1. Institutionalised
Organisational
Excellence
Organisational Dynamics and HRM

2. What is ‘organisational excellence’?
o Excellence - surpassing or outstanding
achievement
o Leadership and organizational excellence are
inextricably linked
o Leadership - doing the right things
o Organizational excellence - doing the right
things right

3. An excellent organisation
o
o
o
o
o
o
o
o
o
o
o
many functional parts
work together
achieve a central mission
continuing to grow and evolve
meet new challenges
have a vision
streamlined business practices
integrated information sharing
motivated workforces
a distinct and positive culture
high levels of performance

4. Types of Organisational Excellence
o
o
o
o
o
o
Competetive organizational excellence
Rejuvenatory organizational excellence
Institutionalised organizational excellence
Creative organizational excellence
Missionary organizational excellence
Versatile organizational excellence

5. “Excellence is an art won by
training and habituation.
Aristotle
We do not act rightly because we
have virtue or excellence, but we
rather have those because we have
acted rightly.
We are what we repeatedly do.
Excellence, then, is not an
act but a habit.”

6. Institutionalised Organisational Excellence
o a sustainable competitive advantage
o enables the business to survive against competition
over a long period of time
o involves sustaining high achievement on important
performance parameters
o even when there is little pressure , by way of
competition

7. Organisations showing institutionlised excellence
o FMCG > Proctor and Gamble
o Conglomerate > Tatas
o Automobiles > General Motors
o Entertainment > Yash Raj Films, Disney
o Education > Harvard
o Media > BBC
o Food > Coke
o Power and energy > NTPC

8. The TATA Group
o IOE has been embedded in Tata through processes and
methodologies
o enable Tatas to continually improve operations and achieve the
world-class marquee
o known not only for their continuous achievements in the business
sector, but also for their integrity and values
o brand value is ever increasing, along with its diverse market share
o high focus, not only on financial profits, but also has a wide
commitment to their people, and to the community
o this implementation of has kept its promise of a true triple bottom
line
o the employees
o the shareholders
o the customers

9. The TATA Group
o Founded in 1868
o 140 years of successful existence, with a distinguished
track record
o Pioneering initiatives in India -
o Established the first steel plant
o Introduced labour welfare benefits long before they were
enacted by law
o first power plant
o pioneered civil aviation
o brought insurance to the country
o country’s first chain of luxury hotels
o led commercial vehicle production
o pioneered software development
o country’s first indigenous passenger car, the Indica
o affordable, innovative and inclusive solutions such as the Tata
Nano, Tata
o Swach water purifier and Shubha Griha housing

10. The TATA Group
o changed its identity from a dominant domestic player, to a
regional player, to an upcoming Global company, to having
it’s companies in the list of the esteemed Fortune 500
o The statistics and figures of Tata Group speak for themselves
o Group Revenues $100.09 billion (around Rs475,721 crore)
o This is equal to over 3% of India’s GDP
o shareholder base: 3.8 Million
o over 100 operating companies
o international presence in over 80 countries
o international revenues: $51.5 Billion
o about 450.000 employees
o Tata motors and Tata Communications listed on NYSE
o exports products and services to 140 nations

11. The TATA Group
Leadership
o Tata Steel
Among the top ten steelmakers in the world
o Tata Motors
Among the top five commercial vehicle manufacturers in the world
o Tata Global Beverages
Second-largest player in tea in the world
o Tata Chemicals
World’s second-largest manufacturer of soda ash
o Tata Communications
One of the world's largest wholesale voice carriers

12. National Thermal Power Corporation
o set up in the mid-seventies by the Government of India
o to speed up the generation of thermal power in the country
o between 1982 and 1990, NTPC increased its power generating
capacity nearly ten times
o accounted for nearly half the increase in thermal power
generation in India
o The numbers talk for NTPC o profits in 1989-90 were over 100 times its profits in 1982-83
o 1983-84 onwards , NTPC consistently observed consistent
growth
o in comparison, most of the electricity boards owned by
various state or provincial governments in India made loses
during the eighties

13. The End