【案例分析题】

In an organisation whose employees are self-motivating
and largelyself-directing，the compass that steers them in
the way the organisation wants them to go is its culture.
Toyota （丰田）has 580different companies around the
world，51factories out Japan，and sells cars in more than 【S1】______
170countries.
What hold these operations together and makes them 【S2】______
part of a single entity，says Talks Athanasopoulos，the head
of its European operations，is the company’s strong
corporate culture.
’The Toyota Way’，which embodies the Japanese
carmaker culture，has five distinct elements：【S3】______
？Kaizen，a well-known Japanese process of continuous 【S4】______
improvement.Kaizen is more a frame.of mind as a 【S5】______
business process.
Genchi genbutsu （GG），which roughly translated
means ’go to the source’.Finding the facts and do not rely 【S6】______
on hearsay （传闻），because it is easier to build consensus
（一致意见）around with arguments that are well supported.【S7】______
And also go to the source of the problem.
Challenge.Toyota employees are encouraged to see
problems not as something undesirable，as to view them 【S8】______
positively as a way to help them to improve their
performance further.
Teamwork.This means putting the company’s
interests before those the individual，and sharing knowledge 【S9】______
with others in the team.
Respect for other people，not just as people but also
for their skills and the special knowledge that is derived 【S10】______
from their particular position in the company.Toyota
believes that if two people always agree，one of them is
superfluous.Different opinions must be expressed，but in a
respectful way.

【S1】（）