tata group: an overview
TRANSCRIPT
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TATA SONS : ORGANISATIONALCHANGES.
TATA MOTORS:
CULTURE AT TATA :
MUDASIR MUZAFAR BHAT
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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
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Addressing climate change:
Carbon mapping and abatement
Engagement and awareness
Strategic collaboration
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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
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1. The first major step was HIRING, not FIRING:
2. Parting ways amicably:
3. Informing people about changes that might happen:
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Culture of:
Creativity
Innovation
And charity..
Leads to what we see a 100 billion us dollar
organization.
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TATA MOTORS : CHANGE OVER THE
YEARS , WHAT AND HOW
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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
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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
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PHASE 2 Improving product quality. Upgrading
product features.
PHASE 3 International diversification
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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
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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
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EMPLOYEES MOTIVATION TO ACCEPT
THE CHANGE
There are 4 techniques to be taken care of for
motivating change management:
Clarity
Communication
Consistency
Capability
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TATA CULTURE
Here is a cultural model that is both simple
and powerful in its ability to help you
change organizations
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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
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TATA TRUSTS.
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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
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THANKS
FOR •PATIENT
LISTENING
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