COMPARISON & CONCLUSION TATA Motors with Organisation Structure As per article relating organizational structure & organizational

climate plays an important role on employees held true in case of Tata motors. They are having frequent interactions with their employees & workers, formally & informally which organization. Also, it helps in gathering & sharing the knowledge. As Tata motors is having relatively flat structure, it helps them in easy interaction between various level in structure which improves knowledge. One of the article talks about product customization & organization. It also talks about span of control & levels in structure. As Tata motors is also operates with less levels of organizational structure, it is environmental uncertainty with product customization. But for Tata motors, how environmental uncertainty effects product customization is not so clear. In decentralization, the main Tata group has command taken by board of directors of Tata motors itself. Other paper defines various impacts of organizational structure dimensions on knowledge sharing. One of the dimensions is formalization & it define employees, their responsibilities. In Tata motors, they follow Tata code of conduct & authority matrix which helps them to identify making powers of an individual both functionally and financially. In Tata motors, they are having newsletters and house magazines published monthly for each division and are circulated though out the company. Also regular emails/correspondence from Chairman, MD and CFO are circ regular basis. The higher level management is always accessible to the lower level. This helps them to gather, share & spread the knowledge & ideas very easily from level to level. In todays world of computerization all the activities are need the data is to be maintained precisely to take the major management decision. Based on this data all the activities of the all departments like production, manufacturing, purchase, finance, operations, etc can be interlinked. Thus they gives the importance of Information Technology on organizational structure & mostly about Enterprise Resource Planning (ERP). During the initial years in 90s, TATA Motors was not having any efficient software that will monitor all the activities of the organization. Nowadays, the TATA Motors is using various software like for ease of all these activities like ERP & SAP also various design software like CATIA, UG, AUTO CAD, etc. ith climate with knowledge management, behaviour helps employees to feel more bounded with & ideas sharing within organization. having narrow span of control. Article also relates over Tata motors, but all strategic actions & plans are defines specific role & duties for different responsibilities and decision financially. Other dimension is to be computed and all behaviour. The same concept s nancially. circulated on the article This enables TATA Motors to be more efficient in delivery, payme execution, as well as in maintaining in inventory management systems. The company has become one of the best in the supply chain management system due to incorporation of these IT solutions. All the departments of TATA Motors are interconnected with intra networking system, as well as all the divisions are connected with internetworking

system. This enables the easy and fast flow of information among the employees, management including the board of directors various articles, newsletters about the wellbeing of the employees, promotions, deaths, etc periodically. This keeps all the employees to be connected to the organization all the time and gives them the lates around organization. In one paper, it mostly focuses on innovations and how it helps to improve organizational structure and its stability. In Tata motors, they also focuses on innovations, as likely said in introduction com models in market and they became a boom. For example, Tata Nano, it is a dream of its chairman Mr. Ratan Tata, to make a car for middle class families in Rs. 1 they launch it in market successfully and it cr worldwide. Also, other models like Tata Ace, these are firstly India's first indigenously developed mini innovations creates some kind of spirit to work for organ responsibility and enthusiasm, sense of belongingness towards organization. All the officers as well as employees of Tata motors started feeling Nano as their own project. Due this reason, Mr. Ratan Tata was able to deliver his dream in within stipulated time period. Research and Development department of Tata motors is working continuously on designing and developing new innovative product range. Various joint ventures of the company also working for the same goal like Jaguar, Land Rover, Fiat, Xenon, etc. These practices help company to strengthen its organizational structure. TATA Motors with Leadership Style The group chairman Ratan Tata is responsible for transforming Tata Motors Ltd. Into a Group strategy think businesses. His vision of making a truly international company brought in a foreign CEO. As per one of the paper there is no such ideal leader rather one evolves as an ideal leader with experience. Initially his assumed to be one of the best in the world. He is currently part of 203 board members in 20 different organizations across 23 different industries. in-house inventory as well as ware house ents directors, vendors, suppliers. The company is publishing latest updates and happening in and company has introduced various innovative creates a blast in automobile industry mini-truck & Tata Magic is one of its own kinds. This type of and ith think-tank and a promoter of new ventures in high technology decisions were criticized but now he is payments, order , t pany lakh. And eates organization with full reality Earlier Tata Motors was seen as a sleepy company. Its products w few said theyd buy their cars for personal use. Its trucks were also bought for price first. Reliability was a lesser consideration. But since then the company has had a slew of successful launches (and the Nano). It has also gone and bought a Spanish bus maker, Hispano Carrocera. During this time Tata Motors has also realised it needs to globalise aggressively. The man leading the charge is Carl European operations and he is trying to internationalize the company in true sense. Every plan in the company is first evaluated under Enterprise Risk Management team. The parent group doesnt have much control over the TATA motor and it CEO of the company who is the boss. He draws a hefty salary of over 34 lakh plus bonus and incentives per month and is on a contract period of three years. He is a

true leader with a clear vision of bringing TATA motors on international grounds. He pays a lot of focus on R&D. He can be said as a leader first while the group chairman can be said to be servant first. Both this styles are complementary to each other. Before Mr Forster joined this company, reported its first annual loss in seven years in the year ended March 2009, since then he has been doing a fairly good job continue to increase sales while simultaneously cutting costs. He doesnt spend too much time with the end customers but addresses the whole company quarterly. were dependable but the Indica Vista, the Manza, its range of world trucks Carl-Peter Foster who was in charge of General Motors ere its the

Organization Structure By structure, we mean the framework around which the group is organized, the underpinnings which keep the coalition functioning. It's the operating manual that tells members how the organization is put together and how it works. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made. An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organizations actions.

Functional structure Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the

functional groups within an organization, making the organization slow and inflexible. As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost. For instance, a small business could make components used in production of its products instead of buying them. This benefits the organization and employees faiths. Divisional structure Also called a "product structure", the divisional structure groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. One might make distinctions on a geographical basis (a US division and an EU division, for example) or on product/service basis (different products for different customers: households or companies). In another example, an automobile company with a divisional structure might have one division for SUVs, another division for subcompact cars, and another division for sedans. Each division may have its own sales, engineering and marketing departments. Matrix structure The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department. Matrix structure is amongst the purest of organizational structures, a simple lattice emulating order and regularity demonstrated in nature.

Weak/Functional Matrix: A project manager with only limited authority is assigned to oversee the cross- functional aspects of the project. The functional managers maintain control over their resources and project areas. Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power is shared equally between the project manager and the functional managers. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing power is delicate proposition.

Strong/Project Matrix: A project manager is primarily responsible for the project. Functional managers provide technical expertise and assign resources as needed.

Why should we develop a structure for your organization?

Structure gives members clear guidelines for how to proceed. A clearly-established structure gives the group a means to maintain order and resolve disagreements. Structure binds members together. It gives meaning and identity to the people who join the group, as well as to the group itself. Structure in any organization is inevitable -- an organization, by definition, implies a structure. Your group is going to have some structure whether it chooses to or not. It might as well be the structure which best matches up with what kind of organization you have, what kind of people are in it, and what you see yourself doing.

When should we develop a structure for your organization? It is important to deal with structure early in the organization's development. Structural development can occur in proportion to other work the organization is doing, so that it does not crowd out that work. And it can occur in parallel with, at the same time as, your organization's growing accomplishments, so they take place in tandem, side by side. This means that you should think about structure from the beginning of your organization's life. As your group grows and changes, so should your thinking on the group's structure. Elements of Structure While the need for structure is clear, the best structure for a particular coalition is harder to determine. The best structure for any organization will depend upon who its members are, what the setting is, and how far the organization has come in its development. Regardless of what type of structure your organization decides upon, three elements will always be there. They are inherent in the very idea of an organizational structure. They are: 1. Some kind of governance 2. Rules by which the organization operates 3. A distribution of work Governance

The first element of structure is governance - some person or group has to make the decisions within the organization. Rules by which the organization operates Another important part of structure is having rules by which the organization operates. Many of these rules may be explicitly stated, while others may be implicit and unstated, though not necessarily any less powerful. Distribution of work Inherent in any organizational structure also is a distribution of work. The distribution can be formal or informal, temporary or enduring, but every organization will have some type of division of labor. There are four tasks that are key to any group:

Envisioning desired changes. The group needs someone who looks at the world in a slightly different way and believes he or she can make others look at things from the same point of view. Transforming the community. The group needs people who will go out and do the work that has been envisioned. Planning for integration. Someone needs to take the vision and figure out how to accomplish it by breaking it up into strategies and goals. Supporting the efforts of those working to promote change. The group needs support from the community to raise money for the organization, champion the initiative in the state legislature, and ensure that they continue working towards their vision.

Leadership Leadership has been described as a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".

You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their

leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership. Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized. Principles of Leadership To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983). The later chapters in this Leadership guide expand on these principles and provide tools for implementing them: 1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking selfimprovement means continually strengthening your attributes. This can be

accomplished through self-study, formal classes, reflection, and interacting with others. 2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi 6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished Communication is the key to this responsibility. 10.Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. 11.Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

A leadership style is the manner and approach of providing direction, implementing plans, and motivating people.[1] There are many different leadership styles that can be exhibited by leaders in the political, business or other fields.

Authoritarian The authoritarian leadership style or autocratic leader keeps strict, close control over followers by keeping close regulation of policy's and procedures given to followers. To keep main emphasis on the distinction of the authoritarian leader and their followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they believe to be key in maintaining a successful environment and follower ship. In fear of followers being unproductive, authoritarian leaders keep close supervision and feel this is necessary in order for anything to be done. Examples of authoritarian communicative behavior: a police officer directing traffic, a teacher ordering a student to do his or her assignment, and a supervisor instructing a subordinate to clean a workstation. All of these positions require a distinct set of characteristics that give the leader the position to get things in order or get a point across. Authoritarian Traits: sets goals individually, engages primarily in one-way, downward communication, controls discussion with followers, sets goals individually, engages primarily in one-way, downward communication and donates interaction.[2] Democratic The democratic leadership style consists of the leader sharing the decisionmaking abilities with group members by promoting the interests of the group members and by practicing social equality.[3] This style of leadership encompasses discussion, debate and sharing of ideas and encouragement of people to feel good about their involvement. The boundaries of democratic participation tend to be circumscribed by the organization or the group needs and the instrumental value of people's attributes (skills, attitudes, etc.). The democratic style encompasses the notion that everyone, by virtue of their human status, should play a part in the group's decisions. However, the democratic style of leadership still requires guidance and control by a specific leader. The democratic style demands the leader to make decisions on who should be called upon within the group and who is given the right to participate in, make and vote on decisions.[4] Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas. While democratic leadership is one of the most effective leadership styles, it does have some potential downsides. In situations where roles are unclear or time is of the essence, democratic leadership can lead to communication failures and uncompleted projects. Democratic leadership works best in situations where group members are skilled and eager to share their knowledge. It is also important to have plenty of time to allow people to contribute, develop a plan and then vote on the best course of action.[2]

Laissez-faire The laissez-faire leadership style was first described by Lewin, Lippitt, and White in 1938, along with the autocratic leadership and the democratic leadership styles. The laissez faire style is sometimes described as a "hands off" leadership style because the leader delegates the tasks to their followers while providing little or no direction to the followers.[5][unreliable source?] If the leader withdraws too much from their followers it can sometimes result in a lack of productivity, cohesiveness, and satisfaction.[6] Lassiez-faire leaders allow followers to have complete freedom to make decisions concerning the completion of their work. It allows followers a high degree of autonomy and self-rule, while at the same time offering guidance and support when requested. The lassiez faire leader using guided freedom provides the followers with all materials necessary to accomplish their goals, but does not directly participate in decision making unless the followers request their assistance.[7][unreliable source?] This is an effective style to use when:

Followers are highly skilled, experienced, and educated. Followers have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Followers are trustworthy and experienced.

This style should NOT be used when:

Followers feel insecure at the unavailability of a leader. The leader cannot or will not provide regular feedback to their followers.[7]

Transactional The transactional style of leadership was first described by Max Weber in 1947 and then later described by Bernard Bass in 1981. Mainly used by management, transactional leaders focus their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system, Contingent Reward and management-by-exception.[8][unreliable source?]

Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good performance. Management-by-Exception allows the leader to maintain the status quo. The leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance.[9]

Attributes of Leadership If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a Leadership Framework to guide you: BE KNOW DO BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW the four factors of leadership follower, leader, communication, situation. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel. Environment Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization.

3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Roles and Relationships Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking. This in turn leads to more frequent interaction. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder.