case study on tata and mahindra

1. Case Study On Mahindra & Mahindra

2. About
The Company
Mahindra & Mahindra Limited (M&M Ltd)
is the flagship company under the Mahindra
group.
It is India’s main utility vehicle company
and the global leader in tractors, utility
vehicles and commercial vehicles that are
reliable, fuel- efficient as well
environmentally friendly.
$21 BN Group Turnover
260K+ People
7 Decades
Founders: Malik Ghulam
Muhammad, Jagdish Chandra
Mahindra, Kailash Chandra Mahindra

3. About trade
union
M&M Ltd. operates five plants, each
with a single union.
The Kandivali plant's union, affiliated
with Shiva Sena, has been active for 41
years.
Wage rates are determined through
plant-wise collective bargaining,
considering the local cost of living.
A three-year agreement has been in
place since 2002, meeting the demands of
both unions and management.
This period has seen smooth operations
and a consistent increase in wages due to
improved management-union relations
and mutual respect.

4. .
Employees participation in
management
Mahindra & Mahindra Limited has a
diverse employee participation system.
In 2000, they introduced the Total
Employee Involvement Programme (TEI) to
motivate workers, build trust, and enhance
engagement.
The TEI Programme includes Group Kaizen,
Self-Managed Teams, Total Preventive
Management, and other elements.
Various communication programs and
communication kiosks on the shop floor
facilitate interaction and idea sharing
between employees/workers and the CEO.

5. .
Employee-Centric Practices
Total Employee Involvement Program (TEI):
M&M launched its TEI program, fostering a
culture of employee participation and
involvement. The TEI program aims to motivate
workers, build trust, and increase engagement.
Diversity and Inclusion:
M&M is known for its inclusive work
environment, celebrating diversity in all aspects.
They actively promote gender diversity and have
programs that focus on inclusion and equal
opportunities for all.
Performance Recognition:
The company recognizes and rewards exceptional
employee performance through various
incentives and awards. This encourages
employees to excel in their roles and contribute
to the company's success.

6. .
Employee-Centric Practices
Innovative Training and Development:
M&M invests in training and development
programs to enhance the skills and
knowledge of its workforce. Employees have
access to continuous learning opportunities.
Safety and Well-being:
The company places a strong emphasis on
the safety and well-being of its employees.
This includes safety measures in
manufacturing units, healthcare facilities,
and employee assistance programs.

7. Outcomes
High Employee Satisfaction: M&M's
emphasis on employee-centric practices has
led to high levels of job satisfaction among its
workforce.
Innovation and Productivity: The culture of
participation and innovation fosters
continuous improvement in processes,
products, and services, leading to enhanced
productivity and competitiveness.
Retention and Attraction: M&M's reputation
as a great workplace makes it an attractive
employer, helping with employee retention
and recruitment.
Community Engagement: Beyond the
workplace, M&M engages in social
responsibility initiatives, contributing to the
development of communities in which it
operates.

8. Impact
 Kaizen projects increased there productivity
from
 4,903 in 2005 to 21,294 in 2011.
Savings of the company also grew from
 ₹82.3 million to ₹182.7 million between
2002 and 2010.

9. Conclusion
Mahindra & Mahindra's commitment to
creating a great workplace through employee-
centric practices, diversity and inclusion,
training, and a focus on safety and well-being
has contributed to its consistent recognition as
one of the best companies to work for in India.
The company's approach showcases how a
strong corporate culture can drive employee
satisfaction and, in turn, business success.

10. Advantage
Workers' participation in management
has boosted work commitment,
knowledge, and worker confidence.
Employees are now willing to put in
extra hours and work overtime, aligning
the company's growth with their own.
This highlights the significant impact of
workers' participation in management.

11. Case Study On Tata steel

12. About
The Company
Tata Steel Ltd., founded in 1907, is Asia's
first integrated steel plant and a Fortune
500 company.
With over 30,000 employees, it has
consistently ranked among the top ten
steel companies in India for a decade.
Number of employees
32,364 (2021)
Revenue ₹244,390.17
crore (US$31 billion) (2023)
Founder- Jamsetji Tata,Dorabji Tata

13. About trade
union
Tata Steel Ltd. established the Tata
Workers Union (TWU) in 1920, which is
affiliated with the Indian National Trade
Union Congress (INTUC).

14. About trade
union
The TWU has 85% membership, 14792 in
numbers and is the sole bargaining agent
and the only recognized union in TISCO.
Despite the existence of several other
trade unions affiliated to central
federations, TWU, which is affiliated to
the Indian National Trade Union Congress
(INTUC) .
Interestingly, TWU is Asia’s richest trade
union valued at INR 35 crore as of 2015.
•Important attributes of TWU:
It has a written constitution
It is legally Registered
Affiliated to INTUC, and through INTUC
it is affiliated to International
Confederations of Free Trade Unions, and
a member of International Metal
Worker’s federation.

15. .
Employees participation in
management
•Tata steel emphasized improvement in
productivity and maintaining peace, so they
introduced a program called ‘Closer association
of employees with management’ on August 4,
1956.
•Tata Steel is pioneer in the area of Joint
Consultation in India and has a three tier Joint
Consultation System of joint committees and
workers’ representatives with joint councils in
accordance with the provisions of the Special
Collective Agreement (1956) that ensures
participation of employees at all the levels
including top management.
•The joint committees met regularly and
discussed industrial relation issues. In the
period of 1957-82, it the forwarded 28915
suggestions to the management and 70% were
implemented.

16. Impact
The program did not allow discussions on
individual or group employee cases. Instead, it
encouraged the suggestion of policies to
enhance discipline and reduce absenteeism
and accidents.
In 1980, Tata Steel celebrated '50 years of
uninterrupted industrial harmony.'

17. Questions
What was the Problem of these two Case Studies?
How would you deal with this situation?
How would you encourage the workers participation is the suggestions scheme?
What future course of action should be adopted by the management?

18. THANK YOU!
THAT'S A WRAP!
FOR LISTENING. HAVE A GOOD
DAY!