1. Toyota was most likely blamed for “unintended acceleration” because of the culture they let fester within their organization, and ultimately, they are the company that produces the vehicles. Although “human error” or mistaking the gas pedal for the brake was the main cause, the arrogant culture at Toyota was a problem. The “unintended acceleration” mishaps brought this major problem into the light, and something needed to be changed. Toyota was blamed because they are the organization that manufactures the vehicles for the consumer to use on a daily basis. Much like a sports coach, who is not on the field actually making plays, gets blamed for the team’s loss (Hanson, 2014). Toyota is overall responsible for safety, and their vehicles
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It is very possible to have a strong, even arrogant, culture and still produce safe high-quality vehicles. However, this “arrogance” needs to be checked and balanced to a certain extent. There is absolutely nothing wrong with being cocky and confident, but with this, comes the realization that everyone is human and the overseer of all things is time, and times change. I relate this cockiness to my organization, bomb disposal. A Bomb Disposaleer must have confidence in himself and his work, even demonstrating arrogance at times. But times have changed, and my organization is now in the renewal phase of operations. As the endeavors in Iraq and Afghanistan have reduced typical military deployments, a new type of partner nation relationship development has begun. NEOD (bomb disposal) is less often “large and in charge” and more frequently conducting advise and assist missions supporting partner nation capacity building. Termed “The Forever War,” or the “Long War,” skills now required of an NEOD technician are more sublime (Filkins, 2008, p.121). Emotional intelligence as well as language and cultural skills are necessary to build the continuity, competence, and habitual relationships so critical in combating insurgencies. These skills are in addition to myriad of other tactical requirements. NEOD operators need to be able to both dial up or dial down skills dependent upon the …show more content…
If I was the CEO of Toyota motor company when this story was first publicized, I would have taken a few actions; I would have made a statement to the general public, so that they felt informed. Aside from feeling comfort by being in the known, the public needs to understand that we are taking every step to ensure safety. I would have also spoken to my safety sector, ensuring that we are taking every step to minimize hazards to the driver. This would include taking a look at pedal reconfiguration, materials, etc. As aforementioned, driving is a high risk activity and the driver assumes responsibility for safe travel, so I would not immediately implement costly changes to the production line. Analysis of the situation showed that “effects are smaller than 2.5% in all specifications. If these recalls matter, they appear to have small effects that are short lived and occur immediately after the initial burst of media reports covering Toyota’s safety problems. That is, the effects are concentrated in December 2009 and not in February 2010, when the negative media coverage reached its peak” (Hammond, 2013, p.90). However, as CEO it is my duty to constantly check each sector and not become a complacent motor
It is very possible to have a strong, even arrogant, culture and still produce safe high-quality vehicles. However, this “arrogance” needs to be checked and balanced to a certain extent. There is absolutely nothing wrong with being cocky and confident, but with this, comes the realization that everyone is human and the overseer of all things is time, and times change. I relate this cockiness to my organization, bomb disposal. A Bomb Disposaleer must have confidence in himself and his work, even demonstrating arrogance at times. But times have changed, and my organization is now in the renewal phase of operations. As the endeavors in Iraq and Afghanistan have reduced typical military deployments, a new type of partner nation relationship development has begun. NEOD (bomb disposal) is less often “large and in charge” and more frequently conducting advise and assist missions supporting partner nation capacity building. Termed “The Forever War,” or the “Long War,” skills now required of an NEOD technician are more sublime (Filkins, 2008, p.121). Emotional intelligence as well as language and cultural skills are necessary to build the continuity, competence, and habitual relationships so critical in combating insurgencies. These skills are in addition to myriad of other tactical requirements. NEOD operators need to be able to both dial up or dial down skills dependent upon the …show more content…
If I was the CEO of Toyota motor company when this story was first publicized, I would have taken a few actions; I would have made a statement to the general public, so that they felt informed. Aside from feeling comfort by being in the known, the public needs to understand that we are taking every step to ensure safety. I would have also spoken to my safety sector, ensuring that we are taking every step to minimize hazards to the driver. This would include taking a look at pedal reconfiguration, materials, etc. As aforementioned, driving is a high risk activity and the driver assumes responsibility for safe travel, so I would not immediately implement costly changes to the production line. Analysis of the situation showed that “effects are smaller than 2.5% in all specifications. If these recalls matter, they appear to have small effects that are short lived and occur immediately after the initial burst of media reports covering Toyota’s safety problems. That is, the effects are concentrated in December 2009 and not in February 2010, when the negative media coverage reached its peak” (Hammond, 2013, p.90). However, as CEO it is my duty to constantly check each sector and not become a complacent motor