Living legend, Introduction,House of tatas, Early life and education,personal life,achievements,aquisations,leadership, personality,what makis him leader,qualities,Managerial grid,Awards and recognition,conclusion
Ratan Naval Tata is the present Chairman of Tata Sons and therefore, Tata Group,.[2] He is also the chairman of major Tata companies such as Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata Chemicals, The Indian Hotels Company and Tata Teleservices.
Ratan Naval Tata is the present Chairman of Tata Sons and therefore, Tata Group,.[2] He is also the chairman of major Tata companies such as Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata Chemicals, The Indian Hotels Company and Tata Teleservices.
This presentation is totally based on the life of Ratan Tata. All the facts are correct and accurate. you will definitely get to know about his journey. Just look at this beautiful presentation.
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A brief idea about Ratan Tata's life and his qualities which makes him a successful entrepreneur and a leader. can be used for teaching management and entrepreneurship lessons. For both students and teachers
This presentation is totally based on the life of Ratan Tata. All the facts are correct and accurate. you will definitely get to know about his journey. Just look at this beautiful presentation.
Rate this presentation out of 10.
thank you!
A brief idea about Ratan Tata's life and his qualities which makes him a successful entrepreneur and a leader. can be used for teaching management and entrepreneurship lessons. For both students and teachers
1.Ratan Tata was born in Bombay on 28 December 1937.
2. Ratan Tata’s father was Naval Tata and mother was Sooni.
3.Naval Tata was adopted by Jamsetji’s younger childless son Ratan Tata (Grandfather’s name was same).
At an age of seven Ratan Tata’s parents got separated. He was raised by
his grandmother Navajbai.
From his childhood he was interested in the cars.
1.Schooling from Campion school in Mumbai.
2.In 1962:- Completed B.Sc degree in architecture with structural engineering from Cornell university.
3. In 1975:- advanced management program from Harvard business school.
When he returned to India in 1962 after turning down a job with IBM on the
advice of JRD, he was sent to Jamshedpur to work on the shop floor at Tata Steel.
Worked with blue colour.
In 1971, he was appointed the Director of National Radio and Electronics(Nelco).
Padma Vibhushan (2008) and Padma Bhushan (2000)
Honorary Citizenship of Singapore
'Businessman of the Decade' Award by the Federation of Indo-Israeli
Chambers of Commerce in 2010.
Carnegie Medal of Philanthropy, on behalf of the Tata Family.
After the Terrorist attacked Hotel Taj 26/11, Ratan Tata personally visited the families of all the 80 employees.
Tata Group donated 1 day salary of all employees for Uttarakhand Worth 75 crore Rupees
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ABSTRACT: Although a significant amount of literature exists on Morocco's migration policies and their
successes and failures since their implementation in 2014, there is limited research on the integration of subSaharan African children into schools. This paperis part of a Ph.D. research project that aims to fill this gap. It
reports the main findings of a study conducted with migrant children enrolled in two public schools in Rabat,
Morocco, exploring how integration is defined by the children themselves and identifying the obstacles that they
have encountered thus far. The following paper uses an inductive approach and primarily focuses on the
relationships of children with their teachers and peers as a key aspect of integration for students with a migration
background. The study has led to several crucial findings. It emphasizes the significance of speaking Colloquial
Moroccan Arabic (Darija) and being part of a community for effective integration. Moreover, it reveals that the
use of Modern Standard Arabic as the language of instruction in schools is a source of frustration for students,
indicating the need for language policy reform. The study underlines the importanceof considering the
children‟s agency when being integrated into mainstream public schools.
.
KEYWORDS: migration, education, integration, sub-Saharan African children, public school
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ABSTRACT : This study reveals that systemic corruption and other factors including poor leadership,
leadership recruitment processes, ethnic and regional politics, tribalism and mediocrity, poor planning, and
variation of project design have been the causative factors that undermine projects implementation in postindependence African states, particularly in Nigeria. The study, thus, argued that successive governments of
African states, using Nigeria as a case study, have been deeply engrossed in this obnoxious practice that has
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African countries. This study, therefore, is posed to examine the similarities in causative factors, effects and
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KEYWORDS: Developing Countries, Nigeria, Government, Project Implementation, Project Failure
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ABSTRACT: This research aims to examine how ESG disclosure and risk disclosure affect the total risk of
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partnerships. A case study design of the qualitative research method was used to achieve this objective. For the
study, one polytechnic college of Oromia regional state, and two industries were purposively selected. From the
sample polytechnic college and industries, a total of 17 sample respondents were selected. Out of 17
respondents, 10 respondents were selected using the snowball sampling method, and the rest 7 respondents were
selected using the purposive sampling technique. The qualitative data were collected through an in-depth
interview and document analysis. The data were analyzed using thematic approaches. The findings revealed that
TVET-industry partnerships were found weak. Lack of key stakeholder‟s awareness shortage of improved
training equipment and machines in polytechnic colleges, absence of trainee health insurance policy, lack of
incentive mechanisms for private industries, lack of employer industries involvement in designing and
developing occupational standards, and preparation of curriculum were some of the impediments of TVETindustry partnership. Based on the findings it was recommended that the Oromia TVET bureau in collaboration
with other relevant concerned regional authorities and TVET colleges, set new strategies for creating strong
awareness for industries, companies, and other relevant stakeholders on the purpose and advantages of
implementing successful TVET-industry partnership. Finally, the Oromia regional government in collaboration
with the TVET bureau needs to create policy-supported incentive strategies such as giving occasional privileges
of duty-free import, tax reduction, and regional government recognition awards based on the level of partnership
contribution to TVET institutions in promoting TVET-industry partnership.
KEY WORDS: employability skills, industries, and partnership
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1. “I don’t believe in taking
right decisions. I take
decisions and make them
right”
(Always believe in your ability and efforts).
2. From driving cars to flying
choppers,
from
charity
to
business strategy , he does it
all, and does it passionately.
But, despite being cynosure of
all eyes, very little is known
about his life.
3.
4. Introduction
Born to Naval Tata and Soonoo Commisaria on
December 28,1937, he belonged to the prominent
TATA family of the Parsi community.
He is the Great Grandson of Jamshedji Tata .
5.
6. EARLY LIFE AND EDUCATION
His parents got seperated in 1944.
He was brought up by his Grandmother Lady
Navajbai Tata
He did his Schooling in Mumbai-Campion school
Later he went on to earn his Bsc in Architecture
with structural engineering in 1962 from Cornell
University
Advanced management from Harvard Business
school
He joined Tata group in 1962 after turning down a
job with IBM on advice of JRD Tata. He was
first sent to Jamshedpur to work at Tata steel.
8. Achievements
In 1971 Ratan Tata was appointed the Director-in-charge
of The National Radio & Electronics Company Limited
(Nelco)
In 1981 ,Ratan Tata was named director of Tata industries
,group’s other holding company
In 1991,he took over as group chairman from
J.R.D.TATA
Under Ratan’s guidance ,Tata consultancy service went
public and tata motors was listed on New York stock
Exchange
9. ACHIEVEMENTS CONTD..
In 1998,Tata motors introduced his
brainchild ,the Tata Indica
On January 31,2007 Under his
Chairmanship ,Tata sons acquired
CORUS group,an Anglo –Dutch
steel and aluminium producer .With
the acquisition ,Ratan Tata became a
celebrated personaity in Indian
corporate buisness culture .the merger
created the fifth largest steel
producing entity in the world
On march 26,2008,Tata
motors, bought Jaguar & Land Rover
from ford company .
The two iconic British brands ,Jaguar
and Land rover ,were acquired for
$2.3 billion
10. Major Acquisitions
2002: Tata Sons acquires a 25 per cent stake in VSNL from the
government for Rs. 1,439 crore. Tata goes on to increase its
stake in the company and renames the company Tata
Communications Ltd.
2004: Tata Motors acquires the heavy vehicles unit of Daewoo
Motors in South Korea for $102 million.
2005: Tata Steel buys out Singapore’s largest steel company
NatSteel—with operations in
Singapore, Thailand, China, Malaysia, Vietnam, the Philippines
and Australia—for around $365 million.
2005: Indian Hotels acquires a Starwood-managed hotel in
Sydney from the Hong King-based Harilela Group for $36
million.
2006: Taj buys the Ritz-Carlton hotel in Boston for $170 million.
2007: Tata Steel acquires Anglo-Dutch steelmaker Corus for
$11.3 billion.
2007: Taj group acquires Campton Hotel in San Francisco for
$58 million.
11. 2000: Tata Tea, now Tata Global Beverages, acquired the Tetley
group, the world's second largest manufacturer and distributor of
tea. Tetley is the largest tea company in the UK.
12. 2008: Tata Motors acquires the Jaguar and Land Rover
businesses from Ford, and forms a new company, Jaguar Land
Rover.
13. 2012: Tata Global Beverages and Starbucks form a joint
venture, Tata Starbucks Ltd, and open their first store in
Mumbai.
14. Leadership
Leadership according to some famous people:
John Harvey Jones ―Getting extraordinary performance out of
ordinary people‖.
Napoleon ― Dealing in hope‖
Leader has a bigger, higher purpose for you and your organization that
expresses responsiveness to community
It requires a Knowledge-base and Expertise which few have, but can be
developed with effort and dedication.
Leadership is a result of:
(a) Strong Will-Power
(b) Hard work.
(c) Vision-example of his futuristic vision is Nano. ―What drove me — a
man on a two-wheeler with a child standing in front, his wife sitting
behind, add to that the wet roads — was a family in potential danger,‖
said Ratan Tata, while explaining why he went for the Nano.
(d) Choosing the right priorities
Leaders use creative rather than reactive tendencies to get results.
16. What makes him a leader
Vision and mission
Self knowledge and Expertise
Process of growth-
December 27, 2012: Ratan Tata retires on his 75th
birthday this week, handing over the baton of his business
to Cyrus Mistry, the first chief appointed from outside the
immediate Tata family in its 144-year history. While Ratan
Tata has been credited with transforming the Tata group
into a streamlined conglomerate of more than 100
companies and earning a global reputation for his
consolidation and expansion strategies, I am looking at his
leadership traits and how those traits influenced the group
and made him the most powerful Indian Chief Executive
Officer (CEO) brand globally.
17. Leadership quality
His qualities
Visionary
Strategist
Initiator
change champion
Risk taker
Expertise
A man of integrity
Ideal qualities
•
•
•
•
•
•
•
•
•
•
Personal Integrity
Willingness to accept
responsibility
Understanding People
Communication
Selflessness
Confidence
Intuition
Vision
Ability to make decisions
Ability to simplify situations
18. Managerial Grid
Managerial Grid
Ratan Tata a 9,9 manager
Work accomplished is from committed people with
interdependence through a common stake in organization
purpose and with trust and respect
19. What the most powerful people
have to say
Ratan Tata is leaving behind "lessons enough for ages" after leading
the Tata group for over two decades, Infosys cofounder N R
Narayana Murthy said. The legacy of Tata, who retires as chairman
of the group on Friday, is not just about the numbers but also the
manner in which he has grown the business with a strong
underpinning of values, he said. Murthy, the prime mover behind the
growth of Infosys into a $7 billion (Rs 38,000 crore) software
exporter, told ET NOW's Chandra R. Srikanth in an interview that
the governments in New Delhi and Mumbai should seek Tata's counsel
on accelerating economic reforms
20. Awards and Recognition
On 50TH Republic Day on january 2000 –Padma Bhushan
February 2004-title of honoraray economic advisor to
Hangzhou city in Zhejiang province of China
In 2006-first award for responsible Capitalism
In March 2006 was honoured by Cornell university as
26th Robert S.Hatfield fellow IN ecnomic
educaion,consideed highest honour eh uniersity provides
Listed among 25 most powerful people in usiness by
Fortune Magazine –nov 2007
May 2008 -times magazine’s 2008 list f world 100 most
infletial people
21. Awards and Recognition contd…
Doctor of law from the university of Cambridge
2010-Ratan Tata was named one of the 50 people
who matter 2010 by New Statesman Magazine
22. conclusion
Though there are different models around
leadership, mostly all successful leaders do three things.
One, with a vision and purpose, add value and create a
new possibility. Two, build next-in-line leaders and
leadership pipeline. Three, be a role model, authentic and
self-aware. Ratan Tata is an ideal example of a leader
demonstrating all these three things.