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美国代写论文:丰田的技术变革

美国代写论文:丰田的技术变革

丰田很容易接受市场上的技术变革,并遵循一项测试组织中所有可用性的新政策。 De Geus(1998)认为,一个拥有比竞争对手更快学习能力的组织可能是该行业唯一的可持续竞争优势,而丰田很清楚这一点,并采取积极的学习技巧付诸实践。关于丰田的一个有趣的事实是,它不是让这个过程看起来是一个阻力和艰难的任务,而是使它看起来非常简单和清晰。这有助于员工采用新的技术变革,如在其制造工厂中使用软件追踪材料移动,测试材料强度,并采用系统广泛采用的技术。

美国代写论文:丰田的技术变革
Dyer和Nobeoka(1998)指出,丰田有意并成功地开发了一些与其供应商的多边和双边知识共享程序,这导致了组织间网络和学习的主动性。这有助于员工在部门的特定领域表现优于测试,将正确的信息传递给团队成员,并在团队中成功工作而不会发生冲突。所有员工的行为都发生了巨大的飞跃,因为他们在开始工作之前也获得了更好的服务,工作保障,实质性培训,并且为工作提供了安全的环境。如果组织愿意接受新技术来发挥作用,员工的行为也需要改变。通过组织视频会议来使用技术是另一种靠近全球子公司的方法。

美国代写论文:丰田的技术变革

Toyota’s adoption of technology
Toyota was very receptive of technological changes in the market and followed a policy of testing all new introduction of its usability in the organization. De Geus (1998) believes that an organization which is possessing the ability to learn faster than their competitors may be the only sustainable competitive advantage in the industry, and Toyota well knew this and adopted aggressive learning techniques to put into practice. The interesting fact about Toyota was that, instead of making the process look a resistance and uphill task, it made it look very simple and clear. This helped the workforce to adopt new technological changes like using software in their manufacturing plant to track materials movements, testing material strength, and adopting a system wide adoption of technology.

美国代写论文:丰田的技术变革
Dyer and Nobeoka (1998) states that Toyota had purposely and successfully developed some multilateral and bilateral knowledge sharing routines with their suppliers which has resulted in a superior inter-organizational network and learning initiative. This has helped employees outperform in specific areas of the division like testing, passing right information to team members and working successfully in a team without conflicts. Behaviour of all employees took a quantum leap because they were also offered better services, job security, substantial training before starting to work, and also providing a safe environment to work for. The behaviours of employees also need to change if the organization readily accepts new technology to come in play. The use of technology by organising video conferencing is another method of remaining close to the global subsidiaries.