activities include the following aspects: ① Group activities within the company. ② Personal contact (PT) exercises.

Among them, "group activities within the company" divide employees into smaller groups according to their characteristics. Small groups can make participants more casual and closer to each other, which is very helpful to cultivate the team consciousness of employees. A person can attend different group parties according to different roles. By attending these parties, we not only have social activities, but also have the opportunity to talk to each other. For this kind of gathering, the company has built gymnasiums, conference halls, meeting rooms and small rooms for free use. The company does not interfere with or restrict the activities of the Party. Workers set up such groups with personal membership fees, and leaders are elected from among themselves and take a rotation system. So everyone has the opportunity to be a leader who "gives full play to his abilities". These parties have the same condition, that is, as a place for members to communicate with each other and inspire themselves, and make effective use of their spare time to communicate with members in different positions.

Personal contact and "predecessor" system. In order to familiarize new employees with the new environment, Toyota put forward the topic of "warmly welcoming new employees", and adopted the form of "personal contact" in this regard. This form of practice is to choose a senior and make sure he is the "full-time senior" of the new employee. This senior is responsible for guiding everything and has produced good results. The term of office of full-time senior staff is generally 6 months. In work, life and workshop, full-time seniors give guidance and care, give guidance and care to interpersonal relationship, life and workshop, and coordinate interpersonal relationship and superior-subordinate relationship. The company has institutionalized this "predecessor" method. In addition, there is a system of "personal contact with leaders". This is the "host" education for foreman, team leader and monitor, and it is also a kind of training for "negotiation". Toyota's management and backbone are very capable because they have received so many trainings. They have mastered systematic technical knowledge and accumulated experience in workshop personnel management.

In addition, the practice of "hometown communication" is also adopted. The team leader takes turns to send letters to the families of new employees every month. In the first month of entering the company, I organized a letter to send group photos, send Toyota Pictorial, and send Toyota Newspaper. How to make this team emotion continue constantly and tirelessly? This is a question that Toyota leaders have been thinking about. This problem is not a simple welfare and health care activity, but should be treated as a long-term spiritual construction problem of enterprises. They are trying to consider developing more diversified activities. After 1970, employees under the age of 20 account for 50%. Their ideology, values and desires are constantly changing. It is not easy to create a satisfactory and attractive working environment for these people. However, the company continues to make active efforts to create a soil that can cultivate "the meaning and motivation of survival".

On the surface, Toyota's production system, enterprise management and corporate culture are very simple. It can be explained by the company's advertising sentences printed on 3X5-inch square cards, so as to maximize the flow, put an end to waste and respect talents. Conceptually speaking, Toyota's corporate management and corporate culture are not complicated, but implementation and coordination make people sweat and shed tears.

"Toyota's real strength lies in its learning ability. Its employees pay attention to thinking about problems and thinking about users, which is the source of Toyota's vibrant corporate culture. " The combination of Toyota's corporate culture and human resource management has created Toyota's culture and its industrial miracle.

The combination of human resource management activities and corporate culture is the key to the formation of corporate culture.

The combination of corporate culture and human resource management From Toyota's practice, China enterprises can learn a lot. In human resource management, we can't just regard employee recruitment to attract outstanding talents as successful human resource management. To achieve "recruiting, retaining and using well", in addition to the commonly used technical means of human resources, we should also combine human resources management activities with corporate culture and transfuse the core content of corporate culture into employees' thoughts and behaviors, which is the key to the formation of corporate culture. Specific human resource management and corporate culture can be combined from the following aspects:

First of all, combine the values of enterprises with the standards of employing people. This requires enterprises to conduct strict training for recruiters in the recruitment process, and experts should participate in the formulation of recruitment requirements. Before the recruitment begins, the overall image of the proposed recruiters has been described, that is, recruitment in advance. In the recruitment interview process, according to the analysis of people's personality characteristics and values, as well as the comparison with interview requirements and standards, people who do not meet the requirements are kept out of the enterprise, and people with high cultural identity are selected. In the process of employee recruitment, through pre-recruitment, ensure that enterprises recruit people suitable for corporate culture.

Secondly, the requirements of corporate culture run through the whole process of corporate training. This kind of training includes both enterprise vocational training and non-vocational training. Especially for non-vocational training, we should change the previous model of copying mechanically and adopt some flexible ways, such as informal activities, informal groups, management games and management competitions. In these activities, corporate values are inadvertently conveyed to employees, and employees' behaviors are subtly influenced.

Thirdly, the requirements of corporate culture should be integrated into the evaluation of employees. When evaluating employees, most enterprises mainly focus on performance indicators. Even though some enterprises have put forward the assessment of morality, there is a lack of specific explanation and quantitative description of the content of moral assessment, which makes everyone assess according to their own understanding and does not play a role in deepening corporate values. In the assessment system, the content of enterprise values should be injected as a part of multiple assessment indicators. Among them, the interpretation of corporate values should be carried out through various behavioral norms, and the purpose of interpreting corporate values can be achieved by encouraging or opposing certain behaviors.

Finally, the formation of corporate culture should be combined with the communication mechanism of enterprises. Only by reaching a consensus can we truly form a sense of identity in the hearts of employees. This requires that human resource management is not only a technical job, but also a unique job of human resources departments. It also requires all managers to participate in it, forming the overall ability of human resource management in the company, thus forming the core ability and establishing a unique competitive advantage in the market competition.