Case Analysis Questions:

1. What changes in the organizing facet of the P-O-L-C (Planning-Organizing-Leading-Controlling) framework might you make at Toyota to prevent future mishaps like the massive recalls related to brake and accelerator failures?
2. Do you think Toyota’s organizational structure and norms are explicitly formalized in rules, or do the norms seem to be more inherent in the culture of the organization?
3. What are the pros and cons of Toyota’s structure?
4. What elements of business would you suggest remain the same and what elements might need revising?
5. What are the most important elements of Toyota’s organizational structure?