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The current financial situation of its recently acquired firms like Corus and Land Rover-Jaguar is very
big headache for the company and it should be back to the track in the near future.
The high ratio of debt equity ratio is also weakness of the company.
The small car segment is still not good for the company due to Maruti-Suzuki so, it need to tap this
section also.
The CV segment is becoming highly competitive by new player like BharatBenz, Volvo, and rivals like
Ashok Leyland and M &M are coming with new products to cater the TATA in the market as the rural area
has given thumps up to M&M during this year.
The company's passenger car products are based upon 3rd and 4th generation platforms, which put Tata
Motors Limited at a disadvantage with competing car manufacturers.
Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has not got a foothold in
the luxury car segment in its domestic, Indian market. Is the brand associated with commercial vehicles
and low-cost passenger cars to the extent that it has isolated itself from lucrative segments in a more
aspiring India?
One weakness which is often not recognized is that in English the word 'tat' means rubbish. Would the
brand sensitive British consumer ever buy into such a brand? Maybe not, but they would buy into Fiat,
Jaguar and Land Rover.
1. Structure and processes - strengths and weaknesses of the existing structure and processes.
The organisation structure of TML is of Divisional type. A divisional organizational structure usually
consists of several parallel teams focusing on a single product or service line. Examples of a product line are
the various car brands under General Motors or Microsoft's software platforms. One example of a service
line is Bank of America's retail, commercial, investing and asset management arms.
Unlike departments, divisions are more autonomous, each with its own top executive--often a vice
president--and typically manage their own hiring, budgeting and advertising. Though small businesses rarely
use a divisional structure, it can work for such firms as advertising agencies which have dedicated staff and
budgets that focus on major clients or industries.
Strength
Divisions work well because they allow a team to focus upon a single product or service, with a leadership
structure that supports its major strategic objectives. Having its own president or vice president makes it
more likely the division will receive the resources it needs from the company. Also, a division's focus allows
it to build a common culture and esprit de corps that contributes both to higher morale and a better
knowledge of the division's portfolio. This is far preferable to having its product or service dispersed among
multiple departments through the organization.
Weakness
A divisional structure also has weaknesses. A company comprised of competing divisions may allow office
politics instead of sound strategic thinking to affect its view on such matters as allocation of company
resources. Thus, one division will sometimes act to undermine another. Also, divisions can bring
compartmentalization that can lead to incompatibilities. For example, Microsoft's business-software division
developed the Social Connector in Microsoft Office Outlook 2010. They were unable to integrate Microsoft
SharePoint and Windows Live until months after Social Connector could interface with MySpace and
LinkedIn. Some experts suggested that Microsoft's divisional structure contributed to a situation where its
own products were incompatible across internal business units.
2. Culture - strengths and weaknesses of the existing culture
Tatas follow a very strong culture giving much importance to ethics and moral values.Tata companies also
extend social welfare activities to communities around their industrial units. Very strong employee
relationships. CEO plays an important role in leading transformation at tata motors. The role of CEOs is
unique in that they stand at the top of the pyramid and all the other members of the organization take cues
from them. Principles, values, and beliefs that define what is right and wrong behaviour. Heres what we
used to believe at our company every employee of Tata motors shall exhibit culturally appropriate behaviour
in the countries they operate in, and deal on behalf of the company with professionalism, honesty and
integrity, while conforming to high moral and ethical standards. In Tata motors, we have a distinct culture
and wearing uniform is mandatory that create a sense of solidarity and unity. Eating at the same canteen
where all rungs dine with each other, there is a unsaid unity in disguise. Tata motors follows an espoused
value of SQDCM, this is Safety, Quality, Delivery, Cost, Morale. These values are inbuilt in Tata motors;
every person follows it by heart. When ever you meet some from the organisation, you will see the espoused
value at work.
3. Organizational capabilities for change and innovation - how do the existing systems and
processes in the organization facilitate or impede change and innovation.
The foundation of the companys growth is a deep understanding of economic stimuli and customer needs,
and the ability to translate them into customer-desired offerings through leading edge R&D. Employing
1,400 scientists and engineers, Tata Motors Research and Development team is ahead of the pack in Indias
market and right with the rest of the field internationally. Among Tatas firsts are the first indigenously
developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's
first fully indigenous passenger car, as well as the increasingly famous Tata Nano, which is projected to be
the worlds cheapest production car.
4. Inter-organizational relations (suppliers / distributors / outsourcing / other alliances)
Tata Marcopolo
Tata Marcopolo is a bus manufacturing joint venture between Tata Motors (51%) and the Brazil-based
Marcopolo S.A. (49%). The joint venture manufactures and assembles fully built buses and coaches targeted
at developing mass rapid transportation systems. It utilises technology and expertise in chassis and
aggregates from Tata Motors, and know-how in processes and systems for bodybuilding and bus body design
from Marcopolo. Tata Marcopolo has launched a low-floor city bus which is widely used by Chandigarh,
Kolkata, Chennai, Coimbatore, Delhi, Hyderabad, Mumbai, Lucknow, Pune, Agra, Kochi, Trivandrum and
Bengaluru transport corporations. Its manufacturing facility is based in Dharwad.
Fiat-Tata
Fiat-Tata is an India-based joint venture between Tata and Fiat which produces Fiat and Tata branded
passenger cars as well as engines and transmissions. Tata Motors has gained access to Fiats diesel engine
technology through the joint venture.
The two companies formerly also had a distribution joint venture through which Fiat products were sold in
India through joint Tata-Fiat dealerships. This distribution arrangement was ended in March 2013, since
when Fiats have been distributed in India by Fiat Automobiles India Limited, a wholly owned subsidiary of
Fiat.
Tata Hitachi Construction Machinery[edit]
Tata Hitachi Construction Machinery is a joint venture between Tata Motors and Hitachi which manufactures
excavators and other construction equipment. It was previously known as Telcon Construction Solutions.
5. HR issues like recruitment, performance assessment, rewards systems
and career and compensation management
The appraisal model which is followed on annual basis starting from the month of April till March has been
extremely effective for the employees of Tata Motors.
Half yearly appraisal system, was started a year ago. This activity was started keeping in mind the dynamic
behavior of the industry. With a half yearly appraisal system, the employee gets feedback twice a year, which
gives him/her a chance to re-look at his/her approach of working. Necessary steps are also undertaken for
employees who deviate from their goals. They have introduced a comprehensive system of quarterly
appraisals where an employee selects his/her own goals or Key Result Area (KRAs) every quarter and him/
her self assesses his/her own performance against these parameters. At Spice jet while formally the process is
annual, for several of the frontline employees, there are performance related quarterly payouts designed to
reward them with incentives for their performance. This has resulted in quarterly assessments which are
aligned overall to annual KRAs
Tata Motors have a midterm review for all those who have been performers, thereby creating an expectation
amongst the employees of an increase in salary twice a year if they perform well. They used to have annual
appraisals earlier, but then they felt that the incentives are not enough to motivation the sales department,
which generates major revenues or the organization. They do give monetary increments and designation
hikes, according to the performance. If the employee deserves both, they give him/her both the advantages
otherwise at least one of them. Designation hikes are given annually. These are proportional to effort of the
individual, team and the department. Designation changes are given keeping in mind the immense
responsibility one has to shoulder in a high rank. Monetary increments are primarily incentives that are given
either in cash or kind for example they give them travel package within India or outside. Also, they have an
accumulating incentive scheme in which employees can accumulate incentives and get them annually with
interest.
To meet the new demands of the business and to motivate the employees for higher performance, they have
started linking a part of the salary increase to individual performance measures as variable pay. At present,
between 6 to 8 percent of the compensation is variable pay, which they are planning to increase over a period
of time. Executives are categorized in levels based on their performances in a relative ranking and based on
outcome performance-linked pay is awarded..
6. Other most significant issues, if any.
4. What are some of the actions that your organization needs to take to
be able to deal with these external and internal challenges?
While the start of the new fiscal has continued from the moderate performance of last year, there is a
cautious optimism that FY 2013-14 would see the start of the revival in the global and domestic economies.
The Indian economy is also expected to look up marginally from growth in GDP of 5% in the last year.
Within the market however, there are certain segments which would react quicker to a revival in sentiment
than others. The M&HCV segment would recover later than others and is expected to see an upswing only
after a few more conscious monetary and fiscal policy moves from the Government and RBI, as well as
growth in infrastructure projects spending. While current account deficit and fiscal deficit will continue to be
priorities for the Government, striking a balance between controlling expenditure and encouraging growth
will be key for this year. On the background of pressure on volumes in India and limited headroom in pricing
due to the intensely competitive market dynamics, the focus will be on effective cost management- both
direct and indirect to maintain margins. Even in this challenging environment, as envisioned in its Mission
statement, the Company is looking to 'passionately anticipate' and provide vehicles and solutions that 'excite
customers globally'. The objective remains to be the 'most admired' Company by all stakeholders. One of the
key elements of this strategy would be to improve the relationship with the customer the experience the
customer has with the Company at each touch point from sale to service and replacement sales experiences.
This would include improving the physical look of the setup, setting up right processes and forums for
speedy resolution of customer issues. The Company will also actively pursue growth in the right
International markets and look to consolidate its position in markets where it is already present. While
Europe remains uncertain in the short term, JLR will continue to focus on growth from other markets, in
particular the emerging markets. With entry been established in China last year, growing and consolidating
presence in this market would be key to JLR's strategy for the coming year. Investment in new products and
technologies along with enhancing capacity as required in the right geographies would continue for both
Jaguar and Land Rover.
References:
1. www.tata.com
2. www.wikipedia.com
3. www.tatamotors.com