Assignment -2

Name: - Mahesh Kumar Singh Roll No.:- A-02 Course No.: - MGT527 Course Title: - ORGANIZATIONAL CHANGE AND DEVELOPMENT

Class:-BBA-MBA{Dual Degree} Semester: 6th Section:-Q2006 Batch: - 2010-2015 Date of Allotment: -02/12/2013 Date of Submission: - 18/03/2013

Submitted to.. (Yuvika Mam)

What is Intervention?
An intervention is a combination of program elements or strategies designed to produce behavior changes or improve status among individuals or an entire population. Interventions may include educational programs, new or stronger policies, improvements in the environment, or a promotion campaign. Interventions that include multiple strategies are typically the most effective in producing desired and lasting change. Interventions may be implemented in different settings including communities, worksites, schools, health care organizations, faith-based organizations or in the home. Interventions implemented in multiple settings and using multiple strategies may be the most effective because of the potential to reach a larger number of people in a variety of ways. Evidence has shown that interventions create change by:

Influencing individuals knowledge, attitudes, beliefs and skills; Increasing social support; and Creating supportive environments, policies and resources.

What is OD INTERVENTION?
Organization development (OD) is a deliberately planned effort to increase an organization's relevance and viability. OD intervention referred as, future readiness to meet change, thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. OD is the framework for a change process designed to lead to desirable positive impact to all stakeholders and the environment. OD can design interventions with application of several multidisciplinary methods and research besides traditional OD approaches. Types of OD INTERVENTION Human Process Interventions Technostructural Interventions Human Resources Management Interventions Strategic Interventions

Human Process Interventions:Human Process interventions are linked with strong emphasis on humanistic values. They focus on helping members of the organization to enhance themselves, each other and the ways in which they work together in order to enhance their overall organization. It help the members of the organization to enhance themselves and also improve the way they work together so this can be on an individual and group level. This helps change the contradicting cultures and also conflicts within the organization that needs a change. Human process interventions might be particularly helpful during change projects in organizations where there is some combination of the following: many new employees, different cultures working together, many complaints among organizational members, many conflicts, low morale, high turnover, ineffective teams, etc. Coaching and training Process Consultation Team Building Third-party Interventions (Conflict Resolution) Organization Confrontation Meeting Intergroup Relationships Large-group Interventions Human Resources Management Interventions:Human Resource Management interventions are to improve the organizational performance by improving the performance of individuals and groups within the organization. This is to set goals, monitor them and attain feedback on effective implementation. For example Goal Setting Performance Appraisal Reward Systems Career Planning and Development Management and Leadership Managing Work Force Diversity Employee Wellness Programs

Strategic Interventions:Strategic Interventions are liked with the planned or strategy of the organization, where the organization is wants to see on future. What are new merger or acquisition is makes by the company and from which organization they create joint business for improvement and for learning the new concept of business, what are new culture are makes by the firm for more involvement of the employee. In this the organization analyzing the internal or external environment factor of business for making the policies and changes for the competition and healthy existence of the firm. All this kind of change is takes place in Strategic intervention. For example Integrated Strategic Change Organization Design Culture Change Mergers and Acquisitions Alliances and Networks Self-designing Organizations Organization Learning and Knowledge Management Technostructural intervention:Technostructural intervention is a model of intervention in the development of organizations that use technology and structural approaches in the process. Technostructural intervention emphasizes on improving organizational effectiveness and human resource development by focusing on technology and organizational structure. The intervention is rooted in engineering, sociology, and psychology, combined with socio-technical system, job analysis, and design. This type of intervention is highly dependent on deficit-based approach, which is the main idea is to solve the problem. According to Cummings and Worley (2001) approach focuses on improving technology technostructural organization (e.g. assignment method and design work) and structure (eg the division of labor and hierarchy). Technostructural intervention aims to:

Improve the work content, work methods, and relations between workers.

Reduce production costs by replacing the materials, methods, equipment, and design workflow inefficiencies, and unnecessary labor with more efficient technologies. Here are some ways to do the technostructural intervention:

Restructuring Downsizing Reengineering Quality Circles Total Quality Management Work Design

What is Manufacturing Industry?

Manufacturing industry refers to those industries which involve in the manufacturing and processing of items and indulge in either creation of new commodities or in value addition. The manufacturing industry accounts for a significant share of the industrial sector in developed countries. The final products can either serves as a finished good for sale to customers or as intermediate goods used in the production process. Manufacturing industries came into being with the occurrence of technological and socio-economic transformations in the Western countries in the 18th-19th century. This was widely known as industrial revolution. It began in Britain and replaced the labor intensive textile production with mechanization and use of fuels.

Tata Motors
Tata Motors Ltd. is one part of the business conglomerate, Tata Group, and was formerly known as TELCO (Tata Engineering and Locomotive Company). The other ventures of Tata Group include Tata Steel, Tata Consultancy Services, Tata Technologies, Tata Tea, Titan Industries, Tata Power, Taj Hotels, and so on. Headquartered in Mumbai, India, Tata Motors is a multinational corporation accounting for 70% cumulative market share in the domestic commercial vehicle segment. Today, the company is the worlds second largest manufacturer of commercial vehicles, worlds fourth largest truck manufacturer and worlds second largest bus manufacturer. It is a dual-listed company, which is traded on both the Bombay Stock exchange as well as the New York Stock Exchange.

Information On Origin & Background Of Tata Motors

Tata Motors was first established in 1935 as a locomotive manufacturing unit. The first commercial vehicle was manufactured in 1954, in collaboration with DaimlerBenz AG of Germany. In 1960, the first truck, quite similar to a Daimler truck, rolled out from the Tata factory in Pune. Ever since its launch, the truck became highly successful. However, the success of the commercial vehicles was just the beginning of the flourishing and booming future of Tata Motors. The company went ahead diversifying itself and took up other products as well. Apart from exporting heavyduty trucks, the company decided to come up with lighter versions for the local market. Thus, began the production of the first LCV (Light Commercial Vehicle) model, Tata 407 in 1986. In the early 1990s, the company began its expansion into the car market. Its first passenger vehicle was Tata Sierra, a multi utility vehicle that was launched in 1991. Tata came up with three other automobiles, namely, Tata Estate in 1992 (a station wagon based on the earlier Tata Mobile in 1989), Tata Sumo in 1994 (LCV) and Tata Safari in 1998 (Indias first SUV). After thoroughly analyzing the demand of the consumers, Ratan Tata, the current chairman of Tata Group, decided to build a small car, which was practically a new venture. Thus, in 1998, Indias first fully indigenous passenger car, Tata Indica was launched. It received an immediate success, since it was inexpensive and relatively easy to build maintain. The car was exported to Europe, to UK and Italy. The second generation of Indica, V2 was even more successful. Indicas high success gave Tata Motors the financial power to take over Daewoo Motors in 2004. This gave the company an opportunity to give their brand international exposure. Today, Daewoos trucks are sold as Tata Daewoo Commercial Vehicle in South Korea. In 2005, the company acquired 21% share in Hispano Carrocera SA, earning the controlling rights of the company. In January 2008, the global automobile sector showcased the worlds che apest car in the form of Tata Nano. Launched by Tata Motors, the car cost only Rs.1, 00,000 (US $2,500). In the March of that year, Tata Motors also acquired the Jaguar Land Rover (JLR) business from the Ford Motor Company, which included the Daimler and Lanchester brands. Tata Motors formed 51:49 joint venture with Marcopolo of Brazil and came up with manufacturing and assembling fully-built buses and coaches targeting the developing mass rapid transportation systems. Tata and Marcopolo jointly have launched low-floor city buses that are widely used by Delhi, Mumbai, Lucknow and Bangalore transport corporations. Tata Motors has been continuously acquiring foreign brands to increase its global presence. The company operates in the UK, South Korea, Thailand and Spain. Today, Tata Motors has its auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune in

India, and in Argentina, South Africa, South Korea and Thailand. It is further planning to set up more plants in Turkey, Indonesia and Eastern Europe.

Human Resources Management Interventions:Following activities are performed by any organization for the successful implementation of the HR Mgt. Intervention. It is done for regular meeting the objectives or goal of the organization by assigning different works according to the skills of their workers ability to meet or achieve their assigned task or work. HR Mgt. Intervention is done for regular reviewing the employee performance and giving some reward for compensation of their work better performance. This intervention also provides a carrier to individual for moving upward in the organization by their regular performance and actively participation in the organization work or performance.

Goal Setting Performance Appraisal Reward Systems Career Planning and Development Management and Leadership Managing Work Force Diversity Employee Wellness Programs
CAREER DEVELOPMENT
At Tata Motors, they take the talent seriously! A dedicated team of professionals works diligently to identify candidates with high potential to succeed, providing opportunities for their development & deployment in key organizational roles. They strive to push the best to their best. With timely developmental feedback & a mix of trained internal & external assessors TATA Motors endeavor to take our existing talent to the next level. Tata Motors succeeds in your professional success & they are committed to help you realize your potential as a professional. A number of initiatives are pivotal to our endeavours.

Catching the young

The Fast Track Selection Scheme (FTSS) started as an experiment to catch leaders young. Introduced in the year 1992, FTSS is our flagship talent scheme. 20 years and 18 cycles later, alumni of FTSS are seen occupying some of the best roles in the company. The process is a rigorous annual effort with an assortment of ability tests, interviews, assessment centers thrown in. Another initiative is the consistent performers scheme which tests for leadership potential amongst employees who have been consistently performing over the years. To apprise our young managers with the business intricacies, we introduce them to real time business scenarios in a simulated automotive environment. Participants learn the ropes the industry even as they have fun playing on the simulator.

Focuses on Development
Talent identification in Tata Motors today goes beyond selection to include initiatives & opportunities which seek to develop young managers into fine leaders. The Talent Management team invests in the identified high potentials & helps chart out individual career development interventions. These plans broadly fall into

Continuous learning
Tata Motors has established tie-ups with leading business schools & corporate learning centers in India like the IIMs, S P Jain, SIBM, Tata Management Training Centre etc. which actively leverage to provide our talent with contemporary management education. They offer to our employees prestigious programs like the Fulbright Nehru CII Fellowship for Leadership in Management Program among various other courses.

All in all, the Talent Management function at TML, works to provide its top talent with opportunities to chart their very own career path & shift their learning as well as their careers into high gear!

EMPLOYEE ENGAGEMENT
They believe a well-engaged workforce is the key driver to achieve business goals and make our operations more sustainable. A well engaged employee they feel is a valuable asset to our organization. As an organization we aim at unifying the Tata Motors workforce with a common charge and energizing culture, dramatically enhance employee engagement and bring in operational architecture changes to enable the new culture of Accountability, Customer Focus, Excellence and Speed. Vconnect, the Tata Motors Employee Engagement Brand supports our engagement charter and to bring in synergy across locations and plants as ONE Tata Motors culture It encompasses all engagement initiatives across TML and some of the subsidiaries there by setting the organization in one common direction and bringing in focus on specific areas that create maximum impact. We have our bouquet of engagement initiatives introduced for our employees at all levels and functions that will surely interest you. We are a Peoples Place!

V Connect Engagement Calendar

The bi monthly calendar has has themes that run across the organization for two months each and aim at unifying efforts across locations and plants to give the same Tata Motors experience. Each theme is selected based on its relevan to the business as well as to the employee and is branded in a unique way.

COMPENSATION & REWARDS

The Tata Motors compensation philosophy takes its inspiration from the principle of Total Rewards which envisages enriching the employees overall work experience through focus on quality of roles, career growth and remuneration. The compensation philosophy seeks to reinforce the value of excellence and drive the organizations vision for growth.

Compensation: At Tata Motors they apply a meritocracy and performance centric approach towards compensation. They have a compensation mix of fixed pay and performance pay in line with market practices to drive and reward performance. The performance pay is linked to individual and corporate performance. Benefits: Our basket of benefits caters to employees needs at work and beyond. Benefits are aimed to enhance individual lifestyles and also take care of social security needs of our employees and their families at every stage. Careers: Tata Motors offering to its employees are exciting roles, challenging projects and ample opportunities to learn, develop and prove themselves in an environment of fair play and a great work culture. Recognition: Tata Motors we encourage performance, identify high potential employees, and acknowledge long partnership with Team Tata Motors.

Managing Work Force Diversity

The Tata Motors Group employs over 59,000 people. Our people are as diverse as our organisation, because they come from various nationalities and ethnicities, have a wide range of skill sets, knowledge and experience levels. This diversity facilitates debate, dialogue and fresh perspectives, and ingrains a lateral thinking mindset across the organization. Tata Motors believes in a progressive people culture. They ensure that a judicious mix of people is maintained in our workforce. This is achieved through hiring multiskilled people both from within the automobile industry and from other sectors. In addition, a regular and consistent recruitment programme at engineering and management institutes ensures a steady stream of high quality people getting inducted to fuel the growth plans. We also have ongoing partnerships with Industrial Training Institutes, besides our own professional training centers, to recruit shopfloor workforce. A clearly defined HR strategy is based on the premise that people drive annual performance, (a short-term goal), and also strengthen long-term organizational objectives. Programmes like mini-assessments and the Fast Track Selection Scheme (FTSS) ensure that talent is spotted early and given an opportunity to mature into leaders. Capability development, spearheaded by the Tata Motors Academy, has enabled knowledge-sharing through initiatives, such as Learning Management Systems (LMS) and iTeach. The former allows employees to take ownership of knowledge

accretion, while the latter provides a platform for senior management to share their expertise. Enablers, such as the 'One Tata Motors' culture, leverage interdepartmental synergies. Therefore, greater opportunities to learn from and contribute to the organization are created. Combined with a rearticulated compensation philosophy and reworked variable pay plan, these initiatives ensure that Tata Motors remains performance-oriented and talent-driven. To drive and support our business growth, we have increased our total workforce to nearly 23,000 people at Jaguar Land Rover. We recruited over 6,200 Salaried, Hourly and Agency workers during the course of the year (including the highest ever intake of over 330 graduate trainees). Jaguar Land Rover is recognised as a preferred employer in the UK. Increasing numbers of International Service assignments have commenced to support global operations, and a new National Sales Company has been established in China.

We work hard to retain our talented staff, and during the year our employee turnover rate remained low at 1.8% for the salaried population and 0.9% for the hourly population. Relationships with employees and their representatives remain positive and constructive, with no strikes. The 2011-12 Employee Engagement Survey was extended to all hourly paid employees for the first time this year, and employee satisfaction rates for salaried employees rose to an all-time high of 65%, from 57% in the previous year. An extended working week was introduced, with 58% of salaried staff opting to extend their working hours.

Employee Wellness Programs in TATA Motors

Tata Motors has a Safety Health and Environment (SHE) policy, which encompasses all regulatory norms along with International Labor Organization recommendations. Tata Motors have a process for reporting, recording, analysis and action on accidents and unsafe conditions. The safety issues are addressed through a bipartite (management and union) arrangement. Safety has been a concern for Tata Motors and the Company is taking steps to reduce the injuries and accidents. All Tata Motors manufacturing units, including the new manufacturing unit at Uttarakhand are certified under Occupational Health and Safety Standards 18801 (OHSAS 18001, 2007 version). OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organization to control occupational health and safety risks. It was developed by the Government of India in response to widespread demand for a recognized standard against which to be certified and assessed. In addition, Tata Motors manufacturing units at Jamshedpur and Pune have been certified Social Accountability 8000 compliant. Clause No. 3 of the SA 8000 pertains to occupational health and safety. A Zero Accident Plan was launched in 2007-08, wherein area ownership was developed by teams comprising of management and supervisory grade workers called Bay Owners. The Bay Owners met twice a week and conducted cross audits and organized awareness building programmes.

Goal Setting
TATA Management using general brainstorming with your colleagues or on your own opinion try to list down the objectives you will do to achieve this goal. Once you are done see attached "DSVAP (Decoding Statement for Valuable Action Plan") analysis of same Goal statement and compare your action plan with one made by DSVAP. How DSVAP Method converts complex goals into easy to understand action plan. 1st) It break downs all the complex words (complex not in terms meaning but understanding as action) of goal statement into simple meanings or actions so that everyone thinks on common platform and there will be no confusion about understanding the goal statement between the team. 2nd) The goal statement is reformatted with simple and easy to understand actions/words agrred by every team member in 1st step. So that everyone can focus on common issues without any confusion. 3rd) We further break down goal statement in logical reasons that may cause failure of goal to achieve. So once we have list of logical reasons by which Goal achievement may fail we can make action plan to address those issues. So, in this way solution of each issue forms the complete solution for Goal achievement by minimizing risk of failure. This DSVAP approached is used in attached analysis document. Also, DSVAP can be used for making action plan for Goals, Objectives, Problem solving, Strategy etc. by minimizing risk of failure of execution and thus save time and money of Implementation of task.

Human Process Interventions in TATA Motars Coaching and training Process Consultation Team Building Third-party Interventions (Conflict Resolution) Organization Confrontation Meeting Intergroup Relationships Large-group Interventions

Training and Coaching for good human Capital

Besides creating employment through its business operations, the company also invests in communities at large through its initiatives in enhancing employability through vocational and technical training of youth and of women through the Self Help Groups. The company also encourages formation of co-operatives and mentors individuals to enable them to start their own enterprises. In each of the manufacturing units of the company, apprenticeship training programmers are carried out. An overview of the impact of some of these initiatives is given below:

I. APPRENTICE TRAINING AT MANUFACTURING UNITS:

This Apprentice training program is launch for building the good and effective human resource by providing training on the site or location. It saved the time of training as well as also helps in giving part in the output creation process. This program is helped in capacity or skill building of people according to the need of industry and the company trained them and the qualifies candidate are selected for getting the jobs in the TATA motors.

* Data indicated i s as on March 01, 2009. In 2008, 523 students passed out ** NCVT & SCVT students in ITI complete their 3rd year as apprentices in TML each year - at a time batch of 400+ *** No fresh intake in 2008-09 of the FTAs ****The above mentioned Apprentices could not be registered due to Plant pull -out from Singur

II. TECHNICAL TRAINING THROUGH THE PUBLIC-PRIVATE PARTNERSHIP The company partners with the state technical education boards to improve the quality of technical education imparted in various Industrial Technical Institutes across the country. The company proposes to partner with additional ITI each year. Support to the ITI: Redesigning the course content so as to make it more relevant to the current industry requirements Training for ITI Instructors within the manufacturing unit on latest technology ion Models, Equipment and Visuals

-the-job Representation by Senior Management at Regional / National level for Core Committees for Technical Education including Chairmanship of the Industry Managing Council of ITI Support from the ITI: Trainers Day-to-day administration of the Institute

Reference
HTTP://WWW.TATAMOTORS.COM/INVESTORS/FINANCIALS/67-AR-HTML/HUMAN_RESOURCES.HTML

http://www.tata.in/company/articles/index.aspx?sectid=a4Nd8IHyrqI=

http://www.google.co.in/search?hl=en&sclient=psyab&q=goal+setting+in+tata+motors&oq=goal+setting+in+tata+motors&g s_l=hp.3...19163396.19240725.2.19241290.67.31.0.8.8.3.1802.7618.0j8 j0j1j1j7-3j1.14.0...0.0...1c.1.7.psyhttp://www.unp.me/f142/history-of-tata-motors-80697/