LARSEN AND TOUBRO INFO-TECH organizational behaviour

1. LARSEN AND TOUBRO INFOTECH

2. LARSEN AND TOUBRO
INFOTECH
I N T R O D U C T I O N
LTI (NSE: LTI) is a global technology consulting
and digital solutions company helping more
than 360 clients succeed in a converging world.
With operations in 30 countries, they go the
extra mile for their clients and accelerate their
digital transformation with LTI’s Mosaic
platform enabling their mobile, social, analytics,
IoT and cloud journeys.
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3. LARSEN AND TOUBRO INFOTECH
H I S T O R Y
Founded as L&T Information Technology Ltd in December 1996,
LTI is a wholly owned subsidiary of Larsen & Toubro Ltd (L&T).
During 2001–2002 the company's name was changed from L&T
Information Technology Limited to Larsen & Toubro Infotech
Limited and in the same year the company achieved the assessed
level of SEI Level 5. L&T Infotech dropped the word ‘Infotech’
from its name to reflect the changed business environment and
rebranded itself as 'LTI' with a tag line of 'Let's Solve' in May 2017.
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4. VISION
LTI was founded in 1989
with a vision to create a
company driven to
provide an exceptional,
unrivaled level of service.
In order to do so, we set
out to hire the best and
brightest minds in the
industry.
MISSION
LTI’s stated mission became: “Our
Company will drive upward the
standards that support and reward
talented consultants. Motivated
people provide superior service to
clients.” This strategy became a
magnet for top performers,
offering an environment in which
they could be stimulated, flourish
professionally and receive
appreciation and compensation for
their contributions.
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5. LARSEN AND TOURBO INFOTECH
In a hierarchical organization structure, employees are
grouped with every employee having one clear supervisor. The
grouping is done based on a few factors, hence many models
derived from this. Below are few of those factors-
• Function
• Geography
• Product
O R G A N I S A T I O N A L S T R U C T U R E
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6. LARSEN AND TOUBRO INFOTECH
L E A D E R S H I P S T Y L E S
• In autocratic leadership style, the leader makes
decisions without taking input from anyone who
reports to them.
• A collegial leader shares power and authority
equally among a group of colleagues.
• In supportive leadership style, the manager is not
so interested in giving orders and managing every
detail as in giving employees the tools they need to
work themselves.
• The custodial model mainly focuses on the financial
reward aspects of being employed by the
organization.
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LEADERSHIP
STYLES
AUTOCRATIC
COLLEGIAL
SUPPORTIVE
CUSTODIAL
During the interaction with HR manager we came to
know that L&T InfoTech is using a mix of two
leadership styles which are collegial leadership style
and supportive leadership style.

7. LARSEN AND TOUBRO INFOTECH
M O T I V A T I O N
As telephonic conversation with HR manager of
L&T InfoTech, Pune they motivate their employees
by engaging them in different activities like
• Tug of War
• Logical Puzzles
• Games
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Long Service Award
Business Acquisition Award
Team Academy Award

8. LARSEN AND TOURBO INFOTECH
• At L&T Technology Services we see
diversity as an opportunity to learn
from each other, expand horizons
and appreciate different points of
view.
D I V E R S I T Y
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9. 9
CONCLUSION
• THE IMPORTANCE OF STUDYING ORGANISATION
BEHAVIOUR IS OF UTMOST IMPORANCE AS IT
INTEGRATES THE EMPLOYEES AND
ORGANISATION IN A BETTER WAY TO OPERTE
OPTIMALLY AND EFFECTIVELY.
•THROUGH THE TELEPHONIC INTERVIEW, WE GOT
TO KNOW HOW A ORGANISATION FUNCTIONS.
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10. THANK YOU
YA S H S H A R M A
C H I R A N J E E V B H AT I A
V I P U L M I T TA L
O M K A R KO DA K
A D I T YA PA N D H A R I PA N D E
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