Cyrus Mistry was selected as the new chairman of Tata Sons to replace Ratan Tata. Mistry is the son of a major Tata Sons shareholder. To facilitate Mistry's leadership, Tata Sons announced a restructuring that replaced existing committees with a new Group Executive Council to provide strategic and operational support to the chairman. Additionally, the document discusses organizational changes at Tata Motors following major losses in 2001, including shifting to market-based pricing, improving products, and international expansion. Finally, it outlines the Tata culture of creativity, innovation, and charity that has led to the company's success.

2.  TATA SONS : ORGANISATIONAL
CHANGES.
 TATA MOTORS:
 CULTURE AT TATA :
MUDASIR MUZAFAR BHAT

4.  On the selection of his successor, Ratan Tata said that
he was impressed by the "quality and caliber" of
Mistry's participation on the Tata Sons board and
praised his "astute observations and humility".
 Mistry is the younger son of construction tycoon
Pallonji Shapoorji Mistry, who holds an 18.5 percent
stake in Tata Sons, the single largest shareholder.
Mistry joined the board of Shapoorji Pallonji & Co as
director in 1991.
 NOTHING OF MISTRY WAS KNOWN TILL TIME
NOT EVE N WIKI KNEW HIM

5. Addressing climate change:
 Carbon mapping and abatement
 Engagement and awareness
 Strategic collaboration

6.  In the first major organizational restructuring since
Cyrus P Mistry took the reins, Tata Sons, the
holding firm of the over-$100 billion salt-to-
software Tata Group, ON 31ST APRIL announced
the formation of a group executive council (GEC),
which will provide strategic and operational
support to the chairman.
The GEC replaced the GCC and the GEO which
was earlier used to direct future business
endeavours of the group and also streamlined
operations

7.  1. The first major step was HIRING, not
FIRING:
 2. Parting ways amicably:
 3. Informing people about changes that
might happen:

8.  Culture of:
 Creativity
 Innovation
 And charity..
 Leads to what we see a 100 billion us dollar
organization.

9. TATA MOTORS : CHANGE OVER THE
YEARS , WHAT AND HOW

10. ORGANIZATIONAL CHANGE AT TATA MOTORS
 INTRODUCTION:
 Tata Motors was predominantly a manufacturer of
commercial vehicles. Cyclical business. Market in
India shrank by more than 40 percent. 5 billion
rupee loss in 2001. In 2001 they decided on a
recovery strategy that had three distinct phases:
 PHASE 1 Move to a system of market pricing.
Reduce break-even point. E-sourcing. Exploitation
information technology

11. ORGANIZATIONAL CHANGE AT TATA MOTORS
 INTRODUCTION:
 Tata Motors was predominantly a manufacturer of
commercial vehicles. Cyclical business. Market in
India shrank by more than 40 percent. 5 billion
rupee loss in 2001. In 2001 they decided on a
recovery strategy that had three distinct phases:
 PHASE 1 Move to a system of market pricing.
Reduce break-even point. E-sourcing. Exploitation
information technology

12.  PHASE 2 Improving product quality. Upgrading
product features.
 PHASE 3 International diversification

13. ORGANIZATIONAL CHANGE AT TATA MOTORS
 INTRODUCTION:
 Tata Motors was predominantly a manufacturer of
commercial vehicles. Cyclical business. Market in
India shrank by more than 40 percent. 5 billion
rupee loss in 2001. In 2001 they decided on a
recovery strategy that had three distinct phases:
 PHASE 1 Move to a system of market pricing.
Reduce break-even point. E-sourcing. Exploitation
information technology

14. EIGHT STEPS FOLLOWED BY TATA MOTORS TO
CREATE ORGANIZATIONAL CHANGE :
 Step 1 : Create urgency
 Step 2 : Form a powerful coalition
 Step 3 : Create a vision for change
 Step 4 : Communicate the vision

15. EMPLOYEES MOTIVATION TO ACCEPT
THE CHANGE
 There are 4 techniques to be taken care of for
motivating change management:
 Clarity
 Communication
 Consistency
 Capability

16. TATA CULTURE
Here is a cultural model that is both simple
and powerful in its ability to help you
change organizations

17. TATA GROUP: LEADERSHIP WITH TRUST.
'TATA' means 'management Thinking and Acting
that leads to employee Thinking and Acting’
Embodying the tata values and culture :
Integrity
Understanding
Excellence
Unity
Responsibility

18. TATA TRUSTS.

19. TATA AFFIRMATIVE ACTION PROGRAMME
 Group policy on affirmative action
Tata companies believe in social equity
Tata companies adhere to the principle of equal opportunity,
irrespective of caste, whether in recruitment or career
advancement within the organisation
Tata companies are also committed to directly conducting or
supporting initiatives to ensure an equal footing for socially and
economically disadvantaged sections in the country at large, and
specifically the Scheduled Caste and Scheduled Tribe
communities

20. THANKS
 FOR
•PATIENT
 LISTENING
mudasirmuzafar@gmail.com

21. THANKS
Presented by:
MUDASIR MUZAFAR BHAT
Feedback at:
mudasirmuzafar@gmail.com