The School For Wives and Ghosts | Analysis

The School For Wives and Ghosts | Analysis In Henrik Ibsens Ghosts and Molieres The School for Wives, the playwrights portray the concept of male domination with the help of the relationships between the characters. Ibsen depicts male dominance in the late 1800 Norwegian society mainly through the characters of Mr. Manders and Mrs. Alving. On the other hand, Moliere portrays male dominance in French Renaissance society using the characters of Arnolphe and Agnes. The playwrights portray their societies through miniature household with stereotypical characters. Male domination in both the plays is depicted by the careful use of speech, actions and social beliefs. This similarity reflects upon the two 17th century European societies, the Norwegian and the French Renaissance. The writers establish differences in perception using characterization. The use of rhetoric speeches of Mr. Manders in Ghosts shows that domination in Norwegian society is elusive. At the same time, the use of simple language in The School for Wives illustra tes male domination that is prominent in the French Renaissance society. Important aspects of culture and society have also been incorporated in the two plays. In Ghosts, and School for Wives the playwrights convey male dominance through dialogue and action. However, the difference lies in the manner of portrayal. Ibsen employs ideas and social norms in his speech to bring out the oppressive character of Mr. Manders and to influence Mrs. Alving. The insurance of the orphanage is an example of indirect influence being employed as a tool to dominate. After Mrs. Alving decides to insure the orphanage, Mr. Manders asks, But what about the opinion of the people hereabouts?  [1]  The ultimate aim of Mr. Manders is to avoid judgment by public. The character of Mr. Manders allows Ibsen to present the thoughts of common people in the Norwegian society who do not have the courage to deter from the norms of society. The issues in a domestic household such as the conflict between Mr. and Mrs. Alving act as a microscopic portrayal of Norwegian society. It is evident that this portrayal of male dominance in Ghosts was not approved by the Norwegian no rm as it was banned from being staged in a number of theatres in Scandinavia. Similarly, Moliere depicts complete male dominance through words and actions. The character of Arnolphe is used to bring out the theme of oppression of women. Arnolphes dialogue and soliloquys are used for this purpose. For example, he controls the upbringing of Agnes and restricts her right to modern education. Arnolphe says, A wife who writes knows more than can be good for her.  [2]  This excerpt of Arnophes speech shows that the society presented in the play saw educated women as unsuitable wives. Arnolphe acts as a director when he says, A trusty soldier knows his place, however hard, and shows obedience to the captain of the guard; a valet serves his master, and a child obeys his father, and a priest does what the bishop says  [3]  . In this speech, Moliere metaphorically compares the inferior ranks of professions to women and the superior to men in French household. This quote also shows that hierarchy and domination exist in all parts of the French society as presente d in the play. The God-like figure of Arnolphe is often portrayed throughout the play as he says She never should presume to look him in the face- Except if he looks kind, and smiles at her with grace.  [4]  It also suggests that the admiration that men receive from women and society is like a myth or action that is supposed to be done disregards to the individual person. The Maxims of Marriage mentioned in Act III Scene II of the play is the portrayal of male domination in French Renaissance society. Each maxim topic depicts the traits expected by the husband in an ideal wife. For instance, the maxim states that a good wife must not dress to tease or must never play cards  [5]  . The wives must obey the maxim as a bible whether they want to or not. Through this, Moliere portrays a French domestic household and complete male dominance in a marriage. Another technique of the playwrights in portraying male domination is through characterization and the different traits between the male and female characters. In Ghosts, Mrs. Alving and Mr. Manders are the two extreme opposite characters. Ibsen makes Mr. Manders a dutiful priest who represents conservative society while he makes Mrs. Alving a widow who represents modern beliefs and radical thoughts. This characterization technique is a tool enabling the male characters to influence the female characters. By doing this, Ibsen portrays various conflicting beliefs and ideas that exist in the Norwegian society: conservative and unorthodox. Similarly, in the play The School for Wives, Moliere uses characterization to portray male dominance. Arnolphe is a man of society who has wealth and property to his name. On the other hand, Agnes is portrayed at the beginning of the play to be an orphan with no wealth or status. She is uneducated and very young compared to Arnolphe. The relationship between Arnolphe and Agnes acts as a mirror image to the French Society. The age difference and the lack of education of women make it possible for men to control womens life in all aspects as Arnolphe says Whichever way I choose, Ill shape her very life- Ill mould her in my hands, just like a lump of wax, and then Ill sculpt her, in whatever form she lacks.  [6]  An image of a toy or a figure being created out of clay is portrayed. This speech of Arnolphe, represent men in society, means that men do not want to marry a specific woman but they want to marry anyone who is, according to them, an ideal wife. In Act III, scene IV, this l engthy passage illustrates that he wanted to marry a woman who fitted in his vision of idealism in a marriage. Arnorphes soliloquy is an insight to the insecurities of French men in the 17th century. Moliere devoted a scene for this lengthy speech of Arnolphe to tell the audience about the selfish thoughts of men. The structure of this passage also shows Molieres use of punctuations to increase the pace of the monologue. It also makes the audience feel like Arnolphe is reciting a lyrical poem; hence the audience is kept interested until the end of the scene. The importance given to this scene by Moliere suggests that male dominance is a main theme which he wants to bring out in this play. The playwrights use some of the elements of the society as a tool to portray male dominance. In Ghosts, Ibsen depicts male dominance through concepts of duties, public opinions and individual beliefs as themes. For instance, Mr. Manders says What right have we to happiness? No! we must do our duty, Mrs. Alving.  [7]  This emphasizes the idea of conservatism in the Norwegian society. General responsibility regardless to the personal situation or feeling applies to everyone in the society. Similarly, Moliere depicts male dominance using tools such as education, naivety and religion in the play The School for wives. The restriction of basic rights of Agnes is can be viewed as immoral, but at that point of time, men considered it to be a venture as Arnolphe says Then youll see the result of my experiment,  [8]  Religion is used to portray men as God-like figure in society. And the profound respect she must show, in a word, to him, for hes her husband, ruler, chief and lord,  [9]  This part of Arnolphes speech illustrates the overall image of relationship between husbands and wives in the French renaissance society. Men are not only husbands but also the owners of the wives. Naivety plays an important role in allowing men to dominate womens thoughts. I want her ignorant, since all she needs to know is how to love me, pray to God, and spin and sew.  [10]  This quote again emphasizes the point that stereotypical husbands do not want educated wives because they a re considered too intelligent to be a good wife. The only qualities needed in a perfect wife are adeptness at chores and respect their husbands. Moliere employs Arnolphes speech to bring out the image of who was believed to be an ideal wife in renaissance society. In conclusion, Ibsen and Moliere represent their views on male dominance in Norwegian and French Renaissance societies respectively through Ghosts and The School for Wives. Using light hearted farce and comical elements, Moliere depicts human folly and elaborates the hidden motives such as fear of power of women.  [11]  Similarly, Ibsen attacks the sanctity of marriage and identity of women.  [12]  He accomplishes the aim of portraying taboos and making an impact on the Norwegian society. By analyzing these two plays, we understand the nature and culture of Norwegian and French societies. Male dominance exists in all societies but it is portrayed in a various ways depending on the nature of the society.

Ethics and Amtrak

The Amtrak case study is a horrible accident that occurred in 1993. I feel the entire cause of the accident was a series of events that could not have been known. The stakeholders in this care are the Amtrak employees, customers and land owners of the railway lines. The biggest interest of the stakeholders would be loss of life. No one wants to be involved with the loss of a human life. And I am sure there are several financial reasons for the interest, as well. To begin with, corporate social responsibility functions as a built-in, self-regulating mechanism whereby business would monitor and ensure its support to law, ethical standards, and international norms. The legal obligation Amtrak has is to provide a safe service for its customers. They need to show the customers that they put every effort into providing a safe and dependable service. Economically Amtrak needs to clear up this disaster and correct the problems so the customers will continue to use Amtrak. If this situation is not handled correctly it could have ruined the company. Ethically Amtrak needs to seriously improve it tracking and emergency response procedures. When they couldn’t really determine where the train, in my opinion, was the biggest problem with the EMS reaching the crash. Philanthropic is showing concern for humanity, especially by performing charitable actions such as donating money. I feel if Amtrak agreed to pay for the services of the people who died in the accident, that would be a good start. Finally, my recommendation for this case is simple. Figure out what went wrong and what went right. Correct all the wrongs and make sure the corrections stay in place. They also need to determine some type of checks and balances for these new procedures. I understand accidents happen, but, Amtrak needs to take every precaution to ensure this does not happen again. I feel if the current managers and supervisors had a stronger sense of morals this accident would have been much easier to deal with. In fact, this accident might not have happened if the current administration had enforced stricter rules. I also feel that a situation like this can destroy a transportation company if it’s not handled properly. The company needs to get the customers confidence back at any cost, because no customers no revenue. I feel Amtrak has a long way to go to repair the faults in their company, however at least admitting they need help or have problems is the first step in correcting the issues.

Women’s Army Auxiliary Corps

Women’s Army Auxiliary Corps Take the women into the armed service, who then will do the cooking, the washing, the mending, the humble and homey tasks to which every woman has devoted herself? From the mouth of a man who was against women joining the Armed Forces of the United States during World Wars I (WWI) and II (WWII) (Monahan). In 1917, thousands of women served during World War I (WWI), constantly fighting a battle to become part of the United States Army, a battle they were not winning (Monahan).They were nursing, supporting and helping the military forces overseas, but they were not recognized. During that time period many Army Officers put formal requests into the War Department to allow the recruitment and enlistment of women, trying to create a bill to establish a Women’s Army Auxiliary Corps (WAAC). Secretary of War, Newton D. Baker, disagreed with this suggestion of a bill and the requests to establish a women’s service corps within the U. S. Army ( Monahan).After the war was over the push for a WAAC was forgotten, out of sight out of mind, until World War II. The basis of the WAAC was to allow women into the Army and to try to create an equal environment for men and women from which the Constitution and the Declaration of Independence says we are built upon. When WWII kicked off women were not considered part of the Army, but they were allowed to help with many different roles. This time period posed many opportunities for American women, both domestically as well as roles they could play in the war.A big issue that dominated women’s lives during this period was how to combine home-life with the new demands of the war economy in the public’s eyes. Women had made a few gains between WWI and WWII in the military in terms of the political influence; female workers were utilized for short-term gains during the war, with a long-term goal of seeing women return to the domestic sphere and reinforcing traditional gender roles (Crockrord).Women who chose to help the military in times of war had to obtain their own food and quarters, they had no legal protection or medical care and most importantly they were not entitled to any type of disability benefits or pensions the Veterans were entitled to (Holm). Congresswoman, Edith Nourse Rogers of Massachusetts was determined to change this, she introduced a bill on May 28, 1941, to establish a Women’s Army Auxiliary Corps, and the bill eventually succeeded because there was no hint of full status for women; which meant women would be ecognized as supporting the Army but they would still not be a part of the Army (Holm). She felt women and men should have the same benefits and should be treated equally. When the final bill for the WAAC was presented both sides had to compromise, the women and the men’s side serving in the military (Bellafaire). The bill passed, and the bill passing meant that women would be allowed to serve with the Army but they still would not receive the same pay or promotions and lot of the benefits that the men received. They did however receive food, uniforms, living quarters, minimal pay and medical care.There was also a lot of focus on preventing women from attaining high rank and on placing women in positions where they could give orders to men (Bellafaire). For example, although the duties of a WAAC first officer were comparable to those of a male captain, she received pay equivalent to that of a male first lieutenant (Bellafaire). Unfortunately, there were still many things that women had to overcome serving with the military. Men constantly criticized female soldiers, saying that they needed to be home with their family and community.They didn’t want a change and women in the military represented just that. The Office of Censorship ran a pole and discovered 84 percent of soldiers’ letters mentioning the WAAC were unfavorable (Bellafaire). They were questioning the moral values of women attracted to the military service and passed these beliefs to their families at home (Bellafaire). One of the biggest challenges that were faced with the WAAC was the rumors. Most of the rumors were started because they many were trying to force women back to â€Å"their domestic lifestyles† (Bellafaire).Many men started to say women of the WAAC were pregnant or were prostitutes; the women were often returned home based on the rumors and not factual evidence (Bellafaire). One story that was told was that any soldier seen dating a WAAC would be seized by Army authorities and provided with medical treatment (Bellafaire). Though there were many rumors about the WAAC and they were under serious scrutiny, Congress opened a hearing in March 1943 on the conversion of the WAAC into the Regular Army, hoping that it would help to mitigate the rumors and help the women become more of an integral part of the Army (Holm).Army leaders asked for the authority to convert the WAAC in to the Women’s Army Corps, which would be part of the Army itself rather than merely serving with it (Holm). On July 3, 1943 the WAC was signed into law and all WAAC’s were given the choice of joining the Army as a member of the WAC or returning to civilian life. Many decided to join, 25 percent decided to leave the service (Bellafaire). Women in the military have been an instrumental part of our history. The WAAC was the first step for them becoming part of the military.Looking at the bigger picture, whether women were a part of the WAAC, the WAC or just the plain old Army today there will always be a place for women. Even in today’s world women constantly have to fight for their roles and to prove themselves. The Declaration of Independents states, we hold these truths to be self-evident, that all men are created equal (Jefferson), â€Å"men† is all people, including women. It is always a constant battle for equality, the WAAC was a positive step in tha t direction and it has only gotten better. Works CitedBellafaire, Judith. â€Å"The Women’s Army Corps: A Commemoration of World War II Service. † www. history. army. mil/brochures/WAC/WAC. htm. CHM Publication, 17 Feb. 2005. Web. 29 June 2012. Crockrord, Vanessa. â€Å"Oveta Culp Hobby and Her â€Å"Lieutenants† Transformational Leadership in Action in the Women’s Army Auxiliary Corps of World War II. † Dissertation. 2003. Electronic. 29 June 2012. Holm, Jeanne. Women in the Military: An Unfinished Revolution. Novato: Presidio Press, 1982. Print. Monahan, Evelyn. A Few Good Women. New York: Random House, 2010. Print.

Modern humans life - Free Essay Example

Sample details Pages: 10 Words: 3142 Downloads: 9 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? Automobiles are part of modern humans life. For some people automobile is carrier, for others it is luxury. Nevertheless, by allowing people to commute long distances for work, shopping, and entertainment, automobile become unabrogated part of our life. Don’t waste time! Our writers will create an original "Modern humans life" essay for you Create order Demand for automobiles remains high and inelastic. For instance, in advanced western households, and depending on the economy, the number of automobiles per family is greater than 1. (Domansky L 2006). Automobile industry is the industry that produces, designs, develops, manufactures and sells vehicles, including passenger cars, trucks, farm equipment, and other commercial vehicles. Around the world, there were about 806 million cars and light trucks on the road in 2007. The numbers are increasing rapidly, especially in China and India. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide (Wikipedia 2008). ORGANIZATION TOYOTA Toyota Industries Corporation is the biggest Japanese machine maker. Initially, a manufacturer of automatic looms, it is parent company of Toyota Motor Corporation. Toyota Industries currently is active in 5 business areas: automotive, materials handling, electronics, logistics and textile machinery. (Wikipedia 2008). Toyota Motor Corporation or simply known as Toyota, is international corporation headquartered in Japan and the largest automaker by sales (please see Appendixes A and B). Toyota employs more than 300,000 people around the world. Originally, Toyota was founded by Kiichiro Toyoda in 1937 from his fathers company Toyota Industries in order to create automobiles. Company overview 1980 The Toyota Motor Company received its first Japanese Quality Control Award and began taking part in a variety of motorsports. 1982 The Toyota Motor Company and Toyota Motor Sales merged into one company, the Toyota Motor Corporation. 1990 Toyota began to expand from producing mostly compact cars by adding many larger and more luxurious vehicles to its lineup. 1997 Toyota began production of the worlds best-selling hybrid car, the Prius. 1999 Entity was listed on the New York and London Stock Exchange 2002 Toyota managed to enter a Formula One works team 2005 Toyota ranked eighth on Forbes 2000 list of the worlds leading companies 2007 Toyota Camry Car of the Year for 2007. (Wikipedia 2008) LITERATURE REVIEW INNOVATION The only way a company can make significant breakthrough innovation in product development performance is to build its own one with the patience and philosophical underpinnings that has led to the success of Toyota. Toyotas innovations have focused on process rather than on product. That has made those innovations hard to see. But it hasnt made them any less powerful. The companys success is the Toyota Production System, which took place after the Second World War. (Taiichi Ohno 1990). Taiichi Ohno, a Toyota engineer turned need into advantage, coming up with a system to get as much as possible out of every part, every machine, and every worker. The principles were simple do away with waste, have parts arrive precisely when workers need them, fix problems as soon as they arise. What Toyota has done, better than any other manufacturing companies, is turn theory into practice. In some cases, it has done so with findings, like the andon cord, which means any worker can pluck to stop the assembly line if he notices a problem, or kanban, a card system that permits workers to signal when new parts are needed. Moreover, it has done so by reorganizing factory floors and workspaces in order to allow for a freer and easier flow of parts and products. Most innovation concentrates on what gets made. Toyota reinvented how things got made, which enabled it to make cars quicker and with less labor than other companies. (Liker J 2004) Toyota determines innovation as an incremental process, in which the aim is not to make big, unexpected jumps but, rather, to make things better on a daily basis. (The principle is frequently known by its Japanese name, kaizen persistent improvement.) In place of trying to throw long touchdown passes, as it were, Toyota moves down the field by means of short and stable gains. And so it rejects the idea that innovation is something far away from reality; instead, it is taken to be an everyday task for which everyone is responsible. (M organ J., Liker J. 2006) However, in 2006, Toyota ran into a series of quality problems and its possible that the focus on incremental innovation would be less well suited to businesses driven by large technological jumps. But, on the whole, the results are hard to argue with. They are also phenomenally hard to copy. The main reason is most companies are still organized in a very top-down manner, and have a hard time handing responsibility to front-line workers. But its also because the fundamental ethos of kaizen slow and steady improvement runs counter to the way that most companies think about change. Most companies hope that the right concept will turn things around overnight. The Toyota approach is more like a regular, less dramatic but, much harder to uphold. Toyotas innovative methods may seem impossible, but their absolute relentlessness defeats many companies. Thats why Toyota can afford to hide in pure sight: it knows the system is easy to understand but hard to foll ow. (James Surowiecki, 2008). STEPS BY TOYOTA TO BECOME INNOVATIVE Toyota has taken the following seven key actions in order to structure their innovation. Delegation of Decisions to Innovation Teams As all important decisions in the innovation process are made by top managements agreement a time delay will result. Therefore the rest of the decisions need to be delegated to the innovation team in order to avoid such cases and enable innovation. The compliance of top management is only required at the milestones or gates of the innovation process. The members of the innovation team should be available to the team with 100% of their time in order to bring the innovations to market as soon as possible. The degree to which decisions are delegated to the teams and the degree of availability of the members for the innovation teams differ, however. Toyota has fully dedicated innovation teams with 100% availability of their members. Integration of RD into the Business Units The organizational integration of the majority of RD into the business units makes innovation management more effective. It nurtures the co-operation with the other departments of the business unit and the orientation towards the customer in lieu of an exclusive focus on the technology. Moreoverit improves the preconditions forinnovation. Co-Location of Teams and Departments Bylocating all innovation team members and relevant departments of a divisionin the same place,Toyota makes sure that everybody hears the same thing at same time. This way the information does not get disfigured. Spontaneous communication and exchange of ideas are assisted. Co-location raises the possibility that in the management of an innovation the requirements of the market-place and of the technology are simultaneously taken into consideration and that the innovation gets to market faster. (Liker J 2004) Central Innovation Teams Themanagementof innovations that will result in a new category or that will cut across multiple categories often necessitates the use of central innovation teams that are not engaged to individual divisions. This central innovation team then report toa managerat the corporate headquarters. Such central teams are mainly used in cases when the motivation and resources of individual divisions, categories, product groups or brands are insufficient to get the respective innovation to market with maximum effort and at maximum speed despite the daily pressure and distractionfrom the established operation. However, for a successful innovation management it is important that the innovation project from its verybeginning has a division, category, product group or brand assigned. Central Innovation Funds The innovation projects in most cases need a special budget to get sourced because the divisionsshy away frommaking funds available given the typically high risk of such projects. Without a central innovation fund these innovations would not be launched fast, if they would get to market at all. External Interface forOpen Innovation Open innovation is a core strategy of innovation management in order to get innovations to market more quickly and enable innovation. In order to perform Open innovation and to channel external solutions and ideas into the company, innovation management needs an effective external interface. Merger Acquisition Department A special organizational structure of managing for innovation via Open innovation is the MA department which is involved in the acquisition of innovative companies. By way of acquisitions Toyota could significantly strengthen its innovation management, and have been in the market-place with innovations much faster. (Dr. Rolf Christian Wentz 2008) OOBEYA IS JAPANESE FOR BIG, OPEN OFFICE Now lets look at Toyota Production System in the example of Toyota Corolla production. The Corolla is one of the best-selling automobiles in history and the heart of every other car that Toyota makes. Takeshi Yoshidas (chief engineer for the 2003 Toyota Corolla) assignment was complicated: to keep the price of the new Corolla under $15,000 while improving the design and adding high-tech options that would win over young drivers. Yoshida came with a new approach to planning and engineering: more innovation, lower costs, higher quality, and fewer last-minute changes. That new approach is described in one word: oobeya (ooh-bay-yuh). Its Japanese for big, open office. In terms of business that means, in order to change the way that you create a product, change when, how, and with whom you share information. For Toyota, oobeya means bringing together people from different, even all parts of the company whether theyre from finance, engineering, manufacturing, logistics, design or sal es every month for the two years before a car goes into production. Meetings can be hold anywhere (Yoshida has convened oobeyas all the way from Toyota City, Japan to Erlanger, Kentucky), and everything is open for discussion: how to maximize profit, cut costs and reduce mistakes. At the beginning, oobeya meetings concentrated on squeezing costs. Almost every penny spent on the Corolla was argued over, fought for, and explained. Between meetings, people kept the discussion going through email and phone calls. Some of employees even create their own smaller oobeyas to undertake specific problems. Yoshida held his first Corolla oobeya in early 2000. The first order of business was to determine the exact cost of creating a single Corolla. As the different employees looked beyond their own departmental budgets, all kinds of smart savings came into view. For instance, In North America, Toyota was making the bulk of its Corollas with sunroofs in Canada, while a plant in California was not outfitted to make them. Once logistics told manufacturing that it cost $300 per car to haul sunroof-equipped vehicles from Canada to warm-weather states, executives revised the assembly process. Someone probably noticed this problem before but never did anything about it, says Don Esmond, senior vice president and a general manager at Toyota Motor Sales U.S.A., who was a regular at Yoshidas oobeyas. This time, we changed an entire plant. It cost $600,000. But it will end up saving us millions. Esmond set up his own oobeya at his headquarters in Torrance, California to tackle a smaller cost problem: expensive four-color brochures. They cost so much to produce, and they were too expensive for dealers to buy, Esmond explains. The solution: Enhance the Toyota Web site to include the full-color brochures so dealers or customers could print one out. We saved another $2 million, he says. If Esmonds group showed a willingness to cut costs, they also felt comfortable enough with oobe ya-based insights to add costs. Esmond argued that adding features like a CD player, sleek wheel covers, and a 60-40 split backseat would help Yoshida sell Corollas to a younger crowd. Esmond also suspected that such features would come standard in cars within two or three years. If Toyota didnt include them now, dealers would have to discount those optionless cars in the future. (Fara Warner, 2007) While the new Corolla made it to market in March 2002, Yoshida was pleased with what oobeya had helped him to achieve. He succeeds in keeping the base models under $15,000, but he had given up nothing in quality. In fact, Toyota did not have to make only change to the car once the final design was set. That is unprecedented in an industry where design, engineering, and manufacturing often argue over quality problems right up until the first car rolls off the assembly line. Oobeya is all about the power of open minds. Explains Yoshida: There are no taboos in oobeya. Everyone in that room is an expert. They all have a part to play in building the car. With everyone being equally important to the process, we dont confine ourselves to just one way of thinking our way out of a problem. (Fara Warner, 2007) RECOMMENDATION In todays world, in order to become a leader in industry the organization must be innovative. Toyotas invisible innovation where top management involved each employee was extremely effective. The company was first in the marketplace that performed such innovation and become a leader. Engaging all departments helped to find easier, smarter and faster ways to solve problems within production process. Toyota was able to look forward at the strategy and know how to bring products to market quicker than their competitors. Innovation is the key. Its not just for the technology; its for the business strategies as well. In order to stay a leader in the market Toyota should always think out something new that adds value, see beyond what is visible, connect un-connectable and stay creative. In addition, Toyota should keep creating a strategic view, establishing innovation as priority, establishing processes to convert ideas to innovations, recognizing creative behavior CONCLUSION By following to the same principles for more than eight decades while continually changing and improving the specific methods and processes, Toyota has made steady and significant progress since the 1950s. The main reason is that the company remained grounded in modesty, listening to the customer without haughtiness and striving to make a positive contribution to its community and the larger world, Toyota finds itself in the 21st century faced with enormous opportunity and responsibility. However, Toyotas major business is automotive design, sales and service still holds the most promise and the most opportunity for contributing to society. This mission becomes important not only for Toyota, but also for the whole industry as well Toyota Production System is strong and powerful. The company constantly develops higher quality vehicles faster, for less cost and at a greater profit than its competitors. It also launches more new vehicles annually than the rest of its competitor s, creating a steady flow of high quality new products to meet customer demand. Reason for these successes is the speed and product freshness. This competitive advantage has enabled Toyota to more than double the number of unique models. Moreover, this speed to market does not come at a high price. Toyota has the lowest RD ration to sales. By correlating its production capacities with common architecture strategies, standard process and component sharing, Toyota reaches an incredible overall cost advantage. In addition, one of the Toyotas strengths has been the ability to learn from others. In doing so, Toyota has thoroughly taken into account the implication, guided the new approach, considered the costs and benefit, and adapted the new approach to improve a current process. REFERENCES Books Domansky L (2006) Automobile Industry: Current Issues, Nova Science Publishers, pp 2 13 Taiichi Ohno (1990) Toyota Production System, Beyond Large Scale Production, Productivity Press, pp 15 20 Liker J (2004) The Toyota Way: 14 Management principles from the worlds greatest manufacturer, McGraw Hill, pp 15 51 Morgan J., Liker J. (2006) The Toyota Product Development System: Integrating People, Process and Technology, Productivity Press, pp 5 12 Web Wikipedia (2008) Automotive industry, [online] (Accessed on 2008), Verified on: https://en.wikipedia.org/wiki/Automotive_industry Wikipedia (2008) Toyota Industries, [online] (Accessed on 2008), Verified on: https://en.wikipedia.org/wiki/Toyota_Industries Wikipedia (2008) Toyota, [online] (Accessed on 2008), Verified on: https://en.wikipedia.org/wiki/Toyota James Surowiecki, (2008) The open secret of success. [online] (Accessed on 12 May 2008), Verified on: https://www.newyorker.com/talk/financial/2008/05/12/080512ta_talk_surowiecki Dr. Rolf Christian Wentz (2008) The Organizational Structure of Innovation: How Toyota, Procter Gamble , GE, 3M, IBM, Google, Microsoft, Sony, Hewlett-Packard, DuPont, Honeywell, Whirlpool [online] (Accessed on: 2008) Verified on: https://www.the-innovation-machine.com/?p=83 Fara Warner, (2007) In a Word, Toyota drives for innovation [online] (Accessed on: 19 Dec 2007) Verified on: https://www.fastcompany.com/magazine/61/toyota.html BIBLIOGRAPHY Books Domansky L (2006) Automobile Industry: Current Issues, Nova Science Publishers, pp 2 13 Taiichi Ohno (1990) Toyota Production System, Beyond Large Scale Production, Productivity Press, pp 15 20 Liker J (2004) The Toyota Way: 14 Management principles from the worlds greatest manufacturer, McGraw Hill, pp 15 51 Morgan J., Liker J. 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