e. TMMI should use stepping-stones to reach the overall goal of completing the program. For each time a trainee finishes a training session, Toyota could give incentives such as t-shirts, jackets, amusement park tickets, monetary rewards, etc. in order to encourage them to move on and take the next training session. We fell that this would greatly increase the desire to participate in the program. Also, TMMI should ask the group leaders under which circumstances that they learn the most. We feel this is important because many people learn differently. If a prospective group leader learns better by being in a situational position, then TMMI should use classroom lectures and selected readings in order to train that employee. This may be more work for the human resources department because they have to monitor and control more than one method of training, but the trainees will take more knowledge back into the workplace, which is a very important goal for Toyota of Indiana. Standardizing the training across North America would also be a recommendation that we would give to TMMI. They should use the same training program that other Toyota plants are using. This way when they run into problems, more than likely other plants can help them out. The program that TMMI is using has not been used in any other Toyota plant, so they have to work through every problem, which is taking a longer amount of time. The TMMI human resources department could not give us any reason why they chose this training and development method, except that they were trying something new at their new plant. We fell that these recommendations will not change the behavior of the organization or the organization itself, but it will increase the amount of training that takes place.Our group learned many things about managing group work while working on this project. The main thing we learned about working in a group was how to work around many different ...
