Tata Steel India operations are taken care of by Mr. T.V Narendran wheras the responsibility of Tata Steel Europe operations falls to Mr Karl Kohler.
At the first glance it seems that Tata Steel Europe and Tata Steel India (and South East Asia) acts as two disjoint entities where the respective managing director calls the shots. The reason behind such conclusion is the absence of a upper hierarchy which could act as a integrating mechanism between the two major operations of steel manufacturing of Tata. But if we take a closer look at the board of directors for both Tata Steel India and Tata Steel Europe we can find a different story.
Board of Directors Tata Steel India Tata Steel Europe
Managing Director T.V Narendran Karl Köhler
Chairman
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Moreover Tata Steel Europe Chairman of the board Mr. Andrew Robb is also a board member in Tata Steel India and likewise Tata Steel India MD Mr. T.V Narendran is a board member in Tata Steel Europe. Tata Steel Finance & Corporate chief Mr. Koushik Chatterjee is also a board member in Tata Steel Europe. So we can see the board of two entities is closely knit and even though a upper hierarchical integration mechanism is not present, both the companies are working in tandem thanks to the presence of number of common board members. This is a hybrid organizational structure where centralization at a regional level is restored even though the decision making is consciously decentralized to a certain level. The decentralized decision system has to go through centralized schema to provide an unique organizational structure. Here we can see the entities are divided on continental basis. Whereas we see the countries in one continent are kept under the same management. Tata Steel Singapore, Tata Steel Thailand, Tata Steel India is taken care of by a single managing director and these countries do not have their centralized decision making structure. Likewise the operations in whole Europe is taken care of by Mr. Karl Köhler. So Overall a contrasting international operations strategy is adopted by Tata Steel on continent …show more content…
He concentrated on centralizing functions across verticals and regions. His aim was to deploy integration mechanism in key functions like sales, marketing, operations and the supply chain. No doubt in the fact that the intentions were noble but the organization was unprepared totake such changes. Instead of making improvements in internal communication channels with the help of the leadership team across units, people said Köhler surrounded himself with ‘yes men’. An executive from Tata Steel Europe, who declined to be named, said Köhler surrounded himself with former colleagues from ThyssenKrupp: “There is no British executive in the top management.” Throwing more light on the problem, Chaturvedi says, “Culturally, Tata Steel Europe is very diverse. You need to have someone at the top who understands the cultural differences, as the company’s operations are spread across Europe.” Mr. T Mukherjee who was sent to Corus alongwith Mr. Chaturvedi, returned after one year, disheartened from the fact that none of his recommendations were seriously
For decades, the steel industry has been one of the toughest markets on a global scale with most steel corporations ending up in bankruptcy. Foreign and domestic competitors, management issues, environmental issues, political agenda’s and technology have had much to do with the demise and more so of the success of the steel industry. The issues that this case focus on Nucor Corporation was of:
The Political, Social, and Legal Environment of Business. Case Study Analysis: Union Carbide Corporation and Bhopal. A single slip in action may cause lasting sorrow. A slight mistake in operation at a Union Carbide pesticide plant in Bhopal, India, caused a lot of deaths and injuries. What a tragedy it is.
Jharkharia, S. (2012). Supply chain issues in mergers and acquisitions: A case from Indian aviation industry. International Journal of Aviation Management,1(4), 293-303.
In the early part of this century was a time when industry was booming with growth around the installation of major railroads. With this growth came the transatlantic cable, the telegraph, and a whole lot of steel. Steel would be needed in the construction of these new transportation systems and communications were now possible between businesses and industries. (Wren, 2005)
He had a keen interest in working in the Pacific Rim for which he was eventually rewarded a position of Chairman on Board (COB) at the Factory in China. What we noticed is that due to Control's relative inexperience and lack of understanding of joint venture, James was recalled only after completing one third of his contract length, to be replaced by a relatively inexperienced employee from Singapore (Jimmy Chao). Controls Asia Pacific, in doing so, ignored the fact that they might threaten the success of the joint venture. This case shall try and analyze what factors may have caused this pull out to occur, what may be its consequences, and what we feel should be done, in order to reinstate trust and confidence to make the joint venture a success. Adaptation, Acceptance and Experience.
The company has diversified so much that it has lost its core competency. Also, the acquired businesses are irrelevant in nature. The tool business needs a ‘Business to Business’ type of marketing. However, some of the firms are ‘Business to Consumer’ (e.g. Bakery Business, Dry cleaning store chain) and ‘Business to Government’ (e.g. Firm engaged in Defence research work) as well. So, lack of integration of the business is one of the key issues we need to address.
As recently as six years ago, while investors were still in thrall to a dotcom bubble that had yet to burst, steel was derided as one of the last bastions of the "old" economy. Many firms in the industry were state-owned or heavily protected by governments keen to preserve assets deemed vital to national interests. Globalization had left the steel business behind. It is a measure of the changes that have swept the business since the internet bubble popped that last week Arcelor, a company created through a 2001 merger of the top French, Spanish and Luxembourg steelmakers, made a hostile bid of C$4.
Siemens is a German conglomerate that specialise in electronics and electrical engineering. They currently operate in four different sectors, these being Healthcare, Industry, energy and Infrastructure & Cities sector (Siemans a). They are represented in 190 countries (Siemens b), employ around 362,000 employees (Siemens c) and in 2013 achieved a revenue of €75,882 million and a net income of €4,409 million (Siemens d). This essay will focus on Siemen’s energy sector.
A key measurement of success for JLR was Tata Motors approach to the merger, acquisition and integration process. TATA employed directly opposite methods to Ford. The essence of this method lay in respecting the existing British culture of the brands rather than imposing a foreign culture. Thus this was financially positive for the company as the following graph illustrates the impact such an approach has brought about on JLR success over the years (Kwintessential, 2013).
The lifestyle of people across the world is developing rapidly. As there is a growing concern for people about the lifestyle and way of living, the scope for the microfinance industry is also at a growing pace. A large number of people across the world prefer finance for the purpose of purchase of consumer durables as well as lifestyle products. As the credit card EMI options are more expensive, people prefer NBFCs for the purpose of consumer durable loans. The project done in bajaj finserv explains the role of NBFCs in the consumer durable loans and the procedure undertaken in order to disburse the consumer durable loans.
The Tata way is actually organizational behavior of the Tata group. The reason for the success of the Tata group is based on capability, they created their own way of organization behavior. Every business and every firm requires different set of organizational behavior and we can replicate a general organizational behavior for a firm but if you want your firm to be successful then you need to modify the organizational behavior your firm like the Tata group
The General Electric Company (GE) is organized with its chief executive officer, shareowner, and board of directors on the top of the pyramid, followed by their executive leaders and corporate staff. GE’s Board of Directors ensures the company serves the interests of shareowners and other key stakeholders with the highest standards of integrity and compliance. Serving equally as tough critics and wise counselors, they provide in-depth oversight of the major strategic issues of the company (General Electric Company, 2012). The authority officially vested in the board of directors is assigned to a chief executive officer (CEO), who occupies the top of the organizational pyramid (Bateman & Snell, 2011). There chai...
This report is divided into two parts. In the first part, the Honda-Rover case is discussed in terms of their capacity and incentive to deliver in the alliance, what they wanted from each other, and what was the outcome of the alliance and why it brought limited benefit to Honda and Rover. In the second part, the reasons are presented to show why Tata might do better than Honda by establishing its engineering expertise in UK.
Strategic management is important to acquisitions because how a product is procured, manufactured and shipped is an integral part of a business. A weak supply chain can lead to excessive costs due to wasted time and fuel while shipping if routes and transportation methods are not properly selected. Also, if deliveries are not made on schedule, customers will be dissatisfied with the service. If a warehouse is not properly managed and organized, orders may not be filled in a timely manner or products could be damaged leading to excessive waste. Companies who enter into contracts to obtain or provide products or services need to be able to effectively negotiate so that they receive the best value for their company. To do this, they need to be aware of what their company’s advantages and disadvantages are as well as what goals and benefits they are trying to gain. Companies need to analyze how well their acquisition process works so that they can be sure that it adds to the competitive advantage of the industry as a
Firstly, multinational corporations are not something new in this 21st century. There are more and more international corporation as people try to boost the process of globalization. The development of these multinational corporations depends on the management of the owners. Transnational strategy is needed in order to operate such a big system of companies. Every nation in this system has to be managed thoroughly in order to help running the corporation, as well as to keep the system as one consistent body of business. Managers also find it important to look for opportunitie...