Essay on Toyota Case Study

1014 Words Jul 20th, 2010 5 Pages
Toyota case study

This case study examines the corporate communication in Toyota 2010 Global Vision programme.

Consider the vision articulated by Toyota and its alignment with the company’s image with external stakeholders and the internal culture. Is there sufficient alignment between vision, culture and image? Is there potential for any gaps to emerge between them?
In 2002 Toyota Motor Corporation (TMC) has adopted 2010 Global Vision programme as a new strategy. The programme is focused on long-term policies for the company aiming to create a more prosperous society, become the most advanced environmental technologies, create safely, securely and comfortable vehicles, achieve a large increase in fans number and be
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Identify the themed messages and messages styles in Toyota’s communication. Do you think that these message styles were wise choices? What other message styles would have been possible?

Cornelissen (2008) “corporate communication is a management function that offers a framework for the effective coordination of all internal and external communication with the overall purpose of establishing and maintaining favorable reputation with stakeholder groups upon which the organization is dependant.” Corporate communication demands integrated approach to managing communication in company’s like Toyota

defines themed messages are related to specific capabilities, strengths or values of an organization to achieve the strategic intent of changing or consolidating the company’s reputation.

Reflect upon the organization of communication in Toyota. What vertical and horizontal structures exist to coordinate communication?

In organization of communication Cornelissen (2008) suggested the key issues for multi-divisional or multinational corporations of organizing communication are significantly different from those facing small companies. Toyota Motor Corporations (TMC) has used vertical and horizontal strategies to succeed on its aims. Communications within Toyota is geographically decentralized with its

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