The document discusses the organizational culture and management principles of Piramal Group, highlighting its core values of knowledge, action, and care. It describes the informal communication style, employee engagement activities, and motivational strategies employed by the company to enhance job satisfaction. Additionally, it outlines Piramal's diversified operations, corporate social responsibility initiatives, and insights from a SWOT analysis and Porter's Five Forces model.

1. GROUP B
PRINCIPLE OF MANAGMENT
MANEGERIAL COMMUNICATION
ORGANIZATIONAL BEHAVIOUR

2. 2

3. ORGANIZATIONAL BEHAVIOUR

4. ORGANIZATION CULTURE
• It refers to a system of shared meaning held
by members that distinguishes the
organization from other organization.
• At Piramal Group, their core values of
Knowledge, Action and Care have been an
integral part of their guiding philosophy. These
values represent their deeply held beliefs and
define them at the individual as well as
organizational levels.

5. Culture at Piramal
• The way of communication is very casual.
• Formal dressing is not mandatory.
• Everyone is treated equally.
• Cleanliness is maintained strictly by all
employees.

6. • There are bhajiya parties organized where
each and every employees are asked to have
opinions about organization.
• They are asked for suggestion or any ideas or
innovation.

7. • Festivals like Diwali, Holi, Ganpati and many
more are celebrated.
• Even various competition like one minute
games, Tumbola, Rangoli, Ganesh making and
etc
• sports weeks are organized in the
organization

8. Motivation
It is the process that account for an
individual’s intensity, direction, and
persistence of effort toward attaining goal.

9. What Piramal does for motivation?
• There are learning saturdays organized by
Piramal for employees.
• Inspirational movie screenings.

10. Job satisfaction
• When people speak of employee attitude,
they usually mean job satisfaction, which
describes positive feeling about job, resulting
from an evaluation of its characteristics

11. Measures taken for job satisfaction at
Piramal
• Transportation
• Food and cafeteria
• Working hours
• Clean and healthy environment.

12. MANAGERIAL COMMUNICATION

13. Communication in Piramal
• Internal communication
• Barriers in communication
• Gestures

14. INTERNAL COMMUNICATION
• FORMAL :
If purchase department is contacted for a
particular requirement than a software is used
for this purpose named SAP.
SAP(System analysis and program development)-
it allows business to track customer and within
business interactions. SAP is specially well known
for its enterprise resource planning.

15. • INFORMAL:
Interactions within organization is in informal
way . Generally they use Gujarati or Hindi
language for conversation.
They call their employees in assembly
whenever they want to convey important
message to all.

16. Barriers in communication
• They found that rather than communicating
through mail it is much better to communicate
in informal way. They recognized that better
understanding and response is obtained
through informal communication.

17. How do they overcome such barriers
• “Bhajiya party” is organized every month where
all the employees are invited and they are
allowed to discuss on any issues.
• Socializing with other employees can create
bonding amongst themselves.
• They organize table tennis, badminton and volley
ball games for employees every 2nd and 4th
Saturday of every month.

18. Gestures
• Their gestures said us how confident, calm and
composed they were.
• There were very limited hand movements.
• They seemed happy while discussing about any
particular topic.
• They were not uncomfortable answering our
questions.

19. Unique Motivational Style
• Monthly informal dinner
• Motivational movies

20. PRINCIPLES OF MANAGEMENT

21. About Piramal
• Piramal Group is a diversified conglomerate
with operations in over 30 countries and a
strong presence in more than 100 markets
around the world.
• Since the late 1980s, Piramal Group has
evolved from a textile-centric business to a
diversified organization, which operates across
sectors such as health care, life sciences,
health care information management,
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22. financial services, specialty glass packaging
and real estate.
• Piramal is a home to a team of over 7,500
people from around the world and at all times
have over 21 nationalities working with them.
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23. Mission and Vision
• At Piramal Group, their core values of
Knowledge, Action and Care have been an
integral part of their guiding philosophy. These
values represent their deeply held beliefs and
define them at the individual as well as
organizational levels.
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24. 24

25. • The Piramal community has adopted the
ancient, universal symbol of the Gyan Mudra
as it’s brand icon.
• In their logo the three vertical fingers of the
Gyan Mudra represent their core values of
Knowledge, Action & Care.
• Also, in their Gyan Mudra the idea of the wrist
is clear but the hand is not in a perfect circle,
the small 'a' in the Piramal typeface is
unfinished signifying that while they aspire to
be perfect, they recognize that there will be a
distance to travel towards perfection.
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26. Corporate Strategy
• The values that guide their unique culture are
embodied in their purpose: Doing Well and
Doing Good. They believe that individual
success and organizational growth cannot be
exclusive of responsible and ethical business
practices.
• "Innovation, science, tech are fluffy words
that don't mean much to people. Connections
between people, cities and countries will
make us flourish", Dr. Swati Piramal, Vice
Chairperson 26

27. CSR
• The Company has already established the
following entities through which it pursues its
CSR activities:
• Piramal Udgam Data Management Solutions
• Piramal Udgam is engaged in the business of
rural BPO that provides top-quality BPO
services to global clients at competitive prices
thus empowering rural India with
employment opportunities (particularly for
women). 27

28. • Piramal Foundation for Education Leadership
• PFEL works towards building capacity of public
school head-masters to constructively solve
the challenges and devising strategies to
deliver quality education to the students. It
invests in resources in developing leadership
capabilities of the school head-masters to
facilitate school reforms.
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29. • Health Management Research Institute
• HMRI works towards making healthcare
accessible, affordable and available to all
segments of the population, especially those
most vulnerable. In order to achieve this goal,
HMRI leverages cutting edge information and
communication technologies to cut costs
without compromising quality as well as
public-private partnerships to scale its
solutions throughout India and beyond.
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30. • Piramal Sarvajal
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31. SWOT ANALYSIS
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32. Porter's five force model
• Threat of Potential Entrants
• In the organized sector, new ventures like
Cochlear Ltd (Australia), Reliance
Health(ADAG), the Hindujas, Sahara Group,
Emami and the Panacea Group are joining
existing players like Apollo, Fortis, Columbia-
Asia, Piramal Healthcare.
• In urban area, unorganized pharma retail is
facing competition from chains like Frank-
Ross. 32

33. • Bargaining power of buyers
The unique feature of pharma industry is that
the end user of the product is different from
the influencer (read Doctor). The consumer
has no choice but to buy what doctor says.
However, when we look at the buyer's power,
we look at the influence they have on the
prices of the product. In pharma industry, the
buyers are scattered and they as such does
not wield much power in the pricing of the
products.
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34. • Threat of Substitutes
• There no potential threat of substitute
product/services for this sector
• Bargaining power of suppliers
• Bargaining power of these facilitator does not
affect every player in same manner. The
pharma industry depends upon several
organic chemicals. The chemical industry is
again very competitive and fragmented. The
chemicals used in the pharma industry are
largely a commodity.
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35. • The suppliers have very low bargaining power
and the companies in the pharma industry can
switch from their suppliers without incurring a
very high cost.
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36. Control Issues
• There is a audit department which evaluates
the performance of employees.
• Evaluation is done based on –
Safety criteria
Organizational behavior
Working performance
Goal achievements
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