BUS 660 Rick Hesterberg and Toyota Motor Manufacturing

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Running head:RICK HESTERBERG OF TOYOTA1Rick Hesterberg and Toyota Motor ManufacturingJackie OlneyBUS 660Dr. Beth LangevinMay 5, 2014Analyze Rick Hesterberg's leadership style at Toyota Motor Manufacturing in Georgetown,Kentucky. How does his leadership approach contribute to the company's success, particularlyduring challenging situations such as the vehicle recall crisis? Discuss the impact of histransformational, bureaucratic, and charismatic leadership styles on employee morale, publicrelations, and community engagement. Additionally, consider how Hesterberg balancescommunication and change management within the organization. Provide recommendations forenhancing leadership practices at Toyota Motor Manufacturing.Word Count Requirement:750-1,000 words

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RICK HESTERBERG OF TOYOTA2Toyota Motor ManufacturingThe drive through Georgetown, Kentucky is not only beautiful but itis home toa largemanufacturing facilityconsidereda sense of pride in the Bluegrass state. Containing more than 7million feet of floor space and about 7,000 team members the Toyota Motor Manufacturing ofKentucky (TMMK) plant is the largest Japanese car plant outside of Japan. The TMMK plantproduces approximately 2,000 vehicles every day or 2carsevery 55 seconds. To keep the plantrunning at an optimal level it takes many leaders and no two are alike. TMMK contains leadersto build each separate aspect of the car from the assembly line, inventory control, administrativepersonnel, and communications. Communications is responsible for ensuring the TMMK nameand product are properly represented and reported in print and media(R. Hesterberg, personalcommunication, May 1, 2014).Rick Hesterberg has been the manager for external affairs for Kentucky’s Toyota plantfor many years. He will only say that he joined the Toyota team after graduating from collegewith a BA in journalism from Morehead University and that it is a rewarding and invigoratingcareer. Hesterberg’s duties are very diverse and include working proactively with public relationor affair departments, media outlets, government entities, some stakeholders. He is an advocatefor the community and ensures team members and stakeholders are involved. An essential part ofhis responsibilities is to research, forecast and evaluate public policy on Toyota using all theresources available, including political, public, or personal contacts (R. Hesterberg, personalcommunication, May 1, 2014).Leadership styleAs the front person for Toyota in Kentucky, Hesterberg must have high integrity, behumble, and self-aware. This skill set makes him a transformational leader. The transactional

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RICK HESTERBERG OF TOYOTA3leader is typically an effective leader in the business sector because of the ability to inspireothers, expectation of the best of others, and his or her accountability. In fact Hesterberg couldbe the prime example of a transformation leader because of his ability to communicate, solveproblems, get results, show compassion for the community, and share the vision of TMMK withthe state and world (Spinosa, Glennon, & Sota, 2008).CommunicationIt is very important to TMMKthat they set goals to achieveanultimate agenda. The firstthing top management does is develop a strategy to ensure there are open lines ofcommunication. The communication strategy is not only for top management but also includessupervisors, technical and production employees who will be affected by the changes. Whenchanges are in the works, communication between management and employee is done regularlyto make sure targets dates are effectively set. Change must be given to employees at the onset tohelp each of them focus on why, what, and how. Developing a message is important in thebeginning to make sure TMMK’s vision is captured in the correct manner. Behavior goals foreach group of employees are enacted like the use of company mottos and statements, which arealso used as encouragement tools (R. Hesterberg, personal communication, May 1, 2014).Change requires communication, not only for stockholders and upper management but anentire organization. Functional and technical excellence should be demonstrated by employees.Toyota expects employees to embrace the “Toyota Way” and continually improve themselvesthrough a set of principles Toyota has enacted. The 14 principles are organized into four broadercategories: long-term philosophy, the right results will be produced by the right process,developing the people will add value to the organization, and organizational learning is donethrough continuously solving root problems (Fujio, 2001).

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