Case Study Proposal. Literature and Language Essay.

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Research proposal on the differences between Toyota and Japanese management features (in-group versus out-group)
Introduction
In 2008, Toyota overtook General Motors to become the world’s largest carmaker. At the heart of this success was a rigid management style that is used by majority of Japanese companies inside and outside the country. However, Toyota’s success was short lived as the company’s vehicles began experiencing manufacturing problems. A more publicized case involved the fatal crash of Lexus Es 350 in the United States due to the malfunction of the acceleration system. The crash triggered the recall of approximately 3.8 million vehicles globally within 6 months. Although the recall was meant to fix the problem, the company’s brand was damaged and its financial position took a hit of $5 billion. This was an unprecedented crisis because Toyota has always been regarded as the pinnacle of Japanese innovation and culture. The company accelerated the crisis by indicating that the problem was caused by an operator error but later changed and said it was due to floor mats that trapped the gas pedal. In essence, the company was protecting itself from an out-group (the US) that it perceived as dangerous to its business.
Literature review
It has been suggested that the Toyota crisis of 2009 was a result of the company’s localized management and lack of flexibility. Such suggestions undermine the role of communication in the operations of a company. As the epitome of Japanese culture, Toyota has always perceived itself as part of Japan and not the world. Since its establishment, Toyota’s management has always focused more on team spirit rather than promoting communication within the company. As a result, managers in Japanese culture rise through the ranks by avoiding disagreements with colleagues (Liker & Hoseus, 2008). This practice only works in Japan because promotions in countries such as the United States are based on achievements and how well employees can communicate the firm’s goals and strategies. During the 2009 crisis, Toyota’s chief officer was Toyoda, who was groomed from his childhood to take over from his grandfather. Toyoda holds MBA from Babson College in Massachusetts yet he speaks very little English. According to Aronson (2010), Toyoda refused to learn English because it would have been seen as an insult to his father, grandfather, and Japan.
Communication is regarded as the heart of all businesses especially at the international level. In the US, employees communicate through direct messages, emails, phone conversations, and even video calling. Thi...