the document contains information about the organization's culture, key individuals, and features. The company's culture is centered on guiding and shaping employee behavior, and they operate with clearly defined roles and profiles. Additionally, the organization has well-established traditions, formalized rules and procedures, and a hierarchical structure with a long power distance. The document also highlights some of the organization's key individuals, such as Anshul Chaturvedi and Navika Kumar, as well as its distance between different departments.

1. The Times
Group
Bennett, Coleman and
Company Limited
By Aniket Singh Chauhan
19/564

2. Timeline
The Times Group is India's largest
media house and has a footprint in
fields such as education, real estate,
broadcasting, publishing, consultancy,
advertising, etc.
Bombay Times starts production
under editor Robert Knight
1838
1861
The newspaper is rechristened as
The Times of India
1892
The newspaper is bought by
Thomas Jewell Bennett and Frank
Morris Coleman led Bennet,
Coleman and Company Ltd.
1946
The company's ownership is taken
over by Ramkrishna Dalmia's son-
in-law Shanti Prasad Jain. The Jain
family has since been in the driving
seat.
The company is consolidated as
The Times of India group and
subsequently is bought by
Ramkrishna Dalmia's Dalmia Group
1964

3. The Brands
The Times Group has numerous
brands under its belt.

4. ₹6,986 crore
Revenue as of 2019
11,000
Employees as of 2014
₹153 crore
Revenue as of 2019
~ 80,00,000
Combined average readership as of 2019
~ 200%
Increase in viewership of Times Network
channels as of 2019

5. TOI Mission Statement
To be the leading provider of news, by providing timely,
accurate and multi-dimensional news. To be the first paper the
reader reads today and every day, by delivering consistently high
standards of journalism

6. General
Organisational
Structure
This is the general organisational structure of all
the media organisations under The Times Group.

7. Ownership
Structure of The
Times Group
Times Group is a private limited and is majorly
held by members of the Jain family. The family
also holds the top management positions.

8. 01 03
02 04 05
Key People in the
Times Group
Chairwoman of
The Times Group
(BCCL)
INDU JAIN
Vice Chairman
and Managing
Director of BCCL
SAMIR JAIN
Vice Chairman
and Managing
Director of BCCL
MEERA
JAIN
Vice Chairman
and Managing
Director of BCCL
TRISHLA
JAIN
Managing
Director of BCCL
and President of
Press Trust of
India
VINEET
JAIN

9. 01 03
02 04 05 05
Key People in the
Times Group
Editorial Director
of The Times
Group (BCCL)
Jaideep
Bose Chairman of the
Executive
Committee
S Sundaram
Editor of The
Economic Times
Bodhisatva
Ganguly Times Network
CEO
Anand MK
Times Internet
CEO
Gautam S
National editor of
Times of India
Metro
Supplements
(TIMS)
Anshul
Chaturvedi

10. 01 02
Key People in the
Times Group
Editorial Director
of Times Now
Rahul
Shivshankar
Editor-in-Chief of
Times Now
Navbharat and
Group Editor
Navika
Kumar

11. 05 Traditional
TOI, being an old and
established organisation, has a
lot of traditions.
04 Individual
The work of departments, and
within the department, each
individual, is clearly outlined.
03 Bureaucratic
The organization follows an
established and rigid way of
functioning
02 Formal
There are formalised rules,
procedures and processes in place
to manage the organisation.
01 Hierarchy Hierarchical Organisation with a
long power distance
Features

12. 10 Distance
There is discordance between the different
departments of the organisation, especially the
business and editorial departments.
09 Uniformity
Culture serves as a sense-making and
control mechanism that guides and shapes
the attitudes and behaviour of employees.
08 Autonomy
TOI has clearly defined roles and profiles. Within
their designated roles, employees are given a
free hand with quite a lot of autonomy.
07 Politics
TOI does not have a lot of petty politics at
play; as promotions happen on basis of
seniority and experience in the organisation.
06 Feedback
The employees are given regular
feedback from their superiors but mot
the other way round
Features

13. 05 Role
Over-emphasis on the role rather that the person
performing the role makes the employee less loyal
to the organisation.
04 Intimidation
the lower-level employees at TOI often feel
intimidated to make suggestions to the higher-ups,
because of the size and history of the organisation.
03 Rigidity Rigidity comes through the prevailing
bureaucracy. This acts as a barrier to change.
02 Recognition
TOI does not really recognise the achievements of
its employees formally and publically. Informal
feedback and praise by the superiors does happen.
01
Experime
ntation
TOI does not really encourage
experimentation, preferring that
employees play safe and stick to tried-
and-tested options.
Negative
Aspects

14. Management
Styles
The organisation gives more importance to the role as opposed to the
individual due to a strict structure of the management. As the organisation
is old, therefore it lays heavy emphasis on established policies and
procedures.
Bureaucratic Management Style
The involvement of the business side of the organisations is very heavy on
the creative side. Therefore, major decisions of the creative and
production departments include inputs from the business side of the Times
Group, however, the same isn't true the other way round. The firm's VP,
Samir Jain has even stated that his firm is a advertising form and not a
journalistic one.
X-type Management
Employees of the Times Group are assigned responsibilities and work
according to their ability as well as specialization. The training and
supervision are done accordingly. However, the company does have some
emphasis on individual connect and therefore doesn't practice this theory
in its purest form.
Scientific Management Theory

15. Thank
You