Toyota Recall

| February 22, 2015

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TOYOTA RECALLS: Research how Toyota handled complaints that it received from 2008-2010 regarding runaway acceleration problems. Specifically, note how the company dealt with the vehicle problem, those directly impacted by acceleration issues, and its own shareholders and employees. Compare Toyota’s response to Johnson & Johnson’s response to the Tylenol crisis. Based on this comparison, evaluate Toyota’s response. Prior to the recalls, Toyota enjoyed a reputation for high quality vehicles. The sheer volume of vehicles with safety and quality issues and its failure to act quickly when it became aware of problems quickly tarnished the company’s image. What did the company do right? What should it have done differently? How could a company that had been held out as an exemplar of product quality produce over 8 million vehicles with safety issues?
Order Instruction
Students will be expected to prepare an 8-10 page research paper that answers the given questions and analyzes the company’s strategies, approaches, and responses to a specific circumstance. Papers must contain appropriate footnotes and be accompanied by a bibliography. The paper must contain at least eight different sources of information (references) of which at least six must be non-Internet based (not web pages). There will be a discussion board on critical research and writing strategies that students may refer to. The paper must contain appropriate citations using the APA style. Further directions on this paper will be provided during the semester
Guidelines for Analyzing Cases: The following guidelines are designed to assist in the case analysis discussion groups and the final paper. The Guidelines are not intended to be a rigid format. Each question is intended to surface information that will be helpful in analyzing and resolving a case. Each case is different, and some parts of these guidelines may not apply in every case. The heart of any case analysis is the recommendations made based upon a solid logical foundation. The questions dealing with Problem and Issue Identification and Analysis and Evaluation should be used to define and then defend recommendations.
Problem and Issue Identification:
What are the central facts of the case? What assumptions are you making about these facts? What is the major overriding issue in the case? What major questions or issues does this case address that merits study? What sub-issues or related issues are present in the case that merit consideration?
Analysis and Evaluation:
Who are the stakeholders in the case and what are their stakes? What challenges, threats or opportunities do these stakeholders pose? What economic, legal, ethical, and philanthropic responsibilities does the company have, and what is the nature and extent of these responsibilities? If the case involves company actions, evaluate what the company did or did not do in handling the issue affecting it.
What recommendations do you have for this case? If a company’s strategies or actions are involved, should the company have acted as it did? What action should the company take now? Why? Be as specific as possible. List several options as well as the pros and cons of each alternative. Be prepared to discuss why you eliminated those options you discarded and defend your chosen alternative. Mention and discuss any important implementation considerations. This last step is crucial because recommendations that cannot be implemented are worthless
More Tips on Case Study Analysis
The objective of case discussions and analyses is to develop the necessary abilities to apply previously acquired concepts to a specific situation. The case studies put you in the shoes of a decision maker, i.e., you have to perform the appropriate analysis and then make a recommendation. Read the case thoroughly; identify the principal issues to be addressed in the case; attempt to analyze these issues using your common sense and any appropriate tools or techniques; and note any action recommendations implied by your analysis. Alternatively, if you find yourself hitting a roadblock, try to articulate what your problem is. Oftentimes identifying roadblocks is as valuable as a complete analysis. For each case assigned during class, I will provide one or more preparation questions. The questions play several roles depending on the case. Usually the questions are simply to help you get started on your analysis. You should not feel constrained by them nor should you assume that answering all of the preparation questions necessarily constitutes a complete analysis.
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