Description
Leadership is defined as a combination of innate talent with the skills acquired through education and work experience. Leadership is the one element that allows the manager-to convince others to achieve business goals. Toyota principles elements included in BOST research methodology let assess not only managers in production enterprises, but also workers, whose opinion about company show results of its activity in production and organizational area.
279
7
th
Research/Expert Conference with International Participations
”QUALITY 2011“, Neum, B&H, June 01 – 04, 2011
THE LEADERSHIP MANAGEMENT STYLES
IN THE WOODWORKING INDUSTRY
Stanis?aw Borkowski
Cz?stochowa University of Technology
Cz?stochowa
Poland
Renata Stasiak-Betlejewska
Cz?stochowa University of Technology
Cz?stochowa
Poland
SUMMARY
Leadership is defined as a combination of innate talent with the skills acquired through education and
work experience. Leadership is the one element that allows the manager-to convince others to achieve
business goals. Toyota principles elements included in BOST research methodology let assess not only
managers in production enterprises, but also workers, whose opinion about company show results of
its activity in production and organizational area. The BOST research finding concerning managers
and workers opinions about production organization of chosen enterprises were shown in the context
of quality problems.
Keywords: leadership, manager, Toyota principles, BOST research
1. THE LEADERSHIP IN CONCEPT OF TOYOTA PRINCIPLES
Conception of Toyota, well-known as a ‘Toyota Road’ or ‘Toyota principles’, results from
work idea of Japanese engineer Sakichi Toyoda, whose work idea was based on ‘fever of
the constant improvement’ [5]. The Toyota theory involves the generation of consistent
leaders and the indefatigable do-it-yourself and the first owner invention of the Toyota and
also it philosophy ‘Kaizen’ concerning the constant improvement or ‘genchi gembutsu’
concerning production management through facts.
Value of the Toyota concern TQM conception, according to which a leadership is behaviour
of the entire senior staff of the organization being aimed at aiming the organization at the
quality improvement. TQM philosophy leadership includes: visible involving the executive
committee in improvement process and the TQM development, building of TQM culture,
term assessments of individuals and teams effects, the ability of the team work in the group
creating proper climate for joining of everyone into action working for the quality, appointing
quality tasks by formulating purposes, active TQM promoting outside the organization,
commitment to contacts with clients and suppliers [2,3,4].
According to Toyota management model, manager (leader) should promote these workers,
who have achievements in quality areas creating. Supporting, recognizing and appreciating
efforts of individual persons and workers' groups being a success in TQM are helping the
management to motivate workers. From one side efforts of some persons must be appreciated
and noticed (the man realizing own needs works for this recognition). On the other side,
AUTHORS
CONTENTS
280
rewarding somebody one should create conditions for so that, this fact is noticed through
different, constituting the stimulus to begin work or to continue the work.
Leaders of the Toyota (managers) are guided by special conceptions and apply specific
Toyota road’s methods. According to Toyota principles, such a manager, who is relying on
the top-down leadership and administers experience only in the scope of general management
(bureaucratic manager), is least efficient manager. Workers respect leader of the Toyota for
the knowledge, far-reaching understanding the work essence and the ability of people
developing. There are eight principles by which leaders of the Toyota are guided. That is
a leader [2,3]:
? who streamlines the work of his team,
? who cares so that the crew lives with vision of the company,
? who has an influence with the energy and the positivism to the crew,
? who is opened for people and their work,
? who is brave in decision making,
? who is trying them to answer his inspiration with action,
? who is inspired by his behaviour for the constant learning,
? who can be pleased with successes.
A structure of the constant learning organization is basic setting the leader of the Toyota, who
thoroughly understand the work, live with general conception companies and teach others’
[5].
2. MANAGERS EVALUATION ACCORDING TO TOYOTA PRINCIPLES
The management staff and workers are the main element, that is essential in creating the
company's market value of the human capital. People managing a company - their skills,
qualifications, experience and entrepreneurship, decide on the organization flexibility and its
readiness for change. These factors have a decisive influence on the perception of the
company by customers and competitors.
Quality of products and services depends on the management way of the company, as well as
the managers. Intangible resources in an enterprise often mutually reinforcing. Company
holding a good reputation has better situation in gaining valuable high-skilled workers who
are loyal and connected with the employer. This in turn allows us to better serve customers
and further increase the company's position [1,2,5].
The article presents results of the BOST research, whose main objective is to evaluate the
company and its resources for the application of modern principles of production management
in the context of the Toyota achievements [1].
Analyzed enterprise conduct production and selling of furniture on the area of Visegrad
market (Poland, Slovak, Hungary and Czech Republic). The majority of production workers
in analyzed company men constitute (95%) in the age range above 33. They are mostly
experiences workers with 10÷20 years or work in the woodworking industry.
Evaluation of the managers in analyzed company was made by applying of BOST research
that concerning 4E+1P principles and twelve Golden Rules of Toyota. The aim of this
research was identifying of leaders, who apply the Toyota philosophy and teach their workers
in the aim of forcing team cooperation aimed to constant improvement of the entire company.
The purpose of BOST rules is to educate employees of such attitudes, which foster the
development of entrepreneurship in the company, as well as adapt to market requirements.
Toyota's approach to intangible resources, such as managers and employees are mainly
associated with the use of the following rules of conduct [1,2,5]:
? manager always close to workers,
? decisions are taken collectively,
? particular attention is paid to safety,
AUTHORS
CONTENTS
281
? problems are solved in the so-called quality circles,
? integration of employees with the company,
? creating and maintaining long-term relationship
The key to success so organized production systems are the philosophy and values that
translate into attitudes of managers and employees. Applying different rules for superiors
(managers) evaluation made by employees, it was stated that in the case of 4E + 1P principles
superiors of analyzed production company received positive evaluation. More diverse is result
of evaluation made with twelve golden rules applying. Content of 4E + 1P principles are
presented in table 1 and results are presented in figure 1.
Table 1. Elements of superiors evaluation according to 4E + 1P principles
Elements of 4E + 1P principles
1E – supervisor is enthusiastic throughout the day
2E – superior has the ability to stimulate others to act
3E – supervisor makes decisions quickly
4E – supervisor knows how to implement the decisions
and strives to achieve the objective
1P - superior care about colleagues, who can be successful
Source: BOST method. prof. n. techn. i n. ekonom. dr hab. in?. S. Borkowski.
1E 2E 3E 4E 1P
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1( tak)
2 (nie)
oznaczenie czynnika
u
d
z
i
a
?
p
r
o
c
e
n
t
o
w
y
Figure 1. Superiors evaluation according to 4E + 1P principles.
Source: own study.
As it results from above data, evaluation of superiors is high, its value averaged over all items
is 67.82%, which means that over two thirds of the staff very positive view of their superiors.
Top rated the competency and focus on achieving the objectives (95.24%). In second place, it
was stated forcefully and faster decision-making (76.19%), from which depends largely on
the effectiveness and success of any business. The next place is occupied by the superiors
personality traits (57.14%) indicating their activity and commitment is reflected in the ability
of others to stimulate action.
Superiors evaluation was also made on the basis of twelve golden rules of Toyota (tab. 2 and
fig. 2).
Factor denotation
P
e
r
c
e
n
t
a
g
e
s
h
a
r
e
[
%
]
yes
no
AUTHORS
CONTENTS
282
Table 2. Elements of superior evaluation according to twelve golden rules of Toyota
Elements of twelve golden rules of Toyota
KB – supervisor informed about objectives of the action
KC - supervisor informed about events in the company
KD –superior asks for crew advice
KE – superior helps in carrying out tasks
KF – superior directed his crew and requires
KG – superior allows for self improvement work
KH – superior expresses appreciation for well done job
KI – superior publicly expresses gratitude
KK – supervisor criticizes in a discreet way
KL – superior forgives and encourages the achievement of good results
KN – supervisor is open to the ideas of the crew
Source: own study.
The average value of superiors evaluation by the twelve golden rules is also high (68.25%).
Results of the research says that there are the main three golden rules of Toyota: manager
gives a good example (95.24%), informs about objectives of the action (80.95%), promotes
the implementation of tasks (76.19%).
KA KB KC KD KE KF KG KH KI KK KL KN
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1( tak)
2 (nie)
oznaczenie czynnika
u
d
z
i
a
?
p
r
o
c
e
n
t
o
w
y
Figure 2. Superiors evaluation according to twelve golden rules of Toyota.
Source: own study.
Figure 2 shows, that for 71.43% of workers there are some rules of Toyota, that are important
to their superiors: directs and requires, being open for crew ideas, forgives and encourages the
achievement of good results. An analysis of research by the golden rules in general shows a
good image of company managers. Almost eleven rules from twelve most important
principles received a value of above 50%. It points to some crucial advantages of
woodworking industry managers such as: well fulfilling their functions, enabling active
participation in work quality improvement, creating conditions for the development of
initiative and creativity of subordinates. They ensure a good atmosphere and accurate flow of
information.
Factor denotation
P
e
r
c
e
n
t
a
g
e
s
h
a
r
e
[
%
]
yes
no
AUTHORS
CONTENTS
283
3. MANAGEMENT STYLES – RESERACH RESULTS
The main idea of managers, who provide applying of Toyota principles in the company and
Toyota leadership using in problem solving, is the idea of the ninth management principle of
Toyota. It presents saying: ‘grow leaders who thoroughly understand the work, live the
philosophy, and teach it others’. According to this principle, fundamental task of Toyota
leader is to build a learning organization, thus strengthening of particularly strong element of
culture in this company. The main aim for each manager in modern enterprises is employees
development in the direction of joint goals achieving and thinking like the Toyota’s way.
Enterprises like these one are ‘building learning organization’ acting for real long-term
successes [1,2,5].
The BOST research is a research methodology, which transform 14 principles of Toyota
management into questions [1]. The research problem was presented in this questionnaire in
relation to the ninth Toyota principle:
E9. Assess using scale 1 to 9, the importance, in your enterprise, of:
- - human issues, - production/service issues.
1 – disinterest, 9 – high interest.
In this question, the staff expressed their views on importance and interest by the management
of human affairs, and manufacturing issues. The assessment of importance of human
problems and production issues in analyzed companies was determined based. Managerial
grid was divided into four parts [1,2,3]:
1. Part I – low level of importance of human and production issues.
2. Part II – low level of human problems importance, high level of production issues
importance.
3. Part III – high level of human problems importance, low level of production issues
importance.
4. Part IV – high level of importance of human and production issues.
The diagram, which illustrates described situation, is presented in figure 3.
1
10
3
10 2 10
3
10
1
2
3
3
10 4
10
2 10
2
1
10
4
10
2
2
10
2
10
3
10 1 10
3 10
9
2
10
4
10 4 10
1
10
1
10
2
2
4
2
9
10
1
2
1
4
3
2 9
2
2
4
1
9
2
9
2
1 1
3
9
1
1
1
4
1
2 9
1
2
1
2
9
1
9
3
0
1
2
3
4
5
6
7
8
9
0 1 2 3 4 5 6 7 8 9
S
k
a
l
a
p
r
o
b
l
e
m
ó
w
l
u
d
z
k
i
c
h
Skala problemów produkcyjnych
Figure 3. Managerial grid (a) and answer structure by division on four parts (b).
Source: own study.
As results from data presented on fig. 3, that workers attention is focused on production and
human issues – overwhelming majority of answers (70.2%) are accumulated in part IV.
Main premise of the ninth principle of Toyota is to grow leaders instead of buying them [5].
Growing, in each situation, is implemented according to particular principles and models. In
the case of Toyota, leaders are grown with consideration of the elements (fig. 4).
59/70,2 12/14,
3/3,6% 10/11,
I II
IV III
SL ZP
S
c
a
l
e
o
f
h
u
m
a
n
p
r
o
b
l
e
m
s
Scale of production problems
AUTHORS
CONTENTS
284
General
managerial experience
“Follow the rules!” “Here is what to do and how.
Do it!”
“Here is our purpose
and direction:
I will lead you and coach”
“You are entitlement!”
Task master Bureaucratic manager
Builder
of learning organization
Group facilitator
Toyota leaders
T
o
p
-
d
o
w
n
l
e
a
d
e
r
s
h
i
p
(
d
i
r
e
c
t
i
v
e
s
)
B
o
t
t
o
m
-
u
p
l
e
a
d
e
r
s
h
i
p
(
g
r
o
w
i
n
g
p
e
o
p
l
e
)
In-depth understanding
of work
Figure 4. Toyota leadership map.
Source: Liker J.K. 2005.
Leadership map is divided into ‘quarters’ (marked A, B, C, D). Quarter A, „builder of
learning organization”, is based on the thesis „Here is our purpose and direction: I will lead
you and coach”. In quarter B, „task master” works on the basis of the principle: „Here is what
to do and how. Do it!”. Quarter C relates to „bureaucratic manager” whose activities are based
on the thesis: „Follow the rules!”. „Group facilitator”, corresponding to the range of the
quarter D, with their motto „You are entitlement” [1].
Results gathered in the analyzed company show the majority of managers conducting this
company, is like “builder of learning organization” - takes care about so results of enterprises
(in production and sale) as human affair.
4. SUMMARY
Obtained research results show, that employees expect several skills that should be
advantages of theirs leaders in the production such as: leadership skills, integrity and
reliability, planning and organization of work, appropriate ethical behavior.
Visualization of the results in diagrams in the form of managerial grids and then division of it
into parts (3 and 4) allowed for unequivocal determination of importance of the researched
problem. It is also allows to conclude that investigated enterprises put great emphasis on
realization of production/service issues, however, human problems are also of high priority.
5. REFERENCES
[1] Borkowski S.: Zasady zarz?dzania TOYOTY w pytaniach. Wyniki bada? BOST.Wydawnictwo
Mened?erskie PTM. Warszawa 2011. ISBN 980-989-1601-7.
[2] Borkowski S.; Jela?i? D.; Stasiak-Betlejewska R.: Points of woodworking industry development.
Wyd.Yurii V. Makovetsky. Dnipropetrovsk. 2010. ISBN:978-966-1507-51-6, pp. 121 – 140.
[3] Borkowski S., Stasiak-Betlejewska R.: The meaning of strategic areas in enterprises applying
principles of Toyota. EASST Practicing science and technology, performing the social.
University of Trento. Trento. Italy.
[4] Stasiak-Betlejewska R., Borkowski S.: The Importance of a Control and Standarization in the
Human Resource Management. [in:] Proceedings of the Sixth Scientific International Conference
Human Potential Management in a Company. Žilina. 2009.
[5] Jeffrey K. 2005. Droga Toyoty. 14 zasad zarz?dzania wiod?cej firmy produkcyjnej ?wiata.
Wydawnictwo MT Biznes. Warszawa. ISBN: 83-88970-31-3.
AUTHORS
CONTENTS
doc_693844568.pdf
Leadership is defined as a combination of innate talent with the skills acquired through education and work experience. Leadership is the one element that allows the manager-to convince others to achieve business goals. Toyota principles elements included in BOST research methodology let assess not only managers in production enterprises, but also workers, whose opinion about company show results of its activity in production and organizational area.
279
7
th
Research/Expert Conference with International Participations
”QUALITY 2011“, Neum, B&H, June 01 – 04, 2011
THE LEADERSHIP MANAGEMENT STYLES
IN THE WOODWORKING INDUSTRY
Stanis?aw Borkowski
Cz?stochowa University of Technology
Cz?stochowa
Poland
Renata Stasiak-Betlejewska
Cz?stochowa University of Technology
Cz?stochowa
Poland
SUMMARY
Leadership is defined as a combination of innate talent with the skills acquired through education and
work experience. Leadership is the one element that allows the manager-to convince others to achieve
business goals. Toyota principles elements included in BOST research methodology let assess not only
managers in production enterprises, but also workers, whose opinion about company show results of
its activity in production and organizational area. The BOST research finding concerning managers
and workers opinions about production organization of chosen enterprises were shown in the context
of quality problems.
Keywords: leadership, manager, Toyota principles, BOST research
1. THE LEADERSHIP IN CONCEPT OF TOYOTA PRINCIPLES
Conception of Toyota, well-known as a ‘Toyota Road’ or ‘Toyota principles’, results from
work idea of Japanese engineer Sakichi Toyoda, whose work idea was based on ‘fever of
the constant improvement’ [5]. The Toyota theory involves the generation of consistent
leaders and the indefatigable do-it-yourself and the first owner invention of the Toyota and
also it philosophy ‘Kaizen’ concerning the constant improvement or ‘genchi gembutsu’
concerning production management through facts.
Value of the Toyota concern TQM conception, according to which a leadership is behaviour
of the entire senior staff of the organization being aimed at aiming the organization at the
quality improvement. TQM philosophy leadership includes: visible involving the executive
committee in improvement process and the TQM development, building of TQM culture,
term assessments of individuals and teams effects, the ability of the team work in the group
creating proper climate for joining of everyone into action working for the quality, appointing
quality tasks by formulating purposes, active TQM promoting outside the organization,
commitment to contacts with clients and suppliers [2,3,4].
According to Toyota management model, manager (leader) should promote these workers,
who have achievements in quality areas creating. Supporting, recognizing and appreciating
efforts of individual persons and workers' groups being a success in TQM are helping the
management to motivate workers. From one side efforts of some persons must be appreciated
and noticed (the man realizing own needs works for this recognition). On the other side,
AUTHORS
CONTENTS
280
rewarding somebody one should create conditions for so that, this fact is noticed through
different, constituting the stimulus to begin work or to continue the work.
Leaders of the Toyota (managers) are guided by special conceptions and apply specific
Toyota road’s methods. According to Toyota principles, such a manager, who is relying on
the top-down leadership and administers experience only in the scope of general management
(bureaucratic manager), is least efficient manager. Workers respect leader of the Toyota for
the knowledge, far-reaching understanding the work essence and the ability of people
developing. There are eight principles by which leaders of the Toyota are guided. That is
a leader [2,3]:
? who streamlines the work of his team,
? who cares so that the crew lives with vision of the company,
? who has an influence with the energy and the positivism to the crew,
? who is opened for people and their work,
? who is brave in decision making,
? who is trying them to answer his inspiration with action,
? who is inspired by his behaviour for the constant learning,
? who can be pleased with successes.
A structure of the constant learning organization is basic setting the leader of the Toyota, who
thoroughly understand the work, live with general conception companies and teach others’
[5].
2. MANAGERS EVALUATION ACCORDING TO TOYOTA PRINCIPLES
The management staff and workers are the main element, that is essential in creating the
company's market value of the human capital. People managing a company - their skills,
qualifications, experience and entrepreneurship, decide on the organization flexibility and its
readiness for change. These factors have a decisive influence on the perception of the
company by customers and competitors.
Quality of products and services depends on the management way of the company, as well as
the managers. Intangible resources in an enterprise often mutually reinforcing. Company
holding a good reputation has better situation in gaining valuable high-skilled workers who
are loyal and connected with the employer. This in turn allows us to better serve customers
and further increase the company's position [1,2,5].
The article presents results of the BOST research, whose main objective is to evaluate the
company and its resources for the application of modern principles of production management
in the context of the Toyota achievements [1].
Analyzed enterprise conduct production and selling of furniture on the area of Visegrad
market (Poland, Slovak, Hungary and Czech Republic). The majority of production workers
in analyzed company men constitute (95%) in the age range above 33. They are mostly
experiences workers with 10÷20 years or work in the woodworking industry.
Evaluation of the managers in analyzed company was made by applying of BOST research
that concerning 4E+1P principles and twelve Golden Rules of Toyota. The aim of this
research was identifying of leaders, who apply the Toyota philosophy and teach their workers
in the aim of forcing team cooperation aimed to constant improvement of the entire company.
The purpose of BOST rules is to educate employees of such attitudes, which foster the
development of entrepreneurship in the company, as well as adapt to market requirements.
Toyota's approach to intangible resources, such as managers and employees are mainly
associated with the use of the following rules of conduct [1,2,5]:
? manager always close to workers,
? decisions are taken collectively,
? particular attention is paid to safety,
AUTHORS
CONTENTS
281
? problems are solved in the so-called quality circles,
? integration of employees with the company,
? creating and maintaining long-term relationship
The key to success so organized production systems are the philosophy and values that
translate into attitudes of managers and employees. Applying different rules for superiors
(managers) evaluation made by employees, it was stated that in the case of 4E + 1P principles
superiors of analyzed production company received positive evaluation. More diverse is result
of evaluation made with twelve golden rules applying. Content of 4E + 1P principles are
presented in table 1 and results are presented in figure 1.
Table 1. Elements of superiors evaluation according to 4E + 1P principles
Elements of 4E + 1P principles
1E – supervisor is enthusiastic throughout the day
2E – superior has the ability to stimulate others to act
3E – supervisor makes decisions quickly
4E – supervisor knows how to implement the decisions
and strives to achieve the objective
1P - superior care about colleagues, who can be successful
Source: BOST method. prof. n. techn. i n. ekonom. dr hab. in?. S. Borkowski.
1E 2E 3E 4E 1P
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1( tak)
2 (nie)
oznaczenie czynnika
u
d
z
i
a
?
p
r
o
c
e
n
t
o
w
y
Figure 1. Superiors evaluation according to 4E + 1P principles.
Source: own study.
As it results from above data, evaluation of superiors is high, its value averaged over all items
is 67.82%, which means that over two thirds of the staff very positive view of their superiors.
Top rated the competency and focus on achieving the objectives (95.24%). In second place, it
was stated forcefully and faster decision-making (76.19%), from which depends largely on
the effectiveness and success of any business. The next place is occupied by the superiors
personality traits (57.14%) indicating their activity and commitment is reflected in the ability
of others to stimulate action.
Superiors evaluation was also made on the basis of twelve golden rules of Toyota (tab. 2 and
fig. 2).
Factor denotation
P
e
r
c
e
n
t
a
g
e
s
h
a
r
e
[
%
]
yes
no
AUTHORS
CONTENTS
282
Table 2. Elements of superior evaluation according to twelve golden rules of Toyota
Elements of twelve golden rules of Toyota
KB – supervisor informed about objectives of the action
KC - supervisor informed about events in the company
KD –superior asks for crew advice
KE – superior helps in carrying out tasks
KF – superior directed his crew and requires
KG – superior allows for self improvement work
KH – superior expresses appreciation for well done job
KI – superior publicly expresses gratitude
KK – supervisor criticizes in a discreet way
KL – superior forgives and encourages the achievement of good results
KN – supervisor is open to the ideas of the crew
Source: own study.
The average value of superiors evaluation by the twelve golden rules is also high (68.25%).
Results of the research says that there are the main three golden rules of Toyota: manager
gives a good example (95.24%), informs about objectives of the action (80.95%), promotes
the implementation of tasks (76.19%).
KA KB KC KD KE KF KG KH KI KK KL KN
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1( tak)
2 (nie)
oznaczenie czynnika
u
d
z
i
a
?
p
r
o
c
e
n
t
o
w
y
Figure 2. Superiors evaluation according to twelve golden rules of Toyota.
Source: own study.
Figure 2 shows, that for 71.43% of workers there are some rules of Toyota, that are important
to their superiors: directs and requires, being open for crew ideas, forgives and encourages the
achievement of good results. An analysis of research by the golden rules in general shows a
good image of company managers. Almost eleven rules from twelve most important
principles received a value of above 50%. It points to some crucial advantages of
woodworking industry managers such as: well fulfilling their functions, enabling active
participation in work quality improvement, creating conditions for the development of
initiative and creativity of subordinates. They ensure a good atmosphere and accurate flow of
information.
Factor denotation
P
e
r
c
e
n
t
a
g
e
s
h
a
r
e
[
%
]
yes
no
AUTHORS
CONTENTS
283
3. MANAGEMENT STYLES – RESERACH RESULTS
The main idea of managers, who provide applying of Toyota principles in the company and
Toyota leadership using in problem solving, is the idea of the ninth management principle of
Toyota. It presents saying: ‘grow leaders who thoroughly understand the work, live the
philosophy, and teach it others’. According to this principle, fundamental task of Toyota
leader is to build a learning organization, thus strengthening of particularly strong element of
culture in this company. The main aim for each manager in modern enterprises is employees
development in the direction of joint goals achieving and thinking like the Toyota’s way.
Enterprises like these one are ‘building learning organization’ acting for real long-term
successes [1,2,5].
The BOST research is a research methodology, which transform 14 principles of Toyota
management into questions [1]. The research problem was presented in this questionnaire in
relation to the ninth Toyota principle:
E9. Assess using scale 1 to 9, the importance, in your enterprise, of:
- - human issues, - production/service issues.
1 – disinterest, 9 – high interest.
In this question, the staff expressed their views on importance and interest by the management
of human affairs, and manufacturing issues. The assessment of importance of human
problems and production issues in analyzed companies was determined based. Managerial
grid was divided into four parts [1,2,3]:
1. Part I – low level of importance of human and production issues.
2. Part II – low level of human problems importance, high level of production issues
importance.
3. Part III – high level of human problems importance, low level of production issues
importance.
4. Part IV – high level of importance of human and production issues.
The diagram, which illustrates described situation, is presented in figure 3.
1
10
3
10 2 10
3
10
1
2
3
3
10 4
10
2 10
2
1
10
4
10
2
2
10
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Figure 3. Managerial grid (a) and answer structure by division on four parts (b).
Source: own study.
As results from data presented on fig. 3, that workers attention is focused on production and
human issues – overwhelming majority of answers (70.2%) are accumulated in part IV.
Main premise of the ninth principle of Toyota is to grow leaders instead of buying them [5].
Growing, in each situation, is implemented according to particular principles and models. In
the case of Toyota, leaders are grown with consideration of the elements (fig. 4).
59/70,2 12/14,
3/3,6% 10/11,
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General
managerial experience
“Follow the rules!” “Here is what to do and how.
Do it!”
“Here is our purpose
and direction:
I will lead you and coach”
“You are entitlement!”
Task master Bureaucratic manager
Builder
of learning organization
Group facilitator
Toyota leaders
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In-depth understanding
of work
Figure 4. Toyota leadership map.
Source: Liker J.K. 2005.
Leadership map is divided into ‘quarters’ (marked A, B, C, D). Quarter A, „builder of
learning organization”, is based on the thesis „Here is our purpose and direction: I will lead
you and coach”. In quarter B, „task master” works on the basis of the principle: „Here is what
to do and how. Do it!”. Quarter C relates to „bureaucratic manager” whose activities are based
on the thesis: „Follow the rules!”. „Group facilitator”, corresponding to the range of the
quarter D, with their motto „You are entitlement” [1].
Results gathered in the analyzed company show the majority of managers conducting this
company, is like “builder of learning organization” - takes care about so results of enterprises
(in production and sale) as human affair.
4. SUMMARY
Obtained research results show, that employees expect several skills that should be
advantages of theirs leaders in the production such as: leadership skills, integrity and
reliability, planning and organization of work, appropriate ethical behavior.
Visualization of the results in diagrams in the form of managerial grids and then division of it
into parts (3 and 4) allowed for unequivocal determination of importance of the researched
problem. It is also allows to conclude that investigated enterprises put great emphasis on
realization of production/service issues, however, human problems are also of high priority.
5. REFERENCES
[1] Borkowski S.: Zasady zarz?dzania TOYOTY w pytaniach. Wyniki bada? BOST.Wydawnictwo
Mened?erskie PTM. Warszawa 2011. ISBN 980-989-1601-7.
[2] Borkowski S.; Jela?i? D.; Stasiak-Betlejewska R.: Points of woodworking industry development.
Wyd.Yurii V. Makovetsky. Dnipropetrovsk. 2010. ISBN:978-966-1507-51-6, pp. 121 – 140.
[3] Borkowski S., Stasiak-Betlejewska R.: The meaning of strategic areas in enterprises applying
principles of Toyota. EASST Practicing science and technology, performing the social.
University of Trento. Trento. Italy.
[4] Stasiak-Betlejewska R., Borkowski S.: The Importance of a Control and Standarization in the
Human Resource Management. [in:] Proceedings of the Sixth Scientific International Conference
Human Potential Management in a Company. Žilina. 2009.
[5] Jeffrey K. 2005. Droga Toyoty. 14 zasad zarz?dzania wiod?cej firmy produkcyjnej ?wiata.
Wydawnictwo MT Biznes. Warszawa. ISBN: 83-88970-31-3.
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