Toyota 's Ethics And Corporate Social Responsibility

Cole, R. E. (2011). What really happened to Toyota? MIT Sloan Management Review, 52(4), 29-35. Retrieved from http://search.proquest.com.library.capella.edu/docview/875531966?accountid=27965

This paper describes various aspects of the Toyota recall issue. It enables to determine the Toyato recall issues, purpose and structure of it. The Toyota recall issue has prompted high criticism in national forums, automotive trade publications and media circles. Three separate recall issue by the Toyota occurred end of 2009 to start of the 2010. First, recall issue was to correct a possible incursion of an incorrect drivers side floor mat into the foot pedal. Second recall issue start after some crashes were presented by floor mat incursion. Last recall issues was a separate recall for hybrid anti-lock brake software. Toyota declared recalls of around 5.2 million vehicles for the floor mat problem and 2.3 million vehicles for

In an industry overwhelmed with fraud and corruption, Martin Marietta was ready to revamp their reputation to become an ethical company. This concept catapulted a decade of creating, developing, and tweaking an ethics program. Martin Marietta's goal was to maintain a work place with "descent people doing quality work" (page 1). But with this idea came a series of difficult challenges the company needed to overcome. Martin Marietta arose to the challenge and executed an elaborate ethics program. The programs successes were hard to measure at best. A SWOT analysis was designed to reflect upon all aspects of the ethics program. A case study was used to discuss Martin Marietta's

This incident would serve as the initial event that jumpstarted the public’s concern for exactly what was going on with many Toyota models. In this paper, we will explore the ethical issue that was present in this case, whether or not Toyota acted ethically in its handling of the unintended acceleration of its vehicles. In order to do this, we will examine the situation in the light of the six-step Hosmer’s moral reasoning process. This will include, among other aspects, an examination of the event in consideration of shareholder, stakeholder, and virtue theory. In addition to that, the authors will apply the Total Integrity Management model to Toyota’s actions in order to examine the moral integrity of the company as it pertains to trust. To conclude the paper, the authors will provide a normative statement regarding the actions of Toyota. To

Ultimately, Volkswagen’s case highlight in business unethical conduct will be exposed and corporations shamed would suffer economic and reputational damage as a result. Integrity always starts from top management and is key to any successful businesses. It should be the responsibility of senior leadership to both exemplify the right behaviours and to teach the other employees the ethical standards. These factors are vital to a complete understanding and commitment to an ethical corporate culture. The repercussions of such scandal should instigate an enquiry at the broader cultural realities that drive unethical decisions in business. In particular is the warped yet common perception that the only way of determining success is money. A lot of this has to do with a person’s value being determined by money and too many individuals have no genuine sense of being without the material possessions they hold. This engulfs not only entire organisations, but even entire societies. It would be interesting to see Volkswagen attempt to regain its reputation it once held and the difficulties Volkswagen encounters along the way should serve as a firm reminder not only for other car manufacturers but all businesses worldwide that unethical conduct would not be rewarded.

Toyota Motor Corporation is an international car manufacturer that is based out of Toyota, Japan. Toyota started vehicle production in 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Throughout the early years of Toyota, they were well known for making highly desirable vehicles that were efficient and reliable. However, in recent years Toyota has been plagued with recalls for various reasons. Many of these recalls are safety related issues that have tainted to company’s sterling reputation. For instance, in January 2010, Toyota suspended sales of eight recalled vehicle models to fix accelerator pedals with mechanical problems that could cause them to become stuck. In December 2012, Toyota announced an agreement worth more than $1 billion to settle a lawsuit involving unintended acceleration in some of its vehicles (Wikipedia, 2017). Business experts believed that it was not necessarily the recall that damaged Toyota’s reputation, but rather the way that the recalls were handled. Many individuals believe that Toyota executives were insincere in their apologies, and that they did very poorly at explaining the recalls and what the course of correction was for the problems (Kaufman, 2010). Toyota’s CEO, Akio Toyoda, stated in an inter interview that the company was growing to quickly and was putting growth-related goals above quality concerns

What were the drivers of Toyota ‘s accelerator crisis? Why was Toyota facing a recall crisis?

Toyota Motor Corporation is a Japanese multinational corporation that was founded in 1937 by Kiichiro Toyoda as a spinoff from his father’s company Toyota Industries to create automobiles. It is a Japanese automotive manufacturer headquartered in Toyota, Aichi, Japan. As of November 2014, it is the 12th largest company in the world by revenue.

Historically, Toyota had a long history of dedication and loyalty to their customers and commitment to excellent quality in their products. So, the recalls that began occurring in the 21st century after decades of relatively perfect ratings were taken very seriously. However, because of the confusing and disjointed management structures and levels that had been created and the hierarchical set up of Japanese driven decision

Abstract Purpose: the main purpose of this study is to find out about the recalls of Toyota vehicles which lead to the death of some innocent lives. The recall was due to unintended acceleration. Toyota ultimately recalled millions of its cars for floor mat issues, brake problems and "sticky" gas pedals. Methodology: Data was collected online, by the help of some selected search engines. Information was collected from Toyota’s national website as well as other private sites. Findings/results: Most organization should seek for customers or consumer’s satisfaction rather than targeting of making high profit. Arrogance and choosing to ignore quality warnings when

General Motors (GM) is America’s one of the oldest automobile manufacturer. Currently, GM employs 212,000 plus employees working in 396 facilities across the globe (GM, 2014). GM offers vehicles ranging from electric cars to trucks. GM offers a large range of vehicles in more than 120 countries across the globe. The General Motors Foundation is involved in philanthropic activities throughout the world. These activities are mostly related to child hunger, education, promote diversity and support vital non-profit organization. Recently GM has gone through tough time due to the quality of the vehicles they have manufactured. Problems arose due to recall of over 29 million vehicles (CBS News, 2014). As a result of recalls, company’s image and the profitability of the company got negatively impacted.

Toyota encountered voluminous retractions of its vehicles in 2009 due to faulty accelerator problems. This phenomenon resulted in Toyota being scrutinized both inside and outside the organization, and as a direct result has emanated more Herculean in nature from the exigency which was encountered. Toyota has since become more centralized on the consumers and safety issues due to the organization having gone through this particular crisis. The organization’s strong reemergence is also largely due to the prompt and efficient actions of Toyota Motor Company in correcting this problem with the retracted vehicles. This researcher strongly suggests that Toyota continues in its efforts to ensure the utmost in safety, and should an unfortunate perplexity such as the faulty accelerator recur that the respond promptly to the problem and take corrective actions to ensure that all faulty vehicles are repaired. A reactive public relations response is also warranted for damage control.

Toyota considers representatives as its most critical partners. This partner gathering goes for professional stability, career improvement and reasonable business practices. Toyota 's corporate social obligation methodologies address the interest of these partners through palatable pay rates and wages and a profession advancement program for propelling employees. For instance, Toyota has an On-the-Job Development program, and additionally instructional classes particular to build career in the firm. These instructional classes incorporate Toyota Way Development, Technical Development, and Management Development. Also, the organization offers monetary help for representatives ' proceeding with formal instruction. Subsequently, Toyota 's

Sony Corporation’s is one of the world’s largest corporations. Sony was founded in 1946 with its headquarter in Japan. It produces a variety of products, such as consumer’s devices, gaming, and communication devices. Its invention of the portable tape recorder was the break that the company needed in order to grow and enter other markets. (Corporate Info, 2015). Corporation’s main purpose is to achieve the highest profit and to satisfy the stakeholder involved (Krishnan, 2011). This encapsulated in the concept of corporate social responsibility (CSR). In this regard, it is important to examine Sony Corporation in terms of its adaptation and implementation of their social performance. Traditional business models have allowed companies to grow and expand since the focus is on the good of the businesses to the exclusion of everything else. This selfish regard for other stakeholders have taken its toll on people and the environment, hence, the call for greater responsibility and accountability from corporations, especially those that operate in many parts of the world (Seong-Tae and Lee Sang-Yoon, 2012). In line with this, this essay will examine Sony’s Social performance regarding to the environment, employment and human right issues, and the impact on company stakeholders and society. The stakeholder in this paper will be the shareholder, consumers and the employees in whom they share their business with.

On the one hand, there was the internationalized economic recession, which decreased the sales of the overall automobile industry due to decreases in consumer spending power. On the other hand however, there was the company specific problem of recalls. Throughout its existence, Toyota has sometimes recalled its vehicles into shop