Toyota Power Distance

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3.4 Power distance
A large distance between power of society is similar to collective society which emphasis on social class and level (Hofstede, 1994). Everyone wants power and desires gap between people(Hofstede, 1994). In this society, people who has low power also want to make friend with high power people that hope to increase their power. There is common phenomenon between different people which was recognized by people who is in large power distance society(Hofstede, 1994). In this society, people also focus on the power, prestige and wealth. Toyota is a company which stay at the large power distance society(Liker, 2004). The concept of level is focused in Toyota. Employees in Toyota generally divided into general staff, project managers,
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People in long-term orientation like to do long-term investment, they want to accomplish and get a certain result for longer period of time with patience(Hofstede, 1994). Toyota is a company which in long-term orientation. When the car industry meet the treatment in supply chain, Toyota took the use of long-term orientation which different to other company(Liker, 2004). When other company bargained with the supplier, Toyota made the cutbacks of cost in production process with all partners to save money. In addition, Toyota spent a lot of time in assessing potential suppliers to consider other factors that aim to establish long-term cooperative relations of mutual trust(Toyota, 2015). In this project, it can see that Toyota want to get the result which without any apprehension rather than bargain with the supplier to get the short-time profit. The leaders of Toyota did long-term investment that it is in long-term …show more content…
In this essay, the six dimensions of national culture from Professor Geert Hofstede were used as the addressed cultural profiling tools for global business leaders. Toyota and Ford are the main cases in analyzing power distance index, individualism vs. collectivism, uncertainty avoidance index, masculinity vs. femininity, long-term orientation vs. short-term orientation and indulgence vs. restraint(Hofstede, 1994). By comparing the different cultural background of Toyota and Ford, it can draw the characteristics of six dimensions which leaders can use as cultural profiling tools in

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