Example Answers to Tasks on Tata Motors

Example Answers to problems on Tata MotorsTata Motors Limited has revenues of US$20.5 billion in 2009-10. The comp alls 25,000 employees argon guided by the imagery to be Best in the manner in which we operate, best in the products we incline and best in our value system and ethics.Tata motors was formed in 1945 and transit date has expanded across all locations in India. Today just virtually 6 million Tata vehicles run on Indian roads. In 2005 Tata motors had entered a strategic alliance with rewrite to produce advocator trains and rail bureau cars. Tata Motors invariablyywherely distributes and markets Fiat branded cars in India.Tata Motors is the send-off company to be listed in the young York Stock Ex modify (September 2004) be douring to engineering sector of India. Today Tata Motors has trading operations in the UK, S offh Korea, Thailand and Spain. Jaguar Land R all over, was acquired in 2008 by Tata Motors and it also acquired the Daewoo Commercial Vehicles Com pany of Stabooh Korea in 2004 (http//www.Tatamotors.com)Task 1 a)Kurt Lewins counter miscellany concern puzzleToday the theory of heighten focusing is plays the capacious af evenhandedly in most of the traffic. However, how agreement remove in their glossiness it is depend on the type of indus study, replace indispensability and contact if the individuals. The disclose thing in flip management is hoe the individuals is recognised or provoke naild in falsify performance.To study the change management unconscious physical process in job Kurt Lewins developed the change management process put. This model was developed in 1950s and still is most accustom method in todays modern business. Lewins change model is going with cardinal wooden legs which is start from issue Change Refreeze and for apiece one of these pointednesss is mention below.UnfreezeIn this first stage of change process is preparing to check and requirement of change within the business , which involves identify the winder argonas which leases to change and try to break it so that you screwing introduce the spic-and-span operation.To organize the business way outively, you need to begin at its nucleus and you need to challenge the viewpoint, ethics, approach, and behaviours that before long ready it. With the similarity of a structure, you must study and be intend to modify the existing basics as they may non withstand add-on storeys unless this is done, the whole building may risk collapse.Usually the first part of the change process is in truth challenging because here you need to identify the key beas where you echo change should be demand. Further more(prenominal), you may stage most strong reaction who does not like the change and you should brace anything when cutting down the things.By forcing the scheme to re-evaluate its nucleus, you efficiently make a calamity (which is under control), which in revolve can make a tough inspiration to search for a impertinently(a) balance. Without this inspiration you would not obtain to buy-in and contribution require resulting any significant change.Change afterwards all the doubts which is created during the unfreeze stage, the change is the stage where you can try to split all the doubts and try to do the things in new different ways. In these stage individuals start considers and recalls in that way so that they animation the new course.The conversion form unfreeze to change takes a bit season it does not risk suddenly, usually individuals take time to get adapt from unfreeze to change process. . A interrelated change model centralise on the exact problem of individual evolution in a changing atmo flying field and is friendful to understand this i leave alone condone in detail below.Individuals should understand how the change process go away process them if you want to create the change successful and accept open within their employees. You should interrelat e the change with the individual bene give out they simply did not accept the change only(prenominal) on the basis of the change is essential for the organisation.The 2 key elements to success of the change process is Time and Communication which plays the huge role. spate should need some time so that they were able to understand the change and this should be highly submitd with in the employees during the change extremity. This is the best approach you can use while managing the change which requires enceinte deal of time and effort.Regrettably, some individuals actually affect or harmed by the change importantly those who get the advantage for the past strategy. Others may take a bit long time to accept the change infect they accept it only when they think they will get benefit from the change.RefreezeWhen the changes are get start settle in the business and individuals relieve oneself accepted the new ways of running(a) the association is prepared to refreeze. The outco mes signs of the refreeze are a steady business throw reliable impart responsibilities and so on. The refreeze stage also needs to help individuals plus the sexual matters of the business and try to refreeze it. That means a change should be a continuous process and needs to there in every business. With a new sense of stability, hands feels positive, secure and move in new horticulture of the organisation.There is always a plentiful question mark over whether a change is required in the business or not if it is required how far it should be. Although change process is regular and continuous process but this refreeze stage is very serious to complete the change process. Furthermore, employees also not been able to adjust with the new culture of the business and they not even k outright their new role and responsibility in the business. If you did not refreeze the change effectively then it is very difficult to attempt the next change successfully.The another part of refreezi ng process is make sure that you should enjoy yourself in the new culture of the organisation which helps the employees to enduring himself from the past stressful and sore time . (Sarah Cook, 2004)McKinsey 7S frameworkThe McKinsey 7S model is a vital tool for the detailed study of the strategies that are to revise or to be changed. McKinseys model is a tool which focuses on the internal itemors of an organization and can be implemented on a aggroup or a project as well.The McKinsey 7S model can be apply over various situations where a perspective is may be helpful, such(prenominal) asEnhancing organizations performance.Align departments during the time of mergers and acquisitions.Implementing the best proposed strategies.Deciding the coming(prenominal) changes in the organization.The elements in the model can be further categorise asHard ElementsSoft ElementsStrategyStructureSystemsShared valueSkillsStyleStaffHard elements are easy to identify and define and the management o f the organization are directly influenced by them. These are the important aspects of all official processes, organisational plans, reports and IT systems.Soft elements are the aspects which are difficult to describe that are less tangible and are more stirred by the culture. (Prahalad ,1990)http//www.mindtools.com/media/Diagrams/mckinsey.jpgStrategy It is a scheme develops for maintaining constructing competitive advantage over the op array.Structure hierarchy of positions in the company.Systems the day today functioning of workforce for getting the job done.Shared Values core value of the good deal which are supported in the corporate culture and the general work ethic.Style the manner of leadership pattern implemented.Staff the workforce and their wide-ranging potential.Skills the real skills and competencies of the workforce functioning for the business.The basis of model is, if a business has to excel then the seven elements experience to be arranged in a line and equal ly fix. It is used for identifying what requires to be realigned to get interrupt performance, or for uphold alignment performance throughout erstwhile physique of change. whatsoever the category of change whether it be restructuring, mergers acquisitions, new processes systems or transmutation of leadership, this model is used if comprehending how the business rudiments are interconnected, and also it ensures the wider affect of changes done in one region which is engaged into deliberation.This model is used for study of the present situation, a projected future situation and for identifying cuss and irregularity flanked by them. By devising adjustment and fine tune of the elements of the 7S model can be, the effective organization mechanism can be ensured. (Sarah Cook, 2004) commode P Kotters eight steps to successful changeJohn P Kotter is a Harvard Business School professor and leading thinker and author on organisational change management.Kotters suggest a model for change which has eight stages and can be outlined as enlarge urgency encourage employees to proceed, and make the objectives seem genuine and important.Assemble the line of merchandise team get hold of the right employees in correct position who have the accurate poignant promise, and the true blend of skills and stage.Get the romance correct catch up or the team to set up a uncomplicated vision and strategy, focus on poignant and chimerical characteristic essential to impel service and efficiency.Communicate for buy-in engage more and more individuals as practicable, correspond the heavys, simply, and to request and react to peoples requirements, De-clutter the communications. Formulate the engine room to work in your favour instead against.Empowerment of deed excrete barriers, facilitate constructive feedback and plenty of support from leaders, reward and recognise breeding and extend toment. make believe short-range Goals lay down short time goals which are easy to give in controllable figures of initiatives. End present stages prior to going for the new stages.Dont give up promote and support heroism and perseverance, give confidence in ongoing development, bring to light the accomplish landmarks and emphasize on the future ones.Make change fix strengthen the worth of victorious change via recruitment, promotion and novel change leaders. curl the change into traditions (Sarah Cook, 2004).Task 1 b)Change management is done to achieve some overall goal and its not done only for namesake change. more than often than not, the factors like significant incise in grant, dealing with main new markets or new clients, requirement for spectacular boost in productivity and services, etc. are the reasons behind a aggravated organizational change.In general, organizations must carry out enterprise-wide change to develop itself to a different level in its span of lifecycle.Tata Motors was primarily a shaper of commercial vehicles and it is a ext remely recurring type of industry. The commercial-vehicle market send out in India shrivels in excess of 42 %, with enormous repercussion on take and operational management of organisation. The 110 million US$ dearth was the first time something on this magnitude had taken place in its past, and this actually tremble each one within the organization. Tata Motors struggle to understand what had gone erroneous and hunted to generate a trail for the coming(prenominal) days to make certain that they by no means got into such circumstances for a second time. Tata motors primed(p) and implemented a revival meeting plan which had three discrete stages, every one of which was anticipated to expire for approximately 1.5 years and 5 years in total.Stage I was planned to stalk the haemorrhage. Expenses had to be abridged in a bulky manner, and it was a massive defy for a organisation that was not only the major player in business but had been making use of a cost-plus loom to its value strategy. Stage II two was seen as strengthen their place in India as market leader, and stage III was all about intensifying their business internationally. (http//www.Tatamotors.com)Task 1 c)To be an effective leader of an organization requires you to do five things sympathise and interpret the environment in which he operateDevelop kind strategiesExecute them brilliantlyMeasure the impact of your strategies followers. If you get results, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated.Develop organizational, departmental the world wont retain the support of your followers team and personal capabilities.Team building is an application of various techniques of predisposition training to the actual work assemblages in various departments. These work groups harp of peers and a supervisor (Rob Paton, 2008).Task 2 a)In current period Tata Motors have counter a administer of confront more than ever from the increasing antagonism and globalization. To tussle back these peripheral problems, Tata Motors arrive out with strategy of expansion and growth to retaliate antagonism via mergers and acquisitions. And also to passage of arms back the effect of globalization it strong-willed to slash disbursal and in that way bring in the worlds cheapest car. But all of these actions had brutal ingratiation on its in-house organizational change. This effect of Change was seen both on the top and middle management as well as at the employee level. At the management level, the insurgent change was seen for slashing the expenditure and manufacturing and offering the cheapest car to the world market in stipulated time. At the employee level the change was in the main seen because of the a great deal necessary merger of Daewoo with Tata Motors, which profoundly originated a greater deal of change in its employees (http//www.Tatamotors.com).Task 2 b)Organisation-wide change is embarking on as an affa ir of continued existence. It is not an alternative or nor it is a notion. Change clutches a very huge expenditure in terms of human and physical assets, share prices, stakeholders lack of confidence, consumer discontent, receivables and notes flow. The reality is often a painful period of change, during which resistance is high, morale is low, productivity is falling, and confusion isrampant (Marsh, 2001). None of the organization accepts this without due consideration. As a matter of fact why does the change fails in go against of its grounds are now right, the need to change is very clear, its second-stringer are straight-lacedly assessed, and the path to success is corresponded as such that each one in the organization can distinguish that the change is not discretionary but necessary. The solution or probable reason for this is, bonny being right isnt good enough you have to win the hearts and minds of the employees who will make the change happen (Marsh, 2001). There is not such incorporeal organization that can be changed. It is its staff who can artifice intended change into realism by altering their behaviours and the conducts they communicate to each other. Putting change into operation in an organization forces employees to adjust how they communicate to each other. It changes the ways in which they deals with one another and changes their approach towards goals, processes and equipments. This may lead to anxiety which further causes resistance for change. Only people who set out change enjoy it other have to suffer it (Marsh, 2001). A lot of employees feel endangered if they are forced to change supposing that they might go down on power, prestige, competence, and security. They sense that what is occurring is outside their control, beyond their area of authority, and so fright about it. These suspicions may be well high and prohibitionist in experience but it also depend upon how the organisation has face the change in past (Marsh, 2001) .Task 3 a)The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years. Businesses have completed that people are more important, whether that be the customer or the employees. Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces quality product. The customer must be happy, and if the employees are not happy, they have a hard time making the customers happy (Porter, 1998). Task 3 b)Stakeholder Analysis is the process thatIs intended for group stakeholders and Understands what stakeholders expectfrom the project and what they need in next of impending risksIt recognizes activities to strike down risks and exploit profit by functioning with the stakeholders.In stakeholder analysis involvement of employees can be done by using two fundamental approaches, Representation De legation. Both of them have certain advantages and disadvantages. (Sarah Cook, 2004)RepresentationIt endeavours to take in the complete variety of views, interest groups and organisational units as part of the complete head making process. It is also characterised by self-governing, committee-type sound judgement-making process.AdvantagesDisadvantagesCovers full range of viewsIt has apparent way to achieve extensive approval of judgmentInvolves people who may have limited knowledge of the subject areatime-consuming decision-making process may lead to concession which doesnt symbolize best fit in every meticulous regionDelegation It pass on liability to those recognised as being best suitable to the job.AdvantagesDisadvantagesJob done by those who have appropriate skills and acquaintancelets the system or work to progress forward extra swiftlythe acceptance simply relies on confidence in those delegatedrequires concern about covering of all relevant issues its proper understandin g.Task 3 c)A change management strategy helps in identification, prioritisation, engagement and assessment of stakeholders. Explicit region of spotlight containEnsuring of comfortable indulgent of the objectives, timeline and procedure by every key stakeholder.Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected.To deviate stakeholder outlook to turn into more optimistic or in any case less pessimistic en route for the proposal and/or the change that it shall fetch in regards.To ascertain an effectual response sphere between the stakeholder set and the management panel (Rob Paton, 2008)Task 3 d)The three greatest barriers to organizational change are most often the following. depleted planning of change of customs.The majority of organisations are superior at schedule changes in reporting composition, Job region assignment, work responsibilities, and organizat ional structure. organisational charts are usually amended repeatedly. Deadlines are set, yardstick are dictated down, changeover group are agreed upon, etc. it is nowadays crude to forecast lack of success and arrangement for consequential change. Whilst the planning team is moreover barely defined or is as well determined on purpose investigation and decisive philosophy, it becomes excessively effortless to pose prospect of the fact that the intended change will have an effect on staff. Even at work, employees formulate a lot of judgment on the basis of opinion and perception. When the opinion of staff ignored, the consequence is over and over again unfathomable bitterness due to a bod of unrecognized outlawed or custom has not been suitably valued.Be short of employee participation.Employees have an intrinsic terror of change. In the majority of strategic organizational change, in any case a few employees are asked to presume different odd jobs or focus on various facet of th eir Talent and expertise. The larger the change a employee is solicited to make, the more encroaching(a) that employees fear might be. As there is fear of failure in new presumed roles there will be fright of change. For triumphant changeEmployees should be involve as early as possible and take them make as much of the change as achievable. As employees appreciate the motive for the change and have a chance to endeavour the change on for magnitude they further willingly accept and shore up the change.Defective Communiqu Strategies.Idyllic communiqu stratagem in circumstances of noteworthy organizational change must concentrate on the message, the manner of deliverance, the occasion, and the significance of tuition shared with assorted division of the organization. A lot of leaders think that if they tell their employees what they fell about the change, after that each one shall be committed and prepared to progress forward. In actual fact, employees require to be aware of why th e change is being made and also more significantly, how the change is to be expected to have an effect on them. A full-size portrait message from the CEO helps a smaller in employee understanding and accepting the change. They want to hear about the change from their conterminous managers. An approach of appealing straight supervision and permitting them to handle the communication process is the solution to a successful change strategy (Patron, 2006, Cook et. al., 2004)Task 4 a)RELEVANCE OF THE MODELS OF CHANGEKurt Lewin states the three stages to changeUnfreezingCreate pauperism/readiness for changeDemonstrate need for changeCommunicate desired futureEngender commitmentOld principles and procedure must be chucked away and new system must be cultured. Discarding the old procedure can be as complicated as learning the new ones because of behaviour influence. A leader must aid to clear out the old custom before commencement of the new. Throughout this part of the procession a sma ll tad of training is required to be imparted, also a great amount of emotional support is required to operating expense the old practices.ChangingCognitive restructuringIdentification with new vision of the organizationBenchmark, invent, innovateEven though there will be great amount of bewilderment, overwork and anguish, there will also be optimism, innovation, and exhilaration. This figure of change necessitate a lot of training as the employees are getting use to new customs and small amount of support for the affect of stimulation congestion.RefreezingLink new behavior to self-concept, rewardCreate social acceptance of new behaviorThe new procedures are now rationally and sensitively acknowledged. The things that were newly learnt are now in fact practiced on the work. Again some training and support is required for setting up further change process as it is invariable process upgrading. (Rob Paton, 2008) (Sarah Cook, 2004)Task 4 b)Formulation of a strategic visionA understa ndable vision of the organisations new strategy and its shared values is required for carrying out effective change. This vision gives the purpose and course for the transform. exhibit Top-management dedicationIt is essential that change is managed from the top-management of the organization, for eagerness to change of the senior management is a central pointer (Cummings Worley, 2005, page 490). The top management should be in support of the change in way to really work the change in company.Model change at the highest levelThe change must be very well-known at its first stage which shows management is in its close favour. It is also significant for management to shows the power of its present culture as well it should be emphasized that present enterprise does not require sweeping changes, but just a small number of alterations.Adjust the organization to sustain changeThe quartern step is to rearrange the structure of company to carry out change. require and entertain newcomers a nd remove non co-operatorsA method to put into practice a change is to unite it to organizational partisanship, employees are recruited or removed w.r.t. their fit with the new system.Enlarge honest and legal feelingChanges in culture go ahead to create nervousness amongst organisation and its staff which leads to ethical and legal trouble. This is predominantly applicable for alter in staff integrity, control, fair treatment and job security. Change in the organizations is very significant and unavoidable. progress is bound to be of greater complexity than continuation. Employees over and over again oppose changes therefore it is the responsibility of the management to persuade people for possible gain which shall overshadow the losses. (Porter, 1998)