is very much indebted to Jamsetji Tata‚ known as "The Father of Indian Industry.” While‚ he himself couldn’t completely fulfill the missions of starting Tata industries‚ he laid the foundation for success‚ only to be fulfilled by his great grandson‚ Ratan Tata who became the successor of Tata Group and gave a glorious expression to each of his dreams. Ratan Tata is the present Chairman of Tata Group‚ who consolidated and expanded the business from him and made Tata one of the most prestigious brands
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1) The Tata Group has been transformed from a risk averse‚ slow moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can be attributed to one individual? Discuss the role of the leader in initiating and managing change. 2) The Tata Group had a presence in a wide range of businesses since it’s early days. Later‚ Ratan Tata managed to streamline the Tata Group . What advantages and disadvantages did the group gain through streamlining of business? Do you
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Ratan Tata: Leading the Tata Group into the 21st Century 1. The Tata Group has been transformed from a risk-averse‚ slow-moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can be attributed to one individual? Discuss the role of the leader in initiating and managing change. Answer The Tata Group transformation can be greatly attributed to the vision and execution of Ratan Tata. He was greatly responsible for the tremendous transformation because he
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further copying or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice Author Title Published Luthans‚ Fred The last rajah : Ratan Tata and Tata’s global expansion [eReserve] McGraw-Hill Irwin‚ c2009 Access Online The last rajah : Ratan Tata and Tata’s global expansion [eReserve] .pdf 1.25mb Location Call Number Status (About status) eReserve Note Source: p.372-376 in Luthans‚ F. and Don‚ J.P. (2009) International management
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Entrepreneurship case studies Entrepreneurship is at the root of business. Some entrepreneurs become so successful that their companies last long for 4-5 generations (and beyond)‚ while some last for their generation. And many fail few years after taking off. Is there an equivalent of Level-5 Leadership (as propounded by Jim Collins) in entrepreneurship? No answers yet‚ though. IBSCDC’s case studies on entrepreneurship cover various topics connected with entrepreneurship – business models‚ business
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CASE STUDY- I TATA CODE OF CONDUCT The fountainhead of the corporate governance of the Tata Power Company is the Tata Code of Conduct. The Company is committed to abide by it‚ in its letter and spirit. And the Company has earned the Tata Brand name by virtue of this commitment. It draws its strength from the five Tata values: Integrity Understanding Excellence Unity Responsibility In Tata parlance they stand for – Integrity We must conduct our business fairly‚ with
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(textbook‚ pg277) Adaption from the Case Studies and Research Cases Tata Group uses two different strategies locally and internationally when dealing with its businesses. Local businesses under Tata Group’ umbrella uses the Domestic Strategy which requires product differentiation base on the local adaption. Such example is the Tata Nano Car and the Tata Ace Truck (picture below)‚ produced by Tata Motors at an affordable price for the people in India. Ratan Tata wanted to produce a car which is super
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INDEX 1.0 INTRODUCTION 2.0 MAIN REASONS FOR TATA TO ENTER GLOBAL ULTRA LOW COST MARKET 2.1 MARKET DISTRIBUTION PIE CHART 3.0 What are the competitive advantages that TATA Motors will enjoy with their NANO in emerging markets 3.1 RESEARCH AND DEVELOPMENT 3.2 Acquisitions‚ Mergers & Expansions. 3.3 ORGANISATION LOCATION 4.0 WHICH SCREENING CRITERIA WOULD YOU SUGGEST FOR TATA NANO’S IMS PROCESS 4.1 POLITICAL 4.2 ECONOMIC 4.3 SOCIAL
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when he turns 75‚ is the third scheduled retirement for Ratan Tata. The Tata Group has been at this inflection point twice earlier‚ and stepped back both times. In 2002‚ when Tata was to retire at 65‚ the Tata Sons board promptly redesignated him non-executive chairman‚ which meant he could continue for another five years. Three years later‚ the board upped the retirement age of non-executive directors to 75. The message is clear: Ratan Tata is indispensable. And it’s not just the board that
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Case Analysis – Ratan Tata: Leading the Tata Group into the 21st Century Due: April 16th‚ 2011 In this essay I will discuss Tata’s Motor’s Company and Ratan Tata’s leadership approach on leading the Tata group in the 21st century. Ratan Tata faced benefits as well as challenges to streamlining the business and dealing with the companies he had acquired for more than 50 years. There were more trials during his management span however; he was a leader that served as inspiration and a role model
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