The History Of Toyota New Zealand Business Essay

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Toyota New Zealand has been a finalist seven times in the best places to do work in New Zealand survey. The survey is an independent annual employee survey that benchmarks companies against very best.

Our employees conformable ranks Toyota as one of the best workplaces in New Zealand in an annual dependent survey. Our workplace supports all employees to fulfill their potential within a caring, supportive and fun environment that includes: 

Free medical insurance for all staff and their family members. 

Generous cafeteria, staff purchase and long life service benefits. 

Regular open communication sessions for all staff members.

Subsidized pension plans for all staff members.

Purpose of my report

To gain more information about the subject.

To gain the information about the company.

Purpose of Toyota New Zealand

The report is about the famous motor car company which is known very well in New Zealand. The purpose of this report is to show about the facilities and opportunities which the company is giving to the costumers and the staff members.

Also about the cars and how they give a lot of facilities and how they attract the costumers by showing the features of cars.

 A seasoned professional and skilled technician or something else, there could be a perfect career opportunity available within Toyota. Our business is constantly evolving and changing to meet customer needs so we are seeking great people to join with team. 

Toyota New Zealand imports and wholesales Toyota and Lexus new vehicles from Japan, Australia, England and Thailand. 

Toyota Financial Services gives a variety of financial products with conventional engage purchase and leasing.

Economic Purpose - Toyota New Zealand has helped many economic growth of the country by opening in different places of New Zealand. Toyota is the second largest manufacturer company of automobiles which gives help to grow the economic factor of the country.

Social Purpose- Toyota New Zealand gives a lot of help to the New Zealand's population by providing them good and fast technology like by giving hybrid cars which gives huge benefit to the environment like their cars do less pollution and people also save their a lot of money.

Personal Purpose-Toyota New Zealand providing latest technology to the people from their company by hybrid cars from which they can earn a lot of profit. The sales of Toyota increases as compared to the other companies to the last year because of providing good technology to the country that will save the environment very well.


The word management roles refers to detailed categories of professional actions, and what managers do, preserve be described by studying ten dissimilar and consistent roles, grouped approximately interpersonal associations, shift of in sequence, and most recent, but not least, result creation.

Toyota New Zealand has 290 staff members and operates from the different three locations i.e.

The National Customer Centre in Palmerston North.

Thames Vehicle Operations in Auckland.

Toyota Financial Services.


Toyota New Zealand's employees rank the company as one of the best work places in the whole New Zealand. The company improves all workforces to reach full confidence within a caring about the environment by doing focus on strength that how it gets maximize. Company gives full respect for the employment laws to operate in every country.

Number of Staff Trained During by Year

There are three different types of staff they are Individual contract, Collective and Dealer Staff.

In year 2009/10 the training gives to 161 members of Individual contract then it increased to 169 in year 2010/11.

In year 2009/10 the training gives to 48 members of Collective Staff which slightly increased to 52 in year 2010/11.

In year 2009/10 the training gives to1465 members of Dealer Staff which gets decreased 1449 in year 2010/11.


Management is the course of the achieving organisational goals throughout the main functions of management factors. Management is the process of getting belongings done through others. The directors and managers who can organize and accountability to create decisions to run a project.

The amounts of Toyota can sequence from one human being in a small organization to hundreds or thousands of managers in international companies. In large organizations the panel of directors formulate the course of action which is then implemented by the leader executive officer. Some trade analysts and financiers settlement the maximum significance to the value and knowledge of the managers in evaluating an organizations present and imminent worth.


Planning: - The course if background goals and deciding how most exceptional to attain them.

Organizing: - The increase of allocating human being and non human being source so that procedure can be accepted out efficiently.

Leading: - The method of influencing others to connect in the employment performance necessary to attain organizational goals.

Controlling: - The practice of flexible organizational performance so that actual appearance conforms to accepted organizational principles and goals.


Managers require an appropriate, justly wide-ranging information stand for their exacting administrative occupation. Some are following:-

Information of trade.

Information of result or service.

Information of marketplace.

Information of machinery.

Information of business.

Apparent goal training, ability expansion and a realistic pay-for-performance civilization are gift management practices that victorious companies employ to display their workers are respected. Effective routine and faculty management has been established to add to employee confidence and in general efficiency. Occupied, creative employees are compulsory to any business outperforming its opposition.

There are conceptual skills which required by CEO are as follows. They have ability to interact with the people in a proper manner. Staff members have tendency to talk fluently and politely and have efficiency to be co operative with the costumers.

There are different roles which are performed by Alistair as CEO,

Decisional role- As a CEO has all the power of controlling the company is in his hands. He has to make all the decisions which are helpful to the company. Increasing the pay rate of staff members. Change of location of company that where it's suitable. Right place of member and promote them to good. Also select new staff.

Informational role - Passage of suitable information to his subordinates so that it can be helpful for maintaining efficiency in company.

Interpersonal role- Alistair acts as a figurehead i.e. symbolic head of company and has to complete different duties in same days. He also acts as a team leader and motivates his sub ordinates by introducing new equipment and making the staff aware of it. Being the owner and Liason he has to maintain regular contracts with the outsiders i.e. dealers etc. by disclosing all the information required.



Approachability - When your staff sees you as a person and not just a boss, they will be more likely to tell you what is happening. You will get the chance to learn about problems before they become big problems.

Trust - As your team gets to know you better they will trust you more. You will be naturally inclined to share more knowledge and that will break down barriers to communication.

Business knowledge - Getting out and learning what is happening on a everyday basis can give you a best understanding of the functions and processes around you.

Accountability - When you attract daily with the team, agreements you make with each another are much more likely to be completed. Everyone is more motivated to follow through because you are seeing each other on a regular basis.

Morale - People often feel better about their jobs and their organization when they have opportunities to be heard. Management makes those opportunities available.

Productivity - Many creative ideas come from casual changes. Management per motes casual discussions so people will most likely feel free to come to you with many new ideas.

Efficiency and Effectiveness

Efficiency is a production metrics import how quick one be capable of do somewhat. Trying ability metric can be "No. of examination suitcases executed per hour or per person daylight". This explains how well-organized the human being is at trying.

Effectiveness is a superiority metrics import how high-quality a personality is at testing. Testing effectiveness metrics be able to be "No. of bugs recognize by a tester in a given attribute or sum number of bugs well-known in that characteristic".



Impact of Internal Environment

Poor Communication (Technical factors)

Because of poor communication between the staff members and the costumer about the problems arise at some braches of the company or organization. Sometimes because of poor communication within the staff members of Toyota New Zealand Staff turnover occur which lead to decrease in the number of employees do their work in the company. For solving the problem inter communication must be used at least of the emergency times.

No Quality Manager

Absence of any kind of quality manager in some of the branches of company that the materials used in the production of their new vehicles which were of law quality which resulted in a poor performance of vehicles after a short period of the time.

Improper Control

At sometime many of the branches of Toyota and the Managers do not control the situations and the outcomes of their plans accordingly to the proof planning which leads to the wastage of the time.

Poor Time Management

At some of the branches of the company which have not been totally successful to earn great profit because of improper time management. Workers are not able to finish their tasks on the time as the staff members is some time depend on each other rather than doing their own tasks. This leads to less production but the more demands of vehicles.

People (Technological Factors)

Sometimes the staff members of the company do not have the good and latest techniques and skills and the knowledge of latest technology that is essential to do work in a multinational company so the people working in the company must be given proper training.

Impact of External Environments

Political Laws (Political Factors)

Political laws are like imposing tariffs also effect working of the company by leading to some changes in the company which the staff members is not able to understand easily say change in location due to strict laws of Government.

Inflation (Economical Factors)

Due to a sudden change in the prices of cars which are manufactured by other companies like Nissan, Audi etc. Toyota also increased the prices of their cars which lead to little decrease in the sales of its vehicles. Because of this reason both the people and the company had to suffer because some people could not afford to purchase the cars even if they wanted.

Globalization (Sociological Factors)

Toyota has globalized their company and has expanded their operations to more than 170 countries such as German, Japan, China, UK and the United States. Globalizing has affected the four main functions of management i.e.

Planning, Directing, Organizing, Controlling Globalizing Toyota would have taken a good amount of time and effort and management's part which resulted in wastage of time. Globalization gets leading can be easy and can also difficult because the countries may take a long time debating if they want to use company as one of their vehicles to sell or not.

Political Environment (Political Factors)

Sometimes the political environment of the country which is not suitable for a company to do work efficiently. The country does not have trade agreements with other countries because of which import and export does not takes place.


Assessing the Balance of Power in a Business Situation

The Porter's Five Forces tool is an easy but influential tool for thoughtful where power lies in a business situation. This is helpful because it helps you appreciate both the force of your current competitive location and the strength of a position you are allowing for moving into.

With a clear considerate of where power lies, you can take fair benefit of a situation of strength, look up a situation of weakness, and avoid pleasing wrong steps. This makes it a vital part of your planning toolkit.

Conventionally, the tool is used to classify whether new products, services or businesses have the latent to be profitable. However it can be very instructive when used to appreciate the balance of power in other situations.

Understanding the Tool:

Five Forces Analysis assumes that there are five significant forces that settle on spirited power in a business condition. These are:

Supplier Power: Here you evaluate how easy it is for supplier to drive up prices. This is driven by the number of suppliers of each key the inimitability of their product or examination, their strength and control over you, the cost of switching from one to another, and so on. The fewer the supplier choices you have, and the more you need suppliers help, the more influential your suppliers are.

Buyer Power: Here you ask physically how easy it is for buyers to drive prices down. Again, this is driven by the figure of buyers, the importance of each personality buyer to your business, the cost to them of switching from your products and services to those of an important person else, and so on. If you deal with few, powerful buyers, then they are often able to dictate terms to you.

Competitive Rivalry: What is important here is the quantity and competence of your competitors. If you have many competitors, and they offer equally striking products and services, then you'll most likely have little power in the situation, because suppliers and buyers will go to another place if they don't get a good deal from you. On the other hand, if no-one else can do what you do, then you can often have remarkable strength.

Threat of Substitution: This is affected by the aptitude of your customers to find a dissimilar way of doing what you do - for example, if you supply unique software product that automates an important process, people may replacement by doing the process physically or by outsourcing it. If replacement is easy and substitution is viable, then this weakens your power.

Threat of New Entry: Power is also precious by the ability of people to enter your market. If it costs little in time or money to go into your market and compete successfully, if there are few economies of scale in place, or if you have little defense for your key technologies, then new competitors can quickly come into your market and deteriorate your position. If you have strong and durable barriers to entry, then you can preserve a favorable position and take fair benefit of it.

Porter's Five Forces



Issues that require change management process are as follows:

Managing Risks to Biodiversity - Toyota New Zealand imports thousands of cars and the spare parts from overseas during the whole year. If any one of these carried a pest species it could pose a threat to New Zealand's endemic wildlife and agricultural economy.

Wastage- Now days dumping of wastage have been a common thing for all the companies here in New Zealand and according to me it leads to pollution. Instead of dumping wastage of raw materials used in production the company must send them recycling so that it can be used for some other kind of purpose.

Improper Management - Improper management at some branches of Toyota in New Zealand is the big problem which company is facing and this needs to be addressed by giving a chance to the new generation to implement their ideas in the company and show their skills.

Water Discharges - Toyota New Zealand is not having any proper system of measuring its waste water, so the company must make some assumptions and must make their assumptions and must simply end up with some estimate.

The company can find solutions to the problems by keeping in the following models

Lewis Change Management Modal

It may be easier to manage the change if it is put into a theoretical framework which will help to understand of the whole process.

The concept of "change management" is a familiar one in most businesses today. One of the first and most significant theories on how people react to change was that of Kurt Lewin writing in the 1950's. He acknowledged the process as going throughout three separate but connected stages.





This first stage of change involve prepare the organization to acknowledge that transform is needed, which involves break down the presented status quo before you can put up up a new technique of operating.

The process is very compound and difficult particularly when the transform gets forced on the exterior. A key plan is very efficient communication - the "who, what, where and why" of change must be communicate clearly too all affected. This requires training and also changes people attitudes. The time taken to go through the process will depend on the particular change situation. If they handle the change quickly then a more respected approach might be required.


The shift from unfreeze to modify does not happen for the night: People take time to squeeze the new direction and join proactively in the change. A linked change model the Change Curve that focuses on the particular issue of special transitions in a changing environment and is useful for accepting this specific feature in more detail.

In order to believe the change and donate to making the change doing well, people need to recognize how the changes will benefit them. Not each one will fall in line just because the change is compulsory and will benefit the company. This is a common assumption and downside that should be avoided.


The changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization diagram reliable job metaphors and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are included into everyday business.

With a new sense of strength employees feel secure and restful with the new ways of effective.

The motivation for create a new sense of strength in our every changing world is often question. Even though change is a steady in many organizations, this refreezing stage is still central. Without it employees get trapped in a change catch where they aren't sure how things should be done, so not anything ever gets done to full capacity. In the want of a new frozen state it is very tricky to tackle the next change idea successfully.


2. Kotter's Change modal

Whether you are in view of a small change to one or two process, or a system wide change to an organization, it is common to feel nervous and frightened by the scale of the challenge.

There are many theories about how to "do" change. Many instigate with management and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change procedure in his 1995 book, "Leading Change." We appear at his eight steps for leading change below.

Step 1: Create Urgency

For change to occur, it helps if the entire company really needs it. Develop a sense of importance about the need for change. This may help you flash the first driving force to get things moving.

This isn't just a matter of presentation people deprived sales figures or talking about bigger competition. Open a frank and believable dialogue about what's happening in the marketplace and with your competition. If many people start discussion about the change you offer, the pressure can build and feed on itself.

Step 2: Form a Powerful Coalition

Persuade people that modify are necessary. This often takes strong management and visible support from key people surrounded by your organization. Managing change isn't sufficient - you have to go ahead it.

You can find useful change best throughout your organization - they don't of necessity follow the traditional company hierarchy. To lead change, you need to bring together a union, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.

Once formed, your "change coalition" wants to work as a team, progressing to build importance and impetus around the need for change.

Step 3: Create a Vision for Change

When you first start accepted wisdom about change, there will most likely be many great ideas and solutions floating around. Link these concepts to a largely vision that people can take hold of easily and keep in mind.

A clear idea can help everyone recognize why you are asking them to do something. When people see for themselves what you are annoying to attain, then the directions they are given lean to make more sense.

Step 4: Communicate the Vision

What you do with your vision after you make it will decide your success. Your communication will most likely have strong competition from other everyday communications within the company, so you need to talk it frequently and strongly, and implant it within everything that you do.

Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the dream daily to make decisions and solve struggle. When you keep it fresh on everyone's minds, they'll remember it and respond to it.

It's also important to "walk the talk." What you do is far more important - and believable - than what you say. Make obvious the kind of behaviour that you want from others.

Step 5: Remove Obstacles

If you follow these steps and arrive at this point in the change process, you have been discussion about your vision and structure buy-in from all levels of the organization. Hopefully, your staffs want to get hectic and attain the benefits that you have been promoting.

But is anyone resists the change? And are there processes or structures that are getting in its way?

Put in place the construction for change, and frequently check for barriers to it. Removing obstacles can authorize the people you need to affect your vision, and it can help the change move forward.

Step 6: Create Short-term Wins

Nothing motivates more than achievement. Give your company a taste of success early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you will want to have marks that your staff can see. Without this, critics and harmful thinkers might hurt your improvement.

Create short-term targets - not just one long-term goal. You want each less important target to be possible, with little room for crash. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can add encourage the entire staff.

Step 7: Build on the Change

Kotter argues that many transform projects fail because victory is confirmed too early. Real change runs deep. Quick wins are only the opening of what needs to be done to achieve long-term change.

Induction one new product using a new organization is great. But if you can launch 10 products, that means the new scheme is working. To reach that 10th success, you need to keep looking for improvement.

Each success provides an occasion to build on what went right and recognize what you can improve.

Step 8: Anchor the Changes in Corporate Culture

Finally, to make any modify stick, it should develop into part of the centre of your organization. Your company culture often determines what gets complete, so the values behind your vision must show in day-to-day work.

Make nonstop efforts to make sure that the change is seen in every characteristic of your organization. This will help give that modify a solid place in your organization's culture.

It is also important that your company's influential continue to carry the change. This includes breathing staff and new leaders who are brought in. If you lose the sustain of these people, you might end up back where you taking place.