A BUSINESS LEGEND- RATAN TATA

PRESENTED BY:

HARIPRASATH.MHARITAA VARSHINI.BHEMAVATHY.BIRFAN KHAN.SISHAQ AHMED

CONTENTS

IntroductionCharacteristicsRoles and tacticsPowersSocial responsibilitiesAwards and recognitionsCriticism

A BUSINESS LEGEND

• Ratan Tata is the chairman of the Tata Group, India's largest corporation.

• He is the latest in a long line of Tatas to head the family-owned company.

• Born into an old Parsi family of Bombay, in December 28th 1937.

• He received a Bachelor’s degree in architecture from America’s Cornell University in 1962.

• He returned to India and joined the Tata Group.

• Tata is single and leads a modest lifestyle in his bachelor apartment.

• The US-educated bachelor lives alone with his two German Shepherds in an apartment in Mumbai.

• He is known to be a supporter of the traditional Parsi way of life.

• He has a passion for home cooked food and is known to indulgedeeply in art collection.

• A trained pilot who still takes to the skies on his own aircraft has pickedup a number of awards.

•He is known to slip into the front seat alongside his driver to and from work.

Tata ChemicalsTata ChemicalsTata PowerTata PowerTata internationalTata internationalTata SteelTata SteelTata TeaTata TeaTata MotorsTata MotorsTata Consultancy ServicesTata Consultancy ServicesRallisRallisIndian HotelsIndian HotelsTata FinanceTata FinanceTata InfoTechTata InfoTechVoltasVoltasTata Interactive SystemsTata Interactive Systems

TitanTata Share RegistryTata Fin AMEXTata Home FinanceTata TechnologiesTata RefractoriesTAYO RollsTata CoffeeTelconTata ServicesTata SSLTRFTrentTACO

TQMSTSMGTata IndustriesTAL AutomationNELCOTata Tele ServicesTata Auto plasticsTata Johnson ControlsTata Interactive SystemsTCE Consulting Engrs.Tata Investment CorpnTECSTFSTCS E-SERVE

• The Tata Group consists of nearly 100 companies.

• Tata group is a multinational conglomerate and one of the largest private companies in India.

• Today, it has a strength of 350,000 employees all over the world and an estimated annual turnover of $62 billion USD.

• Tata’s contribution to India’s GDP is nearly 5.5% and 60% of its revenue comes from foreign countries.

• Tata group was always known for its business ethics and corporate governance.

• The Tata Group has spread its operations across six continents and more than 80 countries.

GUIDING PRINCIPELS OF TATA’S………

•VERY DIGNIFIED

•ETHICAL

•DEPENDABLE

•BELIEVES IN KEEPING PROMISES

•LOYAL AND BELIEVES IN RELATIONSHIPS

•QUESTIONING THE UNQUESTIONABLE

•RISKTAKER NOT A SPECULATOR

•EXEMPALARY LEADERSHIP QUALITIES AND A TREMENDOUS MOTIVATOR

PERSONALITY………..

“One hundred years from now, I expect the Tatas to be much bigger than it is now. More importantly, I hope the Group comes to be regarded as being the best in India.. best in the manner in which we operate, best in the products we deliver, and best in our value systems and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India.”

•Visionary

•Strategist

"He is a deep thinker and extremely strategic. He is always 2-3 steps ahead"- Alan Rosling ED, Tata sons

"Ratan was the chief architect of the Corus deal. I was worried about the magnitude and the amount of money. But he instilled confidence." says Muthuraman.

•Initiator•Change champion

“If you put a gun to my head,you had better take the gun away or pull the trigger, because I'm not moving.”

"While he doesn't look it, he's one of the toughest people I've ever known." says Muthuraman

•Risk taker

"When you come to him for a critical decision, he will give you a very quick answer, his responses would be crisp, leaving no room for doubt….His involvement in cross-border deals could be quite significant. And that’s precisely what gives the CEOs the confidence to move ahead without doubts." says Rosling.

•Expertise

"He has a tremendous technological brain," says Tata Steel Managing Director B. Muthuraman

"Tata has shown that there is no other way he will do business other than do it ethically," says Gopalakrishnan.

•A man of integrity

Leadership managerialroles Figure head Entrepreneur Resource allocator role Disturbance handler

Influence Tactics

Consultation Rational persuasion Exchange tactics

start good

no repetitive

strong

weak

3

4

task

relationship

Fiedler model

LEADERSHIP GRID

HIGH

LOW

1LOW

9HIGH

CONCERNFOR PEOPLE

CONCERN FOR PRODUCTION

JOB CENTERE……………………………........................EMPLOYEE CENTERED LEADERSHIP STYLE LEADERSHIP STYLE

MICHIGAN LEADERSHIP MODEL

The Tata Business Excellence Model…

“The true objective of setting these criteria, was never meant to be

merely to use them as an assessment for an award,

but more importantly, to utilize them for an institutionalized approach to drive performance and attain higher

levels of efficiency in everything that a corporate entity does.”

Mr. Ratan N. Tata

……and what it is about…...and what it is about…... A set of statements & questions That asks us to describe the way we conduct our

business And provides us with insights on how we can

improve What we do, and How we do it

It makes us ensure that we have clear objectives both short & long term

That these objectives are understood & shared by all of us.

That we have a roadmap to achieve our objectives

And that we implement, monitor, review & improve as we move forward.

WHETHER MANDATED BY BE-BP OR OTHERWISE …

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Organization

Customers

Shareholders

Suppliers

Community

Competitors

Need to Accelerate the Rate of Change

We Need Radical We Need Radical ChangesChangesWe Need Radical We Need Radical ChangesChanges

Breakthrough improvementsBreakthrough improvementsBreakthrough improvementsBreakthrough improvements

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Need for Change…1. Businesses that don’t change to adapt to the world’s

pressures don’t survive.

2. The world’s pressure sources are both changing and conflicting.

3. Businesses must move to a “continuous change” mindset.

4. Leaders must move to a “change is an opportunity” mindset.

Pressure Source Direction of Pressure

Customers More value Owners More return Competitors More market share Regulators More conformity

Employees More involvement

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= TBEM Excellence

=TQM, Six

Sigma Improvement

ISO= Conformance

Quest for the Best : Evolution

Types of Powers

POSITION POWER: Legitimate Power Informative Power PERSONAL POWER: Referent power expert power

Social responsibility

Community initiatives Environment The Tata Trusts Institutions Sports and arts

1. Padma Bhushan on 26 January 2000

2. Padma Vibhushan . On 26 January 2008

3. NASSCOM Global Leadership on February 14 2008 in Mumbai

4. Carnegie Medal of Philanthropy in 2007

5. Robert S. Hatfield Fellow in Economic Education In March 2006

6. London School of Economics and Indian Institute of Technology Kharagpur.

7. the Government of Singapore conferred honorary citizenship on Ratan Tata,

8. the title of honorary economic advisor to Hangzhou city in the Zhejiang province of China.

9. Fortune magazine in November 2007 ,listed him among the 25 most powerfull business man

10. Time magazine's 2008, listed him the World's 100 most influential people

• Successor Criticisms

• Environmental Criticisms

• Unethical partners: the Dow chemical controversy

CRITICISMS………..

“One hundred years from now, I expect Tatas to be much bigger, of course, than it is now. More importantly, I hope the group comes to be regarded as being the best in India. Best in the Manner in which we operate ,Best in the products we deliver, and best in our value system and ethics. Having said that ,I hope that a hundred years from now we will Spread our wings far beyond India, that we become a global group, operating in many Countries, as Indian business conglomerate that is at home in the world, carrying the Same set of trust as we do today”

Bibliography

wikipediawww.google.co.inwww.livinglegends.comwww.tata.com