Group Members:

Mudit Pandey 012097

Neha Manjrekar 012098
Vishant Desai 012099
Ajit
Sunny
Eknath

HONDA-COMPANY PROFILE

TYPE-SUBSIDIARY

Industry-AUTOMOTIVE

Founded-December 1995

Headquarters- Uttar pradesh

Number of locations- Greater Noida, Uttar Pradesh
Bhiwadi, Rajasthan

Key people -Mr Hirnori Kanayama(ceo and president)
Honda Cars India Limited (HCIL) is a subsidiary of the Honda Motor
Company of Japan for the production, marketing and export of
passenger cars in India. Formerly known as Honda Siel Cars India
Ltd, it began operations in December 1995 as a joint venture
between Honda Motor Company and Usha International of
Siddharth Shriram Group. In August, 2012, Honda bought out Usha
Internationals entire 3.16 percent stake for 1.8 billion in the joint
venture. The company officially changed its name to Honda Cars
India Ltd. (HCIL), which is now a 100% subsidiary of the Honda
Motor Company, Japan.

It operates production facilities at Greater Noida in Uttar
Pradesh and at Bhiwadi in Rajasthan. The company's total
investment in its production facilities in India as of 2010 was
over 16.2 billion.

Mission and Vision
Mission- we are dedicated to supplying products
of the highest quality, yet at a reasonable price
for Indian customer satisfaction.

Vision-The corporate vision s enormously
practical.
Quality in all jobs - learn, think, analyze,
evaluate and improve
Reliable products - on time, with excellence and
consistency
Better communication - listen, ask and speak up
Hierarchy of Honda

Organizing
MEANING-
Art of establishing effective coordination, technique
of effective operations, concerned with the study of
methods and procedure, purpose of earning profits,
covers different functions of business.
Objective-
1. EFFICIENCY
2. DIVISION OF WORK
3. DELEGATION

FUNCTIONS
1.PRODUCTION
2.MARKETING
3.FINANCE
4.PERSONNEL

SIGNIFICANCE
1.FACILITATES ADMINISTRATION
2.ENSURES SPECIALIZATION
3.FACILITATES GROWTH
Organizing plan adopted by Honda

Centralized organization.

Line authorization.

Staff authority.
Centralized Organization
Meaning-The concentration of management
and decision-making power at the top of an
organization's hierarchy.
2. The location of all or most main
departments and managers at one facility.
Advantages-
1. Facility for personnel leadership.
2. Equitable distribution of work
3. Uniformity of activities
Authority is important here.
Authority flows in a direct chain on command.
One wrong decision by manager in any one dept. can hold
entire production.
From top of the company to bottom.
Each line department is important for organizations
success.
Line employees are the workers/producers in comp.
If any line department fails to complete its task, company
cannot sell products.
Based on special expertise.
Counseling & advising line managers.
Staff members includes specialists in law,
accounting, advertising, HRM.
Staff members help line department in decision
making.
Generally provide services to management, where
as line managers are directly involved in
production.
Organizing plan adopted by us for
Honda
TEAM AUTHORIZATION

DECENTRALIZED ORGANIZATION

DEPARTMENTALIZATION




Authority is granted to work teams.
It consist Groups of employees.
These groups/teams plan & organize their own work.
A team, may consist of top managers from several
areas.

ADVANTAGE-These teams play important role in
firms daily operations.
This type of authorization will help building up team
spirit among the employees and will also reduce
work pressure.
Decentralization

MEANING-Decentralization is the policy of delegating
decision-making authority down to the lower levels in an
organization, relatively away from and lower in a central
authority.


Advantage-
1. Top management is relieved of much day-to-day problem
solving and is left free to concentrate on strategy, on higher
level decision making, and coordinating activities.
Decentralization provides lower level managers with vital
experience in making
2. Lower level managers generally have more detailed and up
to date information about local conditions than top
managers. Therefore the decisions of lower level
management are often based on better information.



Grouping together people performing certain tasks
After jobs are specialized, they are grouped into
logical units called departments.
Managers can see more effectively how various
units (departments) are performing
Job departmentalization is not done randomly
Departments are grouped logically
According to some common purpose

Departmentalization can be done according to:

Geographic Departmentalization
Functional Departmentalization
Customer Departmentalization
Product Departmentalization
Process Departmentalization
Forms of Organizational Structure used by
us
Team organization

Matrix Organization

Learning Organization
Teams are formed.
Team members report to managers.
Highly flexible form.
Adaptable to changing circumstances.
Matrix structure depend on team authority.
Matrix can b temporary.
Used to finish a specific project.
With the end of the project, matrix also ends.



Relies on project-type teams.
People move from project to project as
required by their skills & demand of the
project.
Helps each unit to change direction, explore
new ideas, & try new methods.
The idea is that continuous improvement occurs through
employee learning.
Works for improvement through employee learning &
development.
Helps in learning & personal development of our
employees.
Also our org will transform itself to respond to changing
needs & demands.
The goal is to improve quality & measure performance.
This can b achieved by constantly upgrading employees
talent, skill, & knowledge.
Example, training programs, seminars, & related activities
for employees.
Managing Director
Prod.
Director
Factory
Manager
QC
Manager
HR Director
Management
Acct
Sales &
Marketing
Director
Finance
Director
Financial
Acct
All
employees
Reason for choosing this
Hierarchy
Few numbers of managerial staff.
Employees can directly communicate to their
managers.
Smooth flow of information from lower level
to upper level managers .
Avoids confusion and employees can share
their ideas with their managers .
Problems faced by Honda
1. Delay in work.

2. Distinctive to subordinates.

3. No loyalty.


Conclusion
For every minute spent in organizing,
an hour is earned."