over 80‚000 employees. • It is the 12th largest steel producing company in the world(2012). • It was ranked 471st in the 2013 Fortune Global 500 ranking of the world’s biggest corporations. Organizational Culture Innovating Culture: TATA Steel fosters a culture of innovation and continuous improvement. It launched ‘Steel Junction’ in 2005‚ which was India’s first organized retail store for steel products. Special type of steel for North-East Indian states which are more
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Change Management @ ICICI By Group-5 Group Members: 1)Adrish Ray 2)Deepak Prakash Tejale 3)G.B. Sambhrama 4)Girish Krishnamurthy 5)Neelkant Rajaghatta 6)Neha Gupta Q1. ‘ The changed focus of ICICI to become a non-stop shop for financial services necessitated the changes in the organization culture and goals.’ Analyze the changes implemented by Kamath in mid-1990s and comment briefly on the necessity and efficacy of these changes. Answer : In 1996‚ when Kamath took charge
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International Business Management Carnival Cruise Lines: Organization and Organizational Culture This paper presents my former employer‚ an American company Carnival Cruise Lines (CCL) which is part of the Carnival Corporation. Describing the organization of the whole corporation in general‚ the paper places a special emphasis on the strategy‚ organizational structure and culture of the CCL. Carnival Cruise Lines is the flagship brand of Carnival Corporation & plc‚ the largest cruise company
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ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 5‚ May 2012‚ ISSN 2231 5780 STRATEGIC MOVE OF ICICI BANK: A CASE STUDY OF MERGER OF ICICI BANK AND BANK OF RAJASTHAN DR. ABHINN BAXI BHATNAGAR*; MS. NITU SINHA** *Associate Professor‚ Galgotias Business School‚ Greater Noida. **Research Associate‚ Galgotias Business School‚ Greater Noida. ____________________________________________________________________________________ ABSTRACT Changing is the regulation
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Spring 10 08 Automne Sandra Romano Vieira Student number: 9091688 Public Relations & Communication Communication in Organisation Unit Leader: S. Holland Organisational culture change in British Airways Introduction The purpose of the report is to investigate British Airways’ perpetuation of culture. Thus‚ in order to determine if whether or not there is a need for cultural change within the company. According to the British Airways Annual Report & Account (2003/2004)‚
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Organisation culture and climate have many similarities as well as differences‚ such as they are both intangible aspects of the way employees think. Organisational culture can be defined as ‘a pattern of shared assumptions invented‚ discovered or developed within an organisation as it learns to cope with problems or external adaptation and internal integration’ Organisational climate is ‘a characteristic ethos or atmosphere within an organisation at a given point in time which is reflected in the
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facilities in Hong Kong and on the China coast‚ so the company was established in Hong Kong in March 1865 and opened new branch in Shanghai a month later. Soon after its establishing the bank expanded quickly with branches in Europe and North America. In the recent years‚ HSBC moved from an important regional bank to one of the world’s leading financial services organizations. HSBC’s management had conceived the strategy of the ’three legged stool’ with the legs of the stool representing the three
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Importance of Structure and Culture on Organisational Effectiveness Introduction Robbins and Judge define organisational behaviour as ‘a method for understanding individual and group behaviour to facilitate organisational performance and effectiveness’ (Robbins and Judge‚ 2007). Robbins (2003) highlights the importance of managers studying organisational behaviour as this will help them to develop the people skills needed to deal with employers on a day-to-day basis‚ which is the fundamental aspect
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To what extent can organisational culture be managed? Is organisational culture critical to the success of an organisation? Within the field of management‚ the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture‚ a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values‚ beliefs‚ assumptions and symbols that define the way in which an organisation conducts and
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Organisational culture of an organisation is defined as the organisations expectations‚ philosophy‚ experience and values that have been developed over time and contribute to the unique social and psychological environment of an organisation. This is expressed in their self-image‚ inner workings‚ and dealings in how the organisation conducts its business and treats its employees including the wider community‚ as well as their shared beliefs and collective goals for the future. (Drach-Zahavy‚ Goldblatt
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