Overview Of Organizational Behavior Commerce Essay Example

produced locally. These filters played a crucial role in the 2004 Tsunami disaster. TCS, known as one of the "Big Four" IT Services brands in 2012, was also ranked as the 7th greenest company in the world according to Newsweek's Green Rankings 2011.

TCS is currently the highest graded Asia-based company and the second highest ranked globally in the Information Technology & Services company class. TCS' services are organized into various service lines, with the percentage of total TCS revenues generated by each line in parentheses. These service lines include application development and maintenance (44.75%), asset purchase solutions (3.84%), assurance services (7.45%), business intelligence (4.55%), business process outsourcing (11.04%), consulting (2.58%), technology and industrial services (4.62%), enterprise solutions (11.11%), and IT infrastructure services (10.06%). TCS Innovation Labs have created assets such as DBProdem, Jensor, Wanem, Scrutinet, and Smartest Manager. One of the products developed by the TCS Innovation Lab, mKrishi, received the Wall Street Journal Technology Innovation Award in 2008. This product provides Indian farmers with useful data on an affordable mobile device. Business Continuity Management (BCM) is crucial in addressing the issues and challenges faced by Tata Consultancy Services.Tata Consulting Services (TCS) offers expertise in continuity direction to help you achieve high availability and flexibility. They provide well-established audience and execution services.

It is crucial to have a practical and standardized approach to business continuity direction in order to align with organizational tradition and meet demands. If this customization is not realistic and reasonable, it will result in inefficiency in executing business continuity direction tasks. There are various issues and challenges that have been identified based on experience in BCM planning, which can potentially hinder the

effectiveness of business continuity direction in an organization if not properly addressed. These issues and challenges can be summarized into four main areas: senior management's responsibility and involvement, lack of collaboration between production and IT, absence of a single BCM structure/benchmark when developing BCM and disaster improvement programs, particularly when there are multiple offices in an organization.Moreover, the business continuity direction lacks a systematic understanding of the data dynamics and dependencies involved in data recovery. This issue occurs when information is stored on the user's computer system outside the support system. Additionally, instead of prioritizing the need to restore the most important location, attention is diverted to visiting different sites, which can be equally challenging as the standby itself.
Furthermore, an improper approach is used in executing business continuity management procedures. Neglecting to conduct a comprehensive risk assessment for the entire building, especially when it houses multiple systems managed by different entities. There is also a lack of understanding about business continuity management tools and their workflow during the process of obtaining business continuity management certificates. The focus solely lies on analyzing the business impact within virtual areas without considering the broader consequences of a disaster on the entire location.
Lastly, there are inadequate and inappropriate assumptions made in preparing business continuity and disaster recovery plans. If these plans fail to consider all relevant assumptions and preventive factors, challenges may arise.The human resource management in Tata Consultancy Services faced various challenges including globalization, changes in employee expectations, outsourcing HR actions, managing HR activities, managing diversity, and properly reconciling work being done. Additionally, during the recession, they faced challenges such as emergency planning, brainstorming, poor communication flow among

employees, a quiet ambiance, giving proper advice to managers, evaluating employee performance, recruiting and training new employees, and ensuring proper communication. The main challenge during the recession was retaining employees by keeping them loyal and away from competitors while differentiating between superior and average employees. They also redirected employees to different departments within the organization while considering their needs and motivating them with work. Showcasing long-term goals that benefit the organization to employees was another important objective for concern schemes.

The various changes that occur in the business, whether in terms of form or structural changes, ultimately have a focus on the rewards that are established at the beginning. Initially, this may seem simple and straightforward in setting them, but when taking a broader perspective, these goals vary among individual members working within the organization. According to Max Weber (1864-1920), who followed traditional theory, organizations were essentially seen as tools for achieving relatively fixed goals. However, Michels (1876-1936) argued in his Iron Law of Oligarchy that goals are constantly displaced according to changes in the organization's environment in order to ensure organizational survival. Once these incentives are established, strategies are planned and designed to achieve them. These strategies are formulated by the top management, who are well-versed in the purpose and objectives of the business.

According to Hatch (1997), a goal is the desired outcome of an organization that provides direction for effective performance and helps the organization adapt to changing circumstances with a symbolic perspective and commitment to potential employees, investors, and public support. Goals determine the existence of the organization by addressing the nature of inputs and outputs, the sequence of activities to be followed,

and the relationships maintained with the external environment. Additionally, top-level executives ensure that these incentives are accepted by employees and are encouraged and motivated to pursue them. TCS's main objectives focus on delivering innovative and top-tier IT consulting services, as well as IT-enabled solutions and services. These goals are aligned with the organization's activities and are aimed at achieving measurable results worldwide.

According to the Corporate Sustainability Report (2011-12), TCS offers a range of services including Application Development and Maintenance, Business Intelligence, Enterprise Solutions, Assurance Services, Engineering and Industrial Services, IT Infrastructure Services, Business Process Outsourcing, Consulting and Asset leveraged solutions. In addition to these established services, TCS has also expanded its offerings to include new services such as Mobility, Social computing, Big Data and the Cloud.

Tata Consultancy Services (TCS) is an organization that focuses on providing IT-related information and solutions. To meet client needs effectively, TCS employs various strategies including business strategies, global strategies, and long-term growth strategies.

TCS refers to its business units as Industry Service practice.

TCS generates its highest profits from the insurance sector and the banking fiscal service industry. Therefore, it is crucial for TCS to refocus on its business strategies given the current state of global financial institutions during the subprime crisis, with the goal of increasing profits from other industries. The generic business strategy includes implementing a low-cost global delivery system with 24*7 availability, prioritizing customer relationship management and client retention, differentiating by targeting low-end market segments in terms of resources and pricing, and focusing on building capability through Centers of Excellence (CoE) in specific technology areas. In recent years, TCS has been adopting a strategy that emphasizes meeting local consumer

demands and adapting to the business environment. Furthermore, TCS relies on the Global Network Delivery Model (GNDM) as the primary pillar of its global strategies. This model allows collaboration among delivery centers across the globe, manages all resources, and follows a sun-following model. It ensures consistent quality and skills regardless of employee location in India, China, or other parts of the world. By closely monitoring TCS's global strategy, we can evaluate how labor costs impact China, Europe, and South America.TCS also employs a significant strategy of recruiting employees from the countries where business challenges occur. These individuals are then placed under managers who can efficiently implement the required changes within the company.

TCS was the first organization to construct a Planetary Delivery Centre in China, setting it apart from other organizations. Recent accomplishments in Ireland and Latin America demonstrate TCS's ambition to construct similar Delivery Centres outside of India. Long term growth strategies for TCS include organic growth and attaining companies that align with their long term goals. TCS aims to expand its industry coverage, capabilities, geographic reach, and customer relationships through innovation. Key fundamentals of this strategy include customer centricity, a global network delivery model, strategic acquisitions, and a non-linear business model. Additionally, TCS practices three non-linear growth strategies: software products, IT as a service for small and medium businesses, and platform-based BPO services. The organizational structure of TCS is a crucial task for top management.

The proper organizational structure not only divides the division of work among different levels, but also coordinates the work among individual members to achieve goals and objectives. The structure also plans communication channels and relationships between each level. According to

Robert Duncan (1979), organization structure is more than just boxes on a chart; it is a pattern of interactions and coordination that links technology, tasks, and human components to ensure the organization accomplishes its purpose.

Corporate Governance

Strong corporate governance involves overseeing business strategies, financial accountability, fairness to stakeholders, and ethical corporate behavior. TCS follows strong corporate governance practices inherited from the 144-year old TATA Group. These practices are based on principles rather than regulations. In 2008, TCS established a Code of Conduct for all employees, including Managing Director, Executive Directors, and Non-Executive Directors.

The organizational structure includes a Board of Directors, which as of March 31, 2012, consisted of 12 members. This includes a Non Executive Chairman and a Non Executive Vice Chairman. Out of the total Directors, 6 are Independent Directors and 10 are Non Executive Directors.

The Directors also disclose their positions in other public companies. During the period from April 1, 2011 to March 31, 2012, there were a total of 7 Board Meetings held. The maximum gap between two meetings was four months.

Hierarchy plays a crucial role in the organizational structure.

The hierarchical structure of control in TCS is defined by superiors supervising subordinates, indicating the levels of power within the company. The chief level of authority in TCS is split into three tiers, with the highest tier being filled by Non-Executive Board Members.

The company's main shareholders are positioned at the top, while in the middle, Independent Board Members set goals and objectives. At the bottom, Executive Board Members concentrate on attaining these goals established by the Independent Board Members. They provide guidance and motivation to lower-level managers and staff to accomplish the organization's

objectives. Moreover, it is their responsibility to report progress to Non-Executive Board Members.

Span of Control

The concept of span of control refers to the line of subsidiaries who report the progress of the company directly to a supervisor, as well as how the supervisor can effectively and efficiently guide the subsidiaries. According to Cyril O'Donnell, it is determined how many subordinates a superior can manage in every organization. Management students have found that this number is typically four to eight subsidiaries at higher levels of the organization and eight to fifteen or more at lower levels. In an organization like TCS, which is formed from the TATA Group and follows a tall hierarchy system, a wider span of control is implemented.

Chain of Command

Chain of command refers to the flow or chain of transferring information and authority between different levels in the organization.

An organization that prioritizes achieving predetermined goals will implement a strong and well-structured chain of command, ensuring that employees are guided towards the overall objectives. Technetium employs both line and staff types of chain of command. Line chain of command involves top-level directors guiding lower-level staff members, while staff chain of command allows staff members within each section to assist and guide one another in accomplishing the organization's ultimate goal.

Departmentalization

This refers to grouping work based on function, allowing the organization to achieve economies of scale by assigning employees with shared knowledge to similar departments. This system enhances professional identity and career paths, although it can also lead to higher levels of dysfunctional conflict in certain cases.

Formalization is the coordination and control of activities in an

organization. It helps standardize organizational behavior and improve reasoning. As an organization grows, formalization also increases. Company TCS is highly formalized, with clear regulations and strict control over work times. This allows for better control and analysis of employee behavior. However, excessive formalization can lead to work stress and redundancy.

Equally good is the presence of proper control and coordination in the actions carried out within the organisation. Both centralization and decentralization are important aspects of decision-making. In a centralized organization, decisions are made by the top hierarchy, while in a decentralized structure, employees also participate in the decision-making process. If the organization is large, it may be difficult to have a centralized structure as it becomes challenging to create policies that can cover every situation. Similarly, decentralization also increases with the growth of the organization, just like formalization.

At TCS, employees are highly empowered and encouraged to communicate openly. Senior employees are often invited to the Board to discuss specific topics. TCS also has a WHISTLE blower policy, which highlights the importance of reporting unethical behavior to the chairperson of the audit committee.

Analysis of Organizational Culture

Culture is regarded as a crucial aspect of the organization and is seen as its personality. In simpler terms, culture is defined as the clear understanding of how things are done within the organization.

According to Edgar Schein (1983), the basic premises that a group develops in order to cope with external and internal challenges are considered valid and are taught to new members as the right way to perceive, believe, and experience in relation to those challenges. Ann Cunliffe (2008) gives four reasons why organizational

structure is important: "It shapes the image that the public has of an organization, influences organizational performance, provides direction for the company, and helps attract and retain motivated staff." Cameron and Quinn (1999) developed an organizational culture based on the Competing Values Framework, which examines whether an organization focuses internally or externally and follows the principles of flexibility and individualism or stability and control. Based on this framework, TCS can be seen as a combination of Clan, Adhocracy, Hierarchy, and Market cultures. TCS is part of the larger TATA Group, functioning like a big family where people share and learn from each other, emphasizing teamwork as a core principle.Based on a questionnaire study, it is evident that the company adheres to an adhocracy policy. This is characterized by encouraging employees to be creative and adventurous, and the various level managers actively involve themselves in taking risks and demonstrate a high level of innovation.

The organization chosen for survey also has a market type, which is apparent from the one-year study. The directors are focused on outcomes and the employees are competitive and have high expectations. The organizational structure also reflects a hierarchy type.

Critical Evaluation of Management and Leadership

According to Judge and Robbins (2010), leadership is defined as a trait that allows someone to motivate a group to achieve a common goal or interest.

The survey is conducted based on five principles of Peter Drucker: set aims, organize, motivate and communicate, measure, and develop people. TCS follows a combination of participative and benevolent leadership system. The leader system varies depending on decisions. TCS has an open communication system towards authority, stakeholders, and employees. The working culture of TCS

is based on informal communication, allowing staff to have smooth and relaxed communication with top-level management, ensuring accountability of the entire organization. According to norms, the board of managers should inform the company's business and information to its shareholders in accordance with their agreements. Employees also have the opportunity to submit their concerns to the MD/CEO, who will then present it before an executive committee appointed by the board and make decisions if necessary. TCS leadership recognizes the importance of staff engagement in business improvement program, so they invite senior employees to the board to discuss specific topics. However, ultimate decisions will be made by management. Considering TCS based on the leadership grid, its management style achieves a score of 5 for people and production. TCS has a number of guidelines aimed at training and compensating staff members.In addition to the prescribed accessible wage and grasp construction called GEMS, there are various other wagess available. These include the Star of the Month, On the Advert Reward, Ability awards, Young pioneer award, long service award, and grasp certifications. These rewards are designed to acknowledge and recognize good performance.

Retaining and motivating employees is greatly enhanced through quicker engagement and fostering a sense of community through shared activities outside of work. TCS organizes field days and community assemblies at each location, allowing workers and their families to bond in informal settings. Another means for staff and their families to participate and build a sense of camaraderie is Maitre, which channels their energy and enthusiasm towards participating in events that benefit local communities and the environment. Meeting individual desires for career advancement is also important for fostering a cohesive

team, by encouraging employees to recognize their potential and providing them with a clear roadmap and necessary resources for personal growth. In addition to professional skill development, there is also a strong emphasis on developing soft skills such as team-building, creativity, adaptability, and cross-cultural understanding.

TCS has a structured program that is implemented at all levels - from the individual unit level, to the project level, to the department level, and even at the corporate level. At the highest level, the Executive Committee of the Board reviews and revises the plans for the success of senior management. The Heads of Organizations are invited to Board Meetings periodically to give presentations and keep the systems updated. This allows for intermittent interaction between the Board members and their Senior Executives, providing them with the opportunity to identify potential internal successors and provide feedback.

In the past 40 years, TCS has undergone two CEO-level changes, with the latest one occurring in October 2009.

Culture rating of management and leadership:

The corporate community needs a technological phase to manage trade development and achieve fairness through business deals on a strategic level. This operation is necessary for business diversification, g-localization (globalization with native support), and merging and implementing unique technological tasks for any company. These tasks are a direct result of the previous success expansion within the information technology eco agreement of the enterprises.

The technique provides cost-effectiveness, budgets, and concern facets for real-life affairs through the period to market place and operational efficiency. An association supplying trade-centric engineering requires a circumstance.

• The few chief important market drivers/ important tendencies
• Information memory and growth

What TCS Provides

• TCS Business Procedure Managing Approach
• Flourishes on empowerment and populations
• Adapts to initial demands
• Secures the strategy through achievement
• Supports the "Object big, and Construct measure by measure'' doctrine
• Drives continuous process improvement
• This approach is created by our verified methodology and maturity rating and development archetypal aids.

Business worth: Tata consultancy services assist in evaluating the importance of your business and information technology with engagement grouped over years of delivering to clients what the enterprise demands.The BPO division of TCS focuses on helping clients address conceptualizing concerns and improving developmental progress. TCS also leverages its industry expertise to provide additional support and confidence in anticipating business outcomes. The Tata Consultancy Services' social transformation initiative requires the leadership of top executives. To facilitate this, Tata established the Tata Group Innovation Forum (TGIF), which consists of a board of twelve leaders from Tata Group and select CEOs from independently-run companies.

TCS has established multiple web platforms and leaders who are skilled in directing the impact of innovation. This includes incremental innovation, which is managed and supported by the relevant business units, and platform-level innovation that

is developed through the company's 19 global innovation research labs and specialized exploration centers. TCS also integrates innovation into its annual evaluation process, making it one of nine categories used to assess employees. If a team member wins the Young Innovator Award, they receive a bonus salary increase, providing a strong incentive for their career path.

Leadership is the Key: The CEO plays a crucial role in creating a culture of innovation. They need to effectively communicate the importance of innovation to management and foster an environment where both successful and failed attempts are celebrated as learning opportunities.

In an ongoing effort to enhance its capabilities for encouraging innovation, TCS has hired additional PhD graduates. However, it is equally crucial to focus on the procedures along with the individuals in order to establish a culture of innovation. Building innovation within the organization requires proper implementation of supportive and financial planning, as well as an effective feedback process that incorporates innovation criteria.

Utilize Societal Broadcasting for enhancing ideas and fostering collaborations. Additionally, TCS has introduced Idea Max, a platform that connects all Tata companies starting from September. TCS has also developed Open Ask, a platform that enables employees to share and solve internal queries. The core belief of TCS is focused on empowerment, which is deeply ingrained in the company's philosophy. The most valuable assets of TCS are its people, as their success directly contributes to our overall success.

You need to do certain individuals who are independently playing their device can play all right, but so they besides essential associated with a greater ambition-in which cause you get your symphonic music.

Decision

Every organisation success depends

on the schemes that they use to transport out their concerns. In today 's age of specialisation and competitory universe the organisation mostly relies on its employees and the management. Through the analysis we have observed that TCS had a good reputation in terms of high quality employees and satisfying their clients. After our research on Tata consultancy service, we have noticed that organizational behavior plays a critical role for every successful organization and Tata consultancy IT department is believed to work in a group formed to come up with some innovative strategies and business approaches.

These attacks are intensifying the effectiveness of the company's culture.