A critical reflection of leadership and change management regarding the IT system implementation at Toyota Motor Sales USA.
Written in 2009; 2,338 words; 14 sources; APA; $ 71.95
Paper Summary:
The paper discusses the problems concerning the information systems (IS) department of Toyota Motor Sales USA (TMS). The paper explains that the many systemic problems that IS was experiencing were emanating from a lack of leadership and the need for a much higher level of task ownership on the part of IS employees. The paper provides a literature review on change management and analyzes the nature of the problems at TMS. The paper also provides recommendations and concludes with a summary of the factors that should change the culture and ensure a higher level of accountability and performance.
Outline:
Background
Statement of the Problem
Literature Review
Problem Analysis
Recommendations
Conclusion
From the Paper:
"The Information Systems (IS) Department of Toyota Motor Sales USA (TMS) had become overwhelmed with the many committed projects to the sales force, service, and dealer organizations, yet had not been able to define accountability for results. This situation was made even more challenging due to the fact that a new Enterprise Resource Planning (ERP) system was being implemented throughout TMS, requiring significant change to IS, Marketing, Services, Operations and Sales roles throughout the company. Despite these many projects and the impending ERP project that was one of the largest in the company's history, the IS Department failed to deliver any of them on deadline, earning a reputation as unresponsive and not connected to the broader TMS business (Wailgum, 2005)."
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