My company culture - Tata Motors

Before even discussing about the organisation culture, i would thank our professor Dr Mandi for having made us realize the importance of OC through a plant and its structure, how it intermingles with each other.

THANK YOU DR MANDI.


Jai bolo dhanda , Jai Bolo Mandi!!!

I believe that organizations will ultimately get only as far as their organizational cultures take them.

Definition

The basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization.

The Philosophy that guides an Organizations policy towards employees & customers.

The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the work place

The culture decides the way employees interact at their workplace.

Importance of Organisational culture

The Culture decides the way employees interact at their workplace

The organization culture brings all the employees on a common platform

It is the culture of the organization which extracts the best out of each team member

The culture of the workplace also goes a long way in promoting healthy competition at the workplace.

Overview of TATA MOTORS

Jamsetji Nusserwanji tata started a private trading firm laying foundation to the tata group in 1868.Tata motors was established in 1945 as a locomotive manufacturing unit. It tied up with Dailmer-Benz and entered commercial vehicle segment in 1954.

VISION

Leadership with trust

To be a world class corporate constantly furthering the interest of all its stakeholders.

MISSION

Shareholders: To consistently create shareholder value by generating returns in excess of Weighted

Average Cost of Capital (WACC) during the upturn and at least equal to Weighted Average Cost of

Capital (WACC) during the downturn of the business cycle.

Customers: To strengthen the Tata brand and create lasting relationships with the customers by

working closely with business partners to provide superior value for money over the life cycle.

Employees: To create a seamless organization that incubates and promotes innovation, excellence and the Tata core values.

Vendor and Channel Partners: To foster a long-term relationship so as to introduce a broad range of

innovative products and services, that would benefit our customers and other stakeholders.

Community: To proactively participate in reshaping the country’s economic growth. To take a holistic approach towards environmental protection

CULTURE

Tata’s 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.

Values and Ethics

Principles, values, and beliefs that define what is right and wrong behaviour.

How do TATA Motors value ethics?

Here’s 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.

MANAGING ETHICAL LAPSES

ETHICS COUNSELLOR

Investigators shall derive their authority and access rights from the Ethics Counsellor/Audit Committee when acting within the course and scope of their investigation. If an investigation leads that an improper or unethical act has been committed the Ethics Counsellor shall recommend to the management to take disciplinary or corrective actions. The Ethics Counsellor shall submit a report to the Chairman of the Audit Committee on a regular basis about all Protected Disclosures referred to him/her since the last report together with the results of investigations, if any.

THE THREE BASIC ELEMENTS OF CULTURE

Artifacts are the things that one sees, hears and feels when one encounters a new group with an unfamiliar culture.  Artifacts included products, services and even behaviours of group members. For example, if you talk into the headquarters of one large multibillion-dollar computer you will notice that the CEO is dressed casually, while at a competitor the CEO will be wearing an expensive, dark blue suit. These differing artifacts are evidence of two very different organizational cultures.

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 othere, there is a unsaid unity in disguise.

Espoused Values: 

Schein calls the second level of culture espoused values. We saw that values were things worth dong, or the reasons for doing what we do. Espoused values are the reasons that we give for doing what we do. Most organizational cultures can trace their espoused values back to the founders of the culture. At DuPont, for example, many procedures and products are a result of the espoused value of safety No surprise, for originally DuPont was in the business of making gunpowder; in the words of a recent DuPont chairman, either you make gunpowder safely, or you don’t make it for very long. The value of safety still pervades the DuPont culture, long after the days when the manufacture of gunpowder was central to the business. New members learn these espoused values, and learn their meaning in the organizational context.

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.

Basic Assumptions: 

Basic assumptions are third level of organizational culture where the beliefs that organization members take for granted. Culture prescribes the right way to do things at an organization, often through unspoken assumptions.

Before 1980, managers at AT&T took as a basic assumptions that any service they offered had to be available (or at least planned) for all customers. It simply could not conceive of making a service available to only a limited range of customers. Managers at newcomer MCI, however, had a different basic assumption, one that was partly responsible for the ensuing revolution in telecommunications. By putting up just two microwave towers, one in St Louis and the other in Chicago, MCI was able to skim part of AT&T’s market. It acted by questioning a basic belief of AT&T.

Many cosmetic companies have assumed that the appropriate marketing strategy focuses on advertising ad promotions about how their products enhance beauty. The Body Shop have questioned these basic assumptions building marketing around The Body Shop’s political activity, environmentalism and skepticism about the traditional idea of beauty.

In Tata motors, the basic assumptions would be integrity and ethical nature of conduct are seen. It is found that these assumptions are in built and no compromise on this is tolerated.