Toyota Culture

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greatly in ongoing activities undertaken in the organisation. The firm also believes in and accepts people’s mistakes particularly in experiments as such belief leads to continuous improvement. Liker and Hoseus (2010) describe the importance of trust in Toyota’s culture is distinctive. They describe that the trust in the firm has not come through words; rather through policy and daily interaction among members, which eventually encouraged them to feel a part of Toyota’s family. The strength in Toyota’s culture relies on encouragement of mangers for leading their colleagues by example, solving problems in collective way, making decision based on fact, raising their voice and being patient. Most importantly, Toyota tends to encourage its managers to view every action at the real working area rather than getting feedback from shop floor workers (Marksberry et al., 2011). Furthermore, Toyota amplifies management focus on the continuous improvement system by challenging people to look outside the box to identify innovative approach to improve the current system (Marksberry et al., 2011). In doing so, the management system in Toyota put efforts in making sure that managers are creative and highly committed to attain the goals of the company. The core competence of Toyota is the organisational culture, which is represented in respect for people and continuous improvement which has not changed since its origin (Liker & Hoseus, 2010). Similarly, Emiliani (2008) says that people including all such as employee, suppliers, customers, investors and communities are all inclusive in the organisational cohesive culture. The Toyota vigour came from its people and each employee in the company is called a team member. Each of them is aware of and involved in the annual plan and its future plan in order to achieve the desired success. Random movement or behaviours are not accepted, and each worker performs according to the company’s philosophy and its