Analysis Of Honda's Philosophy And Culture

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The organisational philosophy are the core beliefs and values of the organisation. It uncovers what the organisation accept and value most about individuals and organisation, the kind of organisation that one wish to be, the means by which the organisation will cooperate later on, and how the organisation will be governed and driven (Quinney & Richardson, 2014).
Organisational culture more often than not alludes to how individuals feel about the organisation, their view of management and the specialist framework, and the level of worker inclusion and responsibility to accomplishment of organisational objectives. Leaders need to discover that where culture may matter most is in its effect on the system and structure against worker behaviours,
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This culture has built contradictions and paradoxes within the organisation. Workers need to work in a culture where they always ponder challenges and issues which encourage them to deliver innovative solution toward the problems. The company’s culture also makes the appreciate employees’ wisdom and view them as part of the company’s intelligence resources (Takeuchi, et al., 2008).
3.2 Honda’s Philosophy and Culture
The Honda’s philosophy lies in their Fundamental Beliefs (Figure 5). This philosophy is shared by all partners, as well as structures the reason for all organization exercises and sets the standard for the decision making and leadership of all partners all throughout the corporation. Driven by its fantasies and mirroring its qualities, Honda aimed to keep going up against difficulties to impart delights and satisfaction of the customer and partners and to shape a sustainable society (Honda, 2017). Figure 5 The Honda’s Fundamental Beliefs (Honda,
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McGregor’s Theory X and Y is two approach of motivating the employees. Theory X is an authoritarian style of management based on the assumption that employees dislike their work and motivate solely by monetary incentives; while Theory Y is a humanistic style of management on the assumption that employees are actively involved in their works. Managers need to adopt the motivational approach based on their assumption on which employees’ attitude toward work (Nahavandi, et al., 2013).
The corporation motivation approach is much on the Theory Y, which focused on team development. The workers organised and working in a team that lead to the development of teamwork, and believed will contribute to greater productivity (Lacetera & Sydnor, 2015). Besides monetary incentives, the corporation also adopted non-financial motivational approaches such as promoting continuous improvement and enhance the communication among the employees, as the source of motivation, and encourage members of the organisational involves in the decision making process (Aranda, et al.,

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