Contents

1. Toyota Motor Corporation
1.1 Historical Background
1.2 Organizational Structure and Key Players
2. Learning and Reinforcement Concepts
3. Motivation
4. Leadership theories and concepts
5. Influence of power and politics on an organization
6. Strategies for improving organizational communication and work performance
Conclusions
References

1. Toyota Motor Corporation

1.1 Historical Background Toyota Motor Corporation, or Toyota in short, is a Japanese automaker. It is the world's second largest automaker behind General Motors [http://www.hino.co.jp/e/pressrelease/press.htmhl]; however it ranks first in net worth, revenue and profit. It is also the only car manufacturer to appear in the top 10 of
Toyota's executive body is the Board of Directors. This is composed of a total 25 Directors that include the Chairman, Vice Chairman, President, 8 Executive Vice Presidents, 12 Senior Managing Directors, an Honorary Chairman, and Senior Advisor. None of these are independent directors. There are four committees that feed into the Board, including the Labour-Management Council, the Corporate Philanthropy Committee, the Stock Option Committee, and the Toyota Environment Committee.
The Toyota Motor Corporation has several key members, including founding President and Board Member: Katsuaki Watanabe. In addition, fellow board members and key personnel include: Fujio Cho, Chairman, Katshuhiro Nakagawa, Vice Chairman, as well as several Senior Managing Directors. Most notable of these is Takeshi Suzuki of the Finance and Accounting Group. Several additional Board Member and Executive Vice Presidents also reside in posts pertaining to different factions of the corporation. Other individuals earning mention are Honorary Chairman: Shoichiro Toyoda, and Hiroshi Okuda as a Senior Advisor and Member of the Board.
Toyota does not score well in member control, primarily because of the weak shareholder protections provided by Japanese corporate law. While Japanese law provides shareholders with some rights, the law stipulates that rights are granted through ‘unit shares' instead of individual shares. Under this