Tata group: an overview

TATA SONS : ORGANISATIONALCHANGES.

TATA MOTORS:

CULTURE AT TATA :

MUDASIR MUZAFAR BHAT

On the selection of his successor, Ratan Tata said thathe was impressed by the "quality and caliber" ofMistry's participation on the Tata Sons board andpraised his "astute observations and humility".

Mistry is the younger son of construction tycoonPallonji Shapoorji Mistry, who holds an 18.5 percentstake in Tata Sons, the single largest shareholder.Mistry joined the board of Shapoorji Pallonji & Co asdirector in 1991.

NOTHING OF MISTRY WAS KNOWN TILL TIME NOT EVE N WIKI KNEW HIM

Addressing climate change:

Carbon mapping and abatement

Engagement and awareness

Strategic collaboration

In the first major organizational restructuring since

Cyrus P Mistry took the reins, Tata Sons, the

holding firm of the over-$100 billion salt-to-

software Tata Group, ON 31ST APRIL announced

the formation of a group executive council (GEC),

which will provide strategic and operational

support to the chairman.

The GEC replaced the GCC and the GEO which

was earlier used to direct future business

endeavours of the group and also streamlined

operations

1. The first major step was HIRING, not FIRING:

2. Parting ways amicably:

3. Informing people about changes that might happen:

Culture of:

Creativity

Innovation

And charity..

Leads to what we see a 100 billion us dollar

organization.

TATA MOTORS : CHANGE OVER THE

YEARS , WHAT AND HOW

ORGANIZATIONAL CHANGE AT TATA MOTORS

INTRODUCTION:

Tata Motors was predominantly a manufacturer of

commercial vehicles. Cyclical business. Market in

India shrank by more than 40 percent. 5 billion

rupee loss in 2001. In 2001 they decided on a

recovery strategy that had three distinct phases:

PHASE 1 Move to a system of market pricing.

Reduce break-even point. E-sourcing. Exploitation

information technology

PHASE 2 Improving product quality. Upgrading

product features.

PHASE 3 International diversification

ORGANIZATIONAL CHANGE AT TATA MOTORS

INTRODUCTION:

Tata Motors was predominantly a manufacturer of

commercial vehicles. Cyclical business. Market in

India shrank by more than 40 percent. 5 billion

rupee loss in 2001. In 2001 they decided on a

recovery strategy that had three distinct phases:

PHASE 1 Move to a system of market pricing.

Reduce break-even point. E-sourcing. Exploitation

information technology

EIGHT STEPS FOLLOWED BY TATA MOTORS TO

CREATE ORGANIZATIONAL CHANGE :

Step 1 : Create urgency

Step 2 : Form a powerful coalition

Step 3 : Create a vision for change

Step 4 : Communicate the vision

EMPLOYEES MOTIVATION TO ACCEPT

THE CHANGE

There are 4 techniques to be taken care of for

motivating change management:

Clarity

Communication

Consistency

Capability

TATA CULTURE

Here is a cultural model that is both simple

and powerful in its ability to help you

change organizations

TATA GROUP: LEADERSHIP WITH TRUST.

'TATA' means 'management Thinking and Acting

that leads to employee Thinking and Acting’

Embodying the tata values and culture :

Integrity

Understanding

Excellence

Unity

Responsibility

TATA TRUSTS.

TATA AFFIRMATIVE ACTION PROGRAMME

Group policy on affirmative action

Tata companies believe in social equity

Tata companies adhere to the principle of equal opportunity,

irrespective of caste, whether in recruitment or career

advancement within the organisation

Tata companies are also committed to directly conducting or

supporting initiatives to ensure an equal footing for socially and

economically disadvantaged sections in the country at large, and

specifically the Scheduled Caste and Scheduled Tribe

communities

THANKS

FOR •PATIENT

LISTENING

mu

da

sirm

uzafa

r@gm

ail.c

om

THANKS

Presented by:

MUDASIR MUZAFAR BHAT

Feedback at:

[email protected]

Tata group: an overview

Documents

Transcript of Tata group: an overview