Post on 02-Jun-2018
8/10/2019 Taj Hotel Group culture case analysis
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TAJ CASE ANALYSIS
8/10/2019 Taj Hotel Group culture case analysis
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TAJ Hotel group culture
Customer centric approach. ATITHI DEVO BHAVA was their guiing philosoph!.
Builing trust an long relationship with customers.
De"elop competencies # $eaership o% results &'usiness anpeople.
Better aligning the compan! towars achie"ing its "ision&mission& an goals
High emplo!ee moti"ation an lo!alt!(haping emplo!ee 'eha"ior at wor)& ena'ling the
organi*ation to 'e more e%%icient.
Empowere emplo!ees .
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+actors leaing to the culture,.
Value ri"en recruitment s!stem. (ee) %resh recruits rather than lateral hires.
Hire nee! people %rom small towns an semi ur'an areas wheretraitional Inian "alues such as respect %or elers an teachers& humilit!&consieration %or others & iscipline an honest! still hol swa!.
-ecruitment 'ase on traitional "alues & respect %or elers&cheer%ulness an neeiness.
Training emplo!ees as customers am'assaors Three s)ills are imparte technical& personalit! s)ills an customer
hanling s)ills. Duration o% training is / months against the stanar 0 months.
Emplo!ee empowerment to ta)e ecisions an act without an!e1planation.
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-ecognition as rewar s!stem. TAJ group 'elie"e that happ! emplo!ees lea to happ! customers.
(TA-( program lin)e customer elight to emplo!ee rewars. Compliment %rom 2uest&
compliment %rom colleagues Own suggestions
Immeiate super"isor was responsi'le %or rewaring an recogni*ing hissu'orinates.
Or'it per%ormance s!stem to recogni*e people.
Customer centric approach. Deication to ut!& esire to protect guest& 3uic) thin)ing& personal caring. Highest le"el o% 3ualit!
# A'ilit! to man! e1tra miles to elight customer..
+actors leaing to the culture,.
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Pros Cons
Di%%icult moel to imitate &gi"ingcompetiti"e a"antage
(election o% emplo!ees is crucial.4ista)es in selection ma! hurt se"erel!.
Contene emplo!ees sta! lo!al to thecompan! & with low attrition.
(trong culture acts to homogeni*e thewor)%orce an reduce diversity. Thisreuces creati"it! an inno"ation.
$ow cost 'ut highl! e%%ecti"e emplo!eeswho are moti"ate.
Barrier to mergers and acquisitionsas it 'ecomes i%%icult %or people toaapt.
Correcti"e actions are eas! to ienti%!an ta)e up
4anagement 5erspecti"e
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Pros Cons
6uic) ecisions 'ecause o%ecentrali*ation
4isuse o% power can happen in aecentrali*e s!stem
(ocial control within the %irm. E"er!'o!is oriente towars the same irection.
(trong culture Can lea to 2roup Thin)which will )ill inno"ation.
2oal alignment ma)es ecision %aster Culture 'eing so strong it is i%%icult %or
the organi*ation to change whenre3uire.
E3ual opportunit! %or each emplo!ee toreali*e their %ull potential within thecompan!
Organi*ational 5erspecti"e