Term Paper Of DBMS OF PVR Submitted in partial fulfillment of the award of the degree of MASTERS OF BUISNESS ADMINISTRATION (Information Technology)
Submitted By:Harprit Singh (A63) 10908519
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Tata Technologies Limited
Industry Engineering Product Lifecycle Management Information Technology Automotive Aerospace Manufacturing Digital Manufacturing Singapore Patrick McGoldrick, CEO Warren Harris, President and COO Aerospace Automobiles Software 4500(2010)
Headquarters Key people
Products
Employees
Introduction
Tata Technologies Limited, a company in the Tata group provides services in Engineering and Design (E&D), Product Lifecycle Management (PLM), Enterprise Solutions, manufacturing and product development IT services to Tier 1 automotive and aerospace OEMs and their suppliers. The company is active in North America, Europe, the Middle East and the Asia Pacific region. The company was founded in 1989 and acquired INCAT, a European-based company, in 2005. Tata. Technologies is internationally head-quartered in Singapore, with regional headquarters in the United States (Novi, Michigan), India (Rajiv Gandhi Infotech Park in Hinijewadi - outside Pune) and the UK (Luton). Tata Technologies casts a wide global footprint, enabling us to help ambitious automotive, aerospace, and industrial and consumer goods manufacturers around the world make better products for their customers. We provide a wide range of services reinforced by a global network of resources, facilities, technology and expertise that keeps getting better all the time. Our stateof-the-art delivery centers on three continents are filled with highly skilled professionals who bring a mix of onshore and offshore expertise to client projects.Tata Technologies leverages an integrated workforce of 4,500 professionals in 14 countries, which means we are free to provide
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our full range of services wherever our clients are. We are active in North America, Europe, the Middle East and the Asia Pacific region, and we currently service all of the top ten aerospace original equipment manufacturers & all of the top ten automotive OEMs. Our flexibility and ability to mold our services to fit our clients' needs provide the basis for long-term, multidimensional partnerships with companies across the globe. Vision We are determined to be the world¶s number one partner to the manufacturing industry. Purpose We help ambitious manufacturers create better products. Mission Better products benefit people ± that is our business. Composition Our engineering and technology professionals operate where our customers need us to be, leveraging our global resources to maximize product value.
Culture We are honest and straight forward. Brighter future The search for a better career ends with Tata Technologies. We know that better employees provide better services for our customers, which is why we recruit and reward innovators and leaders from around the world. The culture of Tata Technologies is built around providing excellence in our respective domains, contributing to the growth and success of our employees, a keen sense of integrity, a great sense of humor, and a strong sense of social responsibility. We continually strive to ensure that Tata Technologies employees experience job satisfaction. The numbers tell the tale: Over 4,500 professionals in 40 cities in 14 countries on three continents already know that Tata Technologies is a terrific place to work.
Factors for Success
Synergy of Operations
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The company has been able to synergise its various operations. It has been able to combine its offshore capabilities in the field of engineering automation services with the high-end onshore
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strengths of INCAT and the engineering knowledge products of iKS. Thus, it has been able to offer an extensive portfolio of product optimisation services for clients in the various industries such as automotive, aerospace and manufacturing.
Focus on Quality Tata Technologies Ltd. is the first end-to-end automotive E&D services company in the world to be awarded CMMI L5 and PCMM L5. It has also renewed its ISO 9001:2000 certification for service delivery and achieved BS 7799-2:2002 certification for information security management. Focus on quality has been a trademark of the company, which has provided the company with a competitive advantage.
Future Plans
Global Expansion The company has development centers in India, the U.S. and Germany. It is planning to acquire more companies that would complement the existing centers. In order to tap international customers, in FY 2005, the company expanded its overall onsite reach by 61 per cent while increasing its offshore E&D services by 34 percent. It is expected to follow a similar path in the coming few years also. Enhancing Service Portfolio Tata Technologies is planning to invest in strengthening its core E&D areas such as computational fluid dynamics, design of transfer dies and class-A surfacing. The company is also investing in embedded electronics as electronics systems are increasingly becoming critical for any vehicle programmer
Employee engagement
Employee engagement is a concept that is generally viewed as managing discretionary effort. Employee engagement is a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization.
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The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Engagement at work was conceptualized by William A. Kahn (1990) as the µharnessing of organizational members¶ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the µholistic sensation¶ that people feel when they act with total involvement. Employee engagement was described in the academic literature by Schmidt et al. In1993s using data from Gallup's Q12 engagement survey. A modernized version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to and satisfaction with work." This integrates the classic constructs of job satisfaction and organizational commitment. Harter and Schmidt's In2003s most recent meta-analysis can be useful for understanding the impact of engagement. Employee engagement which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. In other words employee engagement is the raw material of morale composed of 15 attitudinal drivers.
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Features of employee engagement in Tata Technologies Limited
Understanding of business context, nature & the µbigger picture¶ Helpful to colleagues Willingness to go the extra mile Belief in the organization Desire to work to make things better Keeping up to date with developments in the field.
Diagnostic tools of employee engagement in Tata Technologies Limited
Training and development Performance management Communication Equal opportunity Fair treatment Pay and benefits Health and safety Cooperation Family friendliness Job satisfaction
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TTL started following programs for Employee engagement programs
Movie at interval of 2 months. A daily column, written by CEO, on the intranet with company announcements / programs etc. Loyalty Inspiring -- loyalty is a fundamental objective of employee engagement, as feelings of loyalty motivate, empower, and drive us to achieve results. Once loyalty is achieved, it must be kept in balance in order to sustain engagement don¶t throw too many sticks, as the loyal will fetch them whether they were intended to be fetched or not. Update via an overhead paging system, which is used to recognize employees for significant business achievements. Employee suggestion systems and quick responses. Replay on the intranet about the president¶s or CEO¶s press conference. Live version of internal house magazine. CEO spending time in face to face communication with staff. Scarcity Build win-win relationships based on a model of scarcity, not abundance. When resources are scarce, the focus is on linking and leveraging them in new and diversified ways to foster growth, but when resources are abundant, they are used in a standardized manner that actually stunts new growth. Embrace the idea that the unique talent of each employee is a scarce resource, and foster an environment where this uniqueness is leveraged to diversify the organization and ensure its success CEO based FAQ questions on company business. ONLINE ³ask the CEO´ mailbox. Monthly staff awards`` Annual staff awards. Appointment of disaster management team -- Disaster management is the body of policy, administrative decisions and operational activities required to prepare for, mitigate, respond to, and repair the effects of natural or man-made disasters Appointment of emergency management team -- The Business Continuity Institute defines the EMT as µthe group of management staff who command the resources needed to recover the enterprise's operations at the recovery site.¶ I prefer to extend that concept to mean the group of executives who manage and control an emergency situation on behalf of the enterprise. In other words, these people are in charge of the destiny of the total enterprise, with all the attendant responsibility Problem solving committee. Quality assurance committee. ± It is a global forum for sharing information about challenges and solutions through open discussion about quality and business practices & continuous improvement of the ASA-100 quality standard. Its helps to all employees
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Conducting soft skills training program as well as required training programs Online real-time tracking of progress. Employees can view company progress towards targets / goals. Provide long term strategic vision for business growth. Indoor Games as well as Outdoor games, like Chess, Cricket, Badminton etc Celebration of Employees Birthday
Influences
Employer engagement - A company's "commitment to improving the partnership between employees and...Employer." Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees. Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and Dan Crim, "...an employee¶s attitude toward the job['s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined." Employee clarity of job expectations - If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may
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result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed. Career advancement/improvement opportunities - Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings. Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense of where they¶re going, but many organizations are remarkably bad at giving it." 'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check. Quality of working relationships with peers, superiors, and subordinates - .if employees' relationship with their managers is fractured then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. Perceptions of the ethos and values of the organization - Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, is unlikely to engage employees. Effective Internal Employee Communications - which convey a clear description of "what's going on". "'If you accept that employees want to be involved in what they are doing then this trend is clear from small businesses to large global organizations. The effect of poor internal communications is seen as its most destructive in global organisations which suffer from employee annexation - where the head office in one country is buoyant since they are closest to the action, know what is going on, and are heavily engaged but its annexes who are furthest away from the action and know little about what is happening are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance. When its poor performance is really due to its poor communications. Reward to engage - Look at employee benefits and acknowledge the role of incentives. An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement. There are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right rewards for your incentive programme, communicating the scheme effectively and frequently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.
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Tata Technologies Limited prepare a list of questions to know about employee engagement satisfaction. List of questions are follows.
Employee engagement questions 1. In the last seven days, have you received recognition or praise for doing good work? 2. Does your supervisor, or someone at work, seem to care about you as a person? 3. Is there someone at work who encourages your development? 4. At work, do your opinions seem to count? 5. Are job promotions in this organization fair and objective? 6. Do you know what is expected of you at work? 7. Do you have the materials and equipment you need to do your work right? 8. At work, do you have the opportunity to do what you do best every day? 9. Are organization policies clearly communicated in the organization? 10. Do you see yourself continuing to work for this organization two years from now? 11. Are job promotions in this organization fair and objective? 12. Are organization policies clearly communicated in the organization?
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13. Do you see yourself continuing to work for this organization two years from now? 14. Does the mission/purpose of your company make you feel your job is important? 15. Are your associates committed to doing quality work? 16. Do you have a best friend at work? 17. In the last six months, has someone at work talked to you about your progress? 18. In the last year, have you had opportunities at work to learn and grow? 19. Are the pay and benefits in your organization comparable to similar companies? This question helps to company to know about employees satisfaction.