Video :

Significance of Principles of Management......................

ORGANIZATIONAL CULTURE - TCS

The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid.

Also called corporate culture, it manifests in

(1) the ways the organization conducts its business, treats its employees, customers, and the wider community,

(2) the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression,

(3) how power and information flow through its hierarchy

(4) the strength of employee commitment towards collective objectives.

It is termed strong or weak to the extent it is diffused through the organization. It affects the organization's productivity and performance, and provides guidelines on customer care and service; product quality and safety; attendance and punctuality; and concern for the environment. It extends also to production-methods, marketing and advertising practices, and to new product creation. While there are many common elements in the large organizations of any country, organizational culture is unique for every organization and one of the hardest thing to change.

First of all, I would like to brief about the company.

TATA CONSULTANCY SERVICES

Tata Consultancy Services Limited (TCS) is an IT services, business solutions and outsourcing organization that delivers real results to global businesses, with a high level of certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development.

Founded in 1968 as part of the Tata group, TCS is headquartered in Mumbai, India and is a public limited company , listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) in India. In FY 2011, TCS reported consolidated revenues of USD 8.2 billion. TCS has built a global reputation for its ability to help customers achieve their business objectives – by providing innovative, best-in-class consulting, IT and IT-enabled solutions and services. TCS’ core set of values underpin all activities in the Company and these include leadership with trust, integrity, excellence, respect for the individual and learning/sharing.

The Company plans to further strengthen and consolidate its position in the global IT industry as an integrated full services player with a global footprint in terms of innovation, operations and service delivery.

Large global corporations which make up the customer-base are today looking for strategic partners

who not only excel in technology and possess a full-services delivery capability but can also understand their business and leverage that domain expertise to deliver technology-led solutions to their business problems.

The customer-centric, domain-led business unit structure helps TCS constantly sharpen and grow its competencies in each of the industry verticals it services. Domain expertise is advanced through investments made in a global network of solution centers and innovation labs, hiring industry experts and by encouraging associates to get industry-recognized certifications and training.

TCS has a Global Footprint

They have invested in building a large, global sales network to reach out to clients across the world.

As of March 31, 2011, TCS had 145 offices across 42 countries, catering to some 1034 active clients. The break-up of offices by geography is as below:

• 18 offices across USA and Canada
• 12 offices across 7 countries in Latin America
• 11 offices across UK and Ireland
• 22 offices across 12 countries in Europe
• 18 offices across 12 countries in Asia Pacific
• 7 offices across the Middle East and Africa
• 54 offices across India

TCS by numbers

For TCS, as a global software company, a lot of cultural integration is familiar territory. When TCS acquired UK's Pearl in April 2006, along with its 900 employees , for some 480-odd million GBP, it was one of the early birds to catch the global M&A worm. The deal was a landmark in more ways than one — first, it gave TCS entry into the lucrative life and pensions business market in the UK and Europe. It catapulted it into number two position in that industry; made it one of the top IT employers in the UK — TCS now employs about 2,000 people on the ground in UK — and more than anything, it gave TCS the cachet of being a top-end local company of standing, instead of just another Indian offshoring firm. Perception in the local market changed a lot, say insiders.

Just as an organization needs the right talent to drive its business objectives, people need the right environment to grow and achieve their career goals. Working with TCS affords you with a sense of certainty of a successful career that would be driven by boundless growth opportunities and exposure to cutting-edge technologies and learning possibilities.

The work environment at TCS is built around the belief of growth beyond boundaries. Some of the critical elements that define the work culture are global exposure, cross-domain experience, and work-life balance. Each of these elements go much deeper than what it ostensibly conveys.

There are 4 types of Organizational Culture:

1. Control (hierarchy)
2. Compete (market)
3. Collaborate (clan)
4. Create (adhocracy)

This typology reflects the range of organizational characteristics across two dimensions that were found critical to organizational effectiveness. The spatial implications for each type are presented so that workspace planners might be able to interpret the results of an organizational culture assessment in their process of designing environments that support the way companies work and represent themselves.

TCS Value proposition:

The TCS employer brand positioning builds on their strengths and communicates TCS as an organization that offers its employees a complete Global IT Career by highlighting the three main value propositions:

Global exposure

Freedom to work across domains

Work life balance

CONTROL (HIERARCHY)

Hierarchical organizations share similarities with the stereotypical large, bureaucratic corporation. As in the

values matrix, they are defined by stability and control as well as internal focus and integration. They value

standardization, control, and a well-defined structure for authority and decision making. Effective leaders

in hierarchical cultures are those that can organize, coordinate, and monitor people and processes.

Good examples of companies with hierarchical cultures are McDonald’s (think standardization and

efficiency) and government agencies like the Department of Motor Vehicles (think rules and bureaucracy).

As well, having many layers of management—like Ford Motor Company with their seventeen levels—is

typical of a hierarchical organizational structure.

COMPETE (MARKET)

While most major American companies throughout the 19th and much of the 20th centuries believed

a hierarchical organization was most effective, the late 1960s gave rise to another popular approach—

Compete (market) organizations. These companies are similar to the Control (hierarchy) in that they value

stability and control; however, instead of an inward focus they have an external orientation and they value

differentiation over integration. This began largely because of the competitive challenges from overseas that forced American companies to search for a more effective business approach. With their outward

focus, Compete (market) organizations are focused on relationships—more specifically, transactions—with

suppliers, customers, contractors, unions, legislators, consultants, regulators, etc. Through effective external

relations they feel that they can best achieve success. While Control (hierarchy) optimize stability and

control through rules, standard operating procedures, and specialized job functions, Compete (market)

organizations are concerned with competitiveness and productivity through emphasis on partnerships

and positioning.

COLLABORATE (CLAN)

In the values matrix Collaborate (clan) are similar to Control (hierarchy) in that there is an inward focus

with concern for integration. However, Collaborate (clan) emphasize flexibility and discretion rather than

the stability and control of Control (hierarchy) and Compete (market) organizations.With the success of many Japanese firms in the late 1970s and 1980s, American corporations began to take note of the different way they approached business. Unlike American national culture, which is founded upon individualism, Japanese firms had a more team-centered approach. This basic understanding affected the way that Japanese companies structured their companies and approached problems Their Collaborate (clan) organizations operated more like families—hence the name—and they valued cohesion, a humane working environment, group The key to using culture to improve performance lies in matching culture or attributes to organizational goals.

CREATE (ADHOCRACY)

In the values matrix Create (adhocracy) are similar to Collaborate (clan) in that they emphasize flexibility

and discretion; however, they do not share the same inward focus. Instead they are like Create (adhocracy)

in their external focus and concern for differentiation.With the advent of the Information Age, a new approach developed to deal with the fast-paced and volatile business environment. Social, economic, and technological changes made older corporate attitudes and tactics less efficient. Success now was envisioned in terms of innovation and creativity with a future-forward posture. An entrepreneurial spirit reigns where profit lies in finding new opportunities to develop new products, new services, and new relationships—with little expectation that these will endure. Adhocratic organizations value flexibility, adaptability, and thrive in what would have earlier been viewed as unmanageable chaos.

Culture potpourri:

People from diverse backgrounds and geographies have come together in pursuit of a common vision.

Open door policy:

Our corporate culture is open and inclusive; irrespective of your experience, you will immediately be welcomed into the team, and would always have a significant role to play.

On-the-job learning:

Intense training and development programs facilitate on-the-job learning.

Mentor programs:

Our mentor programs foster supportive relationships that help develop skills, behavior, and insights to enable you to attain your goals.

'Global Family' identity:

What sets TCS apart is the support, encouragement, and nurturing provided to you at every step... just like a family.

Community Services:

Maitree was started with an objective of bringing TCS associates and their families closer and include them as a part of the TCS extended family.

The BIG questions in an organization !

Learning:

How do I enable Team learning?

Employee Involvement:

How do I enable continuous improvement?

Personal Growth:

How do I walk the the journey of self discovery and growth?

Owning TCS Culture:

How do I influence culture?

Role Enhancement:

How do I take eup nw responsibilities and set new directions?

Professional Excellence:

How do I become a role model and a friend?

PROPEL – The Intervention: Culture Building at TCS

PROPEL was introduced as a revolutionary intervention with the dual objectives of facilitating the exchange of ideas and helping in immediate problem solving, while also encouraging bonding and self-development

among and within teams.

As the organization and its relationships grew, it brought its own challenges, whereas change remained a constant. PROPEL was introduced as a platform and a tool to help bring about this change, in consonance with the TCS belief of “Let us make it a joy for all our stakeholders”. Promoting continuous improvement at a cross-functional level was one of the envisaged objectives. Change management was enabled through alignment with growth strategy; by creating platforms for dialogue on the current and emerging experience of the organization.

PROPEL has helped the organization build a culture of collaboration, creativity and also networks of relationships through its two modes:

1. Confluences: Listening to the voice of the employee in a team scenario, by creating a platform for open sharing of thoughts on a relevant theme. This is achieved through a balance of fun, introspection and interaction, while evoking commitment to self development.

2. Camps: Platform for problem solving, focus on the Quality, Cost and Delivery measures of throughput resulting in transfer and adoption of best practices within and amongst relationships in the

organization.

Team Alignment through PROPEL framework

Team alignment was a PROPEL application initiated for members of this large relationship, to reflect on its own state, to build a coherent statement of current realities and to channel potent restlessness and dissatisfactions within the relationship, into a convergent blueprint of responsiveness and new levels of maturity. It looked at redefining desirable role behaviors, and hence conveyed responsibility for movement at the collective as well as individual levels, for the team. This was brought about through the following stages:

1. Initiation: The Spiral dynamics framework was used to map the relationship in terms of its evolution. Tools were administered to a group of Project Managers to identify the gaps between where the

team is (current state) and where it should be (desired state) and the steps to be taken to bridge this gap.

Spiral Dynamics posits that the evolution of human consciousness can best be represented by a dynamic, upward spiraling structure that charts our evolving thinking systems as they arc higher and higher through levels of increasing complexity.

2. Awareness sessions & Workshops: Overviews on Spiral Dynamics and its application to achieve team alignment was shared with the team. In Jan 2012, a workshop was organized with the team to discuss

the findings based on the analysis of data. A few key observations were:

• Differential perceptions of current reality by leadership and the rest of the team
• Need to make a few critical role shifts
• Need to align the broad directions and future steps

This workshop allowed the team to clearly discuss their perceptions of the team’s current situation and the following observations were agreed upon:

• Need to negotiate expectations and sufficiently understand interdependence
• Reluctance to confront and bring issues to a head
• Stress
• Results and task oriented disposition

These results were then compared to the leadership’s expectations from the team. Greater the convergence and alignment between leadership and the team on the current state and the directions for movement, greater the power of focused deployment of energies, and empowered, autonomous decisions and actions within the team. Gaps were identified, developmental areas were prioritized and broken down and categories identified to pinpoint where the greatest impact from team development efforts will be achieved.

3. Gap analysis: This was done to enhance understanding of the different roles for each job position, identify the ones suitable for the different job positions and come up with action items to address the

themes agreed upon. As a next step, each member had to identify the gaps based on the role selected. For e.g.: The below roles were identified for a team member job position:

• Self-developer
• Team Player
• Crafts-person

The roles would vary depending on the location as well. Onsite members would have roles that require higher customer interaction.

4. Implementing improvement plan: Follow-up meetings were held at 6-8 week intervals to monitor progress made as well as to identify areas of improvement using Deming’s Plan-Do-Check-Act (PDCA)

cycle. The Team Alignment tool was created in September 2005 with an aim of cascading the team alignment concept to the team member level in a shorter span of time.

5. Next steps: The team now has a 30, 60, 90 day implementation plan for the same. Incorporation of the three high priority action items arising from the team alignment exercise, as goals in the team was

contemplated. Additionally a PROPEL camp was planned, to agree upon the steps to be taken to close the action items for each of the roles.

References

http://www.tcs.com/about/corp_responsibility/documents/tcs_corporate_sustainability_report_low_resolution_09.pdf

http://careers.tcs.com/CareersDesign/Jsps/WorkingatTCS.jsp

http://careers.tcs.com/CareersDesign/Jsps/WorkingatTCS.jsp

Conclusion

I feel with positive initiatives and proper management bad cultures in an organization can be changed. TCS is an example of a company which is true to its values. It never compromises on quality and values. Even in dire situations, it always takes a stand which is ethically and morally correct.

Godrej cont.............

Human Resource

Hierarchy:

Personal department comprises of four employees- one deputyand 3 seniors under him.19 plants make all different products like security systems, locks,doors, etc. Each of this plant is considered as a separate profitmaking center. Profits made by each of the plants are accountedfor separately in its Annual report also.

Management:

Different levels of management are as follows:

A - Base level of management. In this level, new-entrants are trained for basic aspects of the

know - how of the department.

O - Operation

P - Promotion of product

T - Technical

S - Sales

E - This level consists of owners and M.D. Each of this level consists of three sub-sections, through which each employee has to pass to reach a higher level. An employee, before moving into the next level, he has to be in each subsection for at least two years.

Planning:

The costs of Human Resource planning are kept minimal aseach plant/ profit centre has its own Personal Departmentwhich provides all the respective plant’s requirements. Eachpersonal department comprises of four members.

Short term planning is conducted by each plant’s personal department with each team’s respective heads.

Long term planning is performed by superiors of each department in accordance with company’s interests and objectives.

The internal detailed planning is planned by each team separately. In this way, it is lesser time consuming, energy, economic and also effective. The decisions are agreed upon by most of the team members so they are more focused, clear, satisfied that even they have a say in the working and meeting the targets set.

Social responsibility

Godrej has a philanthropic arm that has built schools, dispensaries and a residential complex for their employees. Trusts established by Godrej continue to invest in education, healthcare and upliftment of the underprivileged. Its another branch in Ranchi at Pandra.. Mr.B.Ganesh is the Branch Commercial Manager at Ranchi division.

Future Plans:

Focus on Growth in the Middle East

Focus on Inorganic Growth in the FMCG Segment

Brand Building

Godrej................2

Lets move on to its achievements...............

• In 1897, Godrej Introduced the first lock with lever technology in India.
• In 1902, Godrej made the first Indian safe.
• In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India
• In 1955, Godrej produced India's first indigenous typewriter
• In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam)
• Introduced India's first and only 100% CFC, HCFC, HFC free refrigerators

VISION:

·         GODREJ IS dedicated to DELIVER SUPERIOR STAKEHOLDER VALUE  by providingsolutions to existing and emerging consumer needs in the Household & Personal Carebusiness.

;:

MISSION:

·         Godej’s Mission is to operate in existing and new Businesses Which Capitalize on theGodrej brand and our corporate image of reliability and integrity .our objective is todelight our customer both in India and abroad.We shall achieve this objective through continuous improvement in quality; cost andcustomer service .we shall strive for excellence by nurturing, developing and empoweringour employees and suppliers.We shall encourage an open atmosphere conducive to learning and team work.

 VALUES:

•   Commitment to Quality
•   Customer Orientation
•   Dedication & Commitment.
•   Discipline.
•   Honesty & Integrity
•   Learning Organization.
•   Openness & Transparency.
•   Respect/Care & Concern for People
•   Teamwork
•   Trust

 Awards:

• GCPL, the Highest Ranked Indian FMCG in Asia's Hot Growth Companies' List by Business Week
• Godrej Consumer Products Ltd. has been ranked 14th in The Best Companies to Work For study. This study was jointly conducted by Business Today, Mercer and Taylor Nelson Sofres (TNS)
• Godrej Consumer Products Ranks 6th in ET-Hewitt Best Employers of India survey
• GCPL ranked 15th in Great Places to Work 2006 survey
• The Corporate Citizen of the Year Award given by Economic Times.
• Flagship brands Goodknight, Cinthol and Ezee selected Superbrands by the Superbrands Council
• Godrej Sara Lee, the JV between the Godrej Group and Sara lee Corporation, USA is acknowledged the World's largest mat manufacturers and South Asia's largest manufacturers of Coils.
• Godrej Consumer Products Limited, adjudged as a Business Superbrand by the Super Brands Council.
• The Return on Capital Employed and Return on Net Worth ratios of Godrej Consumer Products - the highest in corporate India.
• Godrej Consumer Products was awarded the "Best Managed Workforce" award given by Hewitt Associates and CNBC TV18.
• Godrej Consumer Products features in the Top 25 list of Great Places to Work (survey conducted by GrowTalent in association with Business World) for four years in a row.
• Lifetime Achievement Award for Godrej Industries from CHEMEXCIL, the Basic Chemicals Pharmaceuticals and Cosmetics Exports Promotion Council.
• The Brand Trust Report published by Trust Research Advisory ranked Godrej in 22nd position.

Godrej...............1

                                 GODREJ Group

Introduction:

Godrej Group is an Indian conglomerate headquartered in Mumbai, India. It was founded by Ardeshir Godrej and Pirojsha Godrej in 1897, Lalbaug, Mumbai. It has presence in seven major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care – to name a few – its turnover crosses 3.3 billion dollars.

Type	Private
Industry	Conglomerate
Founded	1897[1]
Founder(s)	Ardeshir Godrej Pirojsha Godrej
Headquarters	Mumbai, India
Area served	Worldwide
Key people	Adi Godrej (Chairman)
Products	Real estate, FMCG, industrial engineering, appliances, furniture, security and agri care
Revenue	US$ 3.3 billion (2011)
Employees	9,700 (2010)
Subsidiaries	GCPL, Godrej Infotech Ltd, Godrej Industries Ltd, Godrej Properties, Godrej Agrovet

(taken from wiki)

Origin:

The Godrej group has grown in India from the days of the charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today’s Godrej empire.

HistoryTimeline^[2]

• 1897 - Godrej is established in 1899
• 1902 - Godrej makes its first Indian Safe
• 1918 - Godrej Soaps Limited incorporated
• 1961- Godrej Started Manufacturing Forklift Trucks in India
• 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps
• 1974 - Veg oils division in Wadala, Mumbai acquired
• 1990 - Godrej Properties Limited, another subsidiary, established
• 1991 - Foods business started
• 1991 - Godrej Agrovet Limited incorporated
• 1994 - Transelektra Domestic Products acquired
• 1995 - Transelektra forged a strategic alliance with Sara Lee USA

·         1997-The Company celebrated its centenary

• 1999 - Transelektra renamed Godrej Sara Lee Limited and incorporated Godrej Infotech Ltd‎‎.
• 2001 - Godrej Consumer Products was formed as a result of the demerger of Godrej Soaps Limited. Godrej Soaps renamed Godrej Industries Limited
• 2002 - Godrej Tea Limited set up
• 2003 - Entered the BPO solutions and services space with Godrej Global Solutions Limited
• 2004 - Godrej HiCare Limited set up to provide a Safe Healthy Environment to customers by providing professional pest management services
• 2006 - Foods business was merged with Godrej Tea and Godrej Tea renamed Godrej Beverages & Foods Limited
• 2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey Company of North America and the company was renamed Godrej Hershey Foods & Beverages Limited
• 2008 - Godrej relaunched itself with new colourful logo and a fresh identity music
• 2010 - Godrej launched GoJiyo a free, browser based 3D virtual world^[3]
• 2011 - Godrej & Boyce shuts down its typewriter manufacturing plant, the last in the world.^[4]

                                                                                                                          

                                                                                            to be contd...............................

Three Monks & ..............

                   Three Monks & No Water

In our lecture, we were shown the video of Chinese three monks and their tryst with the problem of bringing water.

Basis:

The film is based on the ancient Chinese proverb "One monk will shoulder two buckets of water, two monks will share the load, but add a third and no one will want to fetch water."

Observation:

A note about the columns of text that appear at the beginning : the first column reads "one monk fetches water to drink". the second column reads, "two monks carry water to drink" , and the third one merely says, "three monks". The unfinished sentence reflects the film's central question, which is whether the three main characters will learn to work together so that they can all have water to drink.

VIDEO:

Synopsis:

A young monk lives a simple life in a temple on top of a hill. He has one daily task of hauling two buckets of water up the hill. He tries to share the job with another monk, but the carry pole is only long enough for one bucket. The arrival of a third monk prompts everyone to expect that someone else will take on the chore. Consequently, no one fetches water though everybody is thirsty. At night, a rat comes to scrounge and then knocks the candleholder, leading to a devastating fire in the temple. The three monks finally unite together and make a concerted effort to put out the fire. Since then they understand the old saying "unity is strength" and begin to live a harmonious life. The temple never lacks water again.

                

In the first 2 scenes, when the monks are bringing TWO buckets of water single headedly.

Input = 2 Units.

Output = 2 Units.

Therefore, productivity = 2/2 = 1 Unit.

In the 3rd scene, when two monks carry only ONE bucket of water between them.

Input = 1 Unit.

Output = 0.5 Unit.

Therefore, productivity = 1/0.5 = 2 Units.

	Scene 1	Scene 2
Input	2	1
Output	2	0.5
Productivity	1	2

So it can be seen from the table that productivity increases as they work in a team.

Learning:

Three Monks, No Water_ is the story to learn the lesson of responsibility. While working in an organisation, what we generally do, is we shed our responsibilities on other and never pay heed to them. Same lies with other employees and this results in total chaos.

So, whats the solution..................???

Its a two word simplest solution termed as "Team Work" along with understanding our responsibilities.

We should work in a team, helping each other in their chores to the maximum level we can as that would increase cooperation and would spur the growth of individual, team & most importantly of ORGANISATION.

Tower Building

   

                              Tower Building

An activity of Tower building using cube shaped blocks was performed so as to learn the basics of setting effective goals to attain the maximum.

Principle Learnings from this activity:

Goal Set > Achievable Performance > Historical Performance

Also Goals which we set must always be higher than the potential which we think for us as we always tend to underestimate ourselves and thus can’t predict our potential.

Even the tower building activity
substantiated this where the 
individual who was given the 
task to build that tower predicted 
only 10 blocks to be erected 
where as he ended up with 17 blocks.

Also there are goals which are ' Ambitious ' in nature where goals set by us are way higher than the goals attainable or realizable.

Whereas some goals are said to be ‘Realistic’ (although there are no such goals but they are made to be seen like that as they are achieved by the sheer power of management.

So, the art of setting of goals should be there in a manager so as to accomplish the high potential tasks.