organiastional culture

1. ORGANIZATIONAL CULTURE
By:
D Anup Kumar
Divyanshu Prateek
Sameer Srivastava
Kandala Sai Vidya
Darpan Sharma
S D S Sri Sairam
Amol Mahajan

2. TABLE OF CONTENTS
1. INTRODUCTION
2. OVERVIEW OF TATA & FORD MOTORS
3. GENERAL CULTURE
4. INNOVATION
5. ETHICS
6. CUSTOMER SERVICES
7. SOCIAL RESPONSIBILTY
8. BENEFITS
9. CONCLUSION

4. "...We believe that organizations
will ultimately get only as far as
their organizational cultures
take them."

5. 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.

6. ORGANIZATIONAL CULTURE
The culture of an organization represents certain predefined
policies which guide the employees and give them a sense of
direction at the workplace.
The culture decides the way employees interact at their
workplace.

7. IMPORTANCE OF ORGANIZATIONAL 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

8. IMPORTANCE(contd…)
The culture of the workplace also goes a long way in promoting
healthy competition at the workplace.
The culture of an organization represents certain predefined
policies which guide the employees and give them a sense of
direction at the workplace

9. CULTURE AND PERCEPTION
“One's own culture provides the "lens" through
which we view the world; the "logic"... by
which we order it; the "grammar" ... by which it
makes sense. “
“In other words, culture is central to what we
see, how we make sense of what we see, and
how we express ourselves.”

10. • for example : When you shape a round finger, it
means ‘zero’ in Indonesia but in Brazil that is
rude.

11. OVERVIEW OF TATA AND FORD
MOTORS
Jamsetji Nusserwanji Tata Henry Ford

12. 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 Daimler-Benz and entered commercial vehicle
segment in 1954

13. MISSION
Tata motors was created with the following objectives:
• To consistently create shareholder value by generating
returns.
• To strengthen the Tata brand and create lasting relationships
with the customers.
• To create a seamless organization that incubates and
promotes innovation, excellence and the Tata core values.
• To be the most admired multi-national Indian car company
producing vehicles that people love to buy.

14. VISION
Following is the vision of Tata motors:
• To be a world class corporate constantly furthering the
interest of all its stakeholders.
• To develop Tata motors into a world class Indian car brand for
innovative and superior value vehicles.

15. FORD MOTORS
• Ford motors began with a young man Henry Ford in year
1903.
• Ford motors is a symbol of success for other motor companies
in the world.
• Ford owns a small stake in Mazda in Japan and Aston Martin
in UK and its former subsidiaries Jaguar and Land rover were
sold to Tata motors.

16. MISSION
Following is the mission statement of ford:
• To become a leader in motor vehicles for products and related
services.
• We are a global family with a proud heritage passionately
committed to providing personal mobility for people around
the world.
• We anticipate consumer need and deliver outstanding
products and services that improve people's lives.

17. VISION
Following is the vision statement of Ford:
• To become the world's leading consumer company for
automotive products and services.
• An exciting viable FORD delivering profitable growth for all.

18. CULTURE – (broader perspective)
FORD MOTORS
• FMC employees of today enjoy a workplace with a more open
communication policy than their predecessors that might
affect them .
• Employee opinion is valued and is heard through surveys the
company sends out .

19. FORD’S CEO LEADS CULTURAL CHANGE
• CEO of ford is working hard to change work habits of
employees.
• Wants managers to think more about customers than their
own careers.
• Top priority is to encourage leadership team to admit
mistakes, share more information and cooperate across
divisions.

20. CULTURE –(broader perspective)
Tata motors
• 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.

21. CEO’s ROLE IN LEADING TRANSFORMATION
AT TATA
• 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.
• Building a strong and committed top team.
• Role-modeling desired mind-sets and behavior.
• Relentlessly pursuing goals.

22. INNOVATIONS
TATA MOTORS ACCOMPLISHMENTS
• Tata Motors created several breakthrough products in the
past which changed the market dynamics and helped in
providing a new customer experience.
• 407 platform in 1980s
• Indica in late 1990’s
• ACE
• NANO

23. FORD MOTORS ACCOMPLISHMENTS
• Ford’s use of Assembly lines was a revolutionary method.
• Use of light weight, durable, easily machined, stronger metal
like Vanadium.
• Introduced left hand drive configuration.

24. Value of ethics
Principles, values, and beliefs that define what is
right and wrong behavior

25. VALUE OF ETHICS
TATA’S PERSPECTIVE
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.

26. CODE OF ETHICS
• Every employee of a Tata company shall preserve the human
rights of every individual and the community, and shall strive
to honour commitments.
• Every employee shall be responsible for the implementation
of and compliance with the Code in his / her environment.
Failure to adhere to the Code could attract severe
consequences, including termination of employment.

27. 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 commited 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.

28. FORD’S CODE OF BUSINESS ETHICS
CONFLICT OF INTEREST
• Relationship of company with third parties.
• Compensation from non company sources.
• Gifts
• Personal use of company assets.

29. CORPORATE OPPORTUNITIES
• Taking for themselves personally opportunities related to
company’s business.
• Using the company’s property,information or positions for
personal gain.
CONFIDENTIALITY
Directors should maintain the confidentiality of information
entrusted to them by the Company and any other confidential
information about the Company that comes to them, from
whatever source.

30. GUIDELINES
• Compliance with laws, rules and regulations; fair dealing.
• Encouraging the reporting of any illegal or unethical
behaviour.
• Compliance procedures.
• Stringent action against unethical acts.

31. CUSTOMER SERVICE
• Customer service is the provision of service to
customers before and after a purchase.
“your most unhappy customers are your
greatest source of inspiration.”

32. TATA’S PERSPECTIVE
With the basic objective of increasing customer satisfaction and
loyalty, the Customer Service is always at work to exceed the
customer expectations. The customer service department works
as a strong link between the company and the customer.

33. PROVISIONS FOR CUSTOMERS
• 24 hours helpline and a breakdown helpline vehicle.
• Strong chain of dealers and Tata Authorized Service
Stations(TASS).
• Qualified and trained technicians ,service advisors and
customer relationships officer.
• Recently Tata Motors has launched “Service Edge” to up
customer service.

34. FORD’S PERSPECTIVE
• Customer satisfaction is their primary objective.
• Keep innovating and serve the customer with best quality in
least price.
• Aims at making “Life easy” for their customers by providing
them what they need.
“BUILT FORD TOUGH”
“BUILT FOR THE ROAD AHEAD”

35. CUSTOMER PROVISIONS
• 24x7 roadside assistance.
• Interest free payment.
• Different types of maintenance plans.
• Owner advantage rewards.

36. PERFORMANCE APPRAISAL
• Formal system of review and evaluation of individual or team
task performance.
• The aim of performance appraisal is to determine the gap
between the actual performance of the employee and that
required or desired by the organization.

37. Tata’s system of appraisal
• Annual with semiannual updates.
• Appraisal is done by immediate supervisors.
Goal Sheet, Target Achievement, Quality of work, Ethics used in
target achievement, Ethics used in target achievement.

38. Ford’s system of appraisal
• Annual system of appraisal.
• Employees are given ratings on the basis of
there performance as A ,B,C.
• One year at the C level meant no bonus and
two years could lead to dismissal or demotion.
• Forced system is followed.5%of managers
should must get poor grades.

39. CORPORATE
SOCIAL RESPONSIBILTY

40. CSR(FORD MOTORS)
• Ford establishes Greenhouse Gas Reduction Plan.
• Automotive Industry Action Group (AIAG)
• Participation in the fight for ‘labor’ rights of workers across
the world.

41. CSR(contd..)
• Ford will not tolerate any of their suppliers abusing workers,
no matter the country.
• Ford is leading the automotive movement for less
dependence on foreign resources.
• Ford is the only automaker among the top 25 of the 50
companies demonstrating best practices in corporate social
responsibility.
• Ford also was the first in the automotive industry to develop,
implement and report a Code of Basic Working Conditions

42. TATA MOTORS
• Organize cultural events for colleagues and their family
members.
• Participation in ongoing voluntary activities.
• Identify potential areas for employee volunteering and
organize training programs.

43. CSR(TATA MOTORS)
• Tata Motors being the leading automobile industry in India
bagged the Golden Peacock Award for the year 2004.
• The rural developmental programmes at Pune started in
1977.

44. CSR CONT’D
• Jan Parivar Kalyan Sansthan (JPKS) – It was registered in
September 2001 for health related issues.
• Samaj Vikar Kendra (SVK) –It worked on infrastructure and
safe drinking water, tree plantation
programme,entrepreneurship programme.

45. BENEFITS

46. Benefits to Employees
• TATA Motors:
• Superannuation-
• Employees covered by this plan are prospectively entitled to
benefits computed on a basis that ensures that the annual
cost of providing the pension benefits would not exceed 15%
of salary.
• The monthly pension benefits after retirement range from
0.75% to 2% of the annual basic salary for each year of
service.

47. • Bhavishya Kalyan Yojana(BKY)-
• The benefits of the plan accrue to an eligible employee at the
time of death or permanent disablement, while in service,
either as a result of an injury or as certified by the appropriate
authority.
• Severance Indemnity-
• The plan provides for a lump sum payment to all employees
with more than one year of employment equivalent to 30
days’ salary payable for each completed year of service.

48. • Gratuity-
• A defined benefit retirement plan covering eligible
employees.
• The plan provides for a lump sum payment to vested
employees at retirement, death while in employment.
• Vesting occurs upon completion of five years of service.
• Tata Motors and some of its subsidiaries account for the
liability for gratuity benefits payable in the future based on an
actuarial valuation.

49. • Ford Motors Company:
• Ford A/Z Plan(For current or retired Ford
employees)-
• All regular part-time hourly and salaried employees who are
eligible to receive medical benefits.
• Salaried retirees who retired under the General Retirement Plan,
including salaried employees who terminate between the ages of
50-55 and who are eligible to receive certain deferred retirement
benefits, are eligible while they are receiving benefits.
• Employees of approved subsidiary companies and approved
affiliated companies as eligibility are defined at the time of
approval.

50. • Ford X Plan(For employees of Ford partners)-
• An eligible Ford employee or retiree may sponsor up to four
(4) PINs per calendar year to be used towards the
purchase/lease of a new vehicle for a friend or neighbor as
noted below (see PIN Generation for details):
• Selected individuals sponsored by a Ford Motor Company
employee or retiree such as an extended family member,
friend or neighbor.
• Sponsors must know the individuals they are sponsoring.

51. • Culture is an inherent part of an organization
and an organization’s success depends greatly
on it’s culture.