52825627 Metamorphosis of Tata Steel Challenges of Change Management

7/24/2019 52825627 Metamorphosis of Tata Steel Challenges of Change Management

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METAMORPHOSIS OF TATA STEEL

-THE CHALLENGES OF CHANGE MANAGEMENT

"There is nothing more difcult to take in hand, more perilous to conduct,

or more uncertain in its success, than to take the lead in the introduction

o a new order o things."

Niccolo Machiavelli

The Prince (!#$

"%n times o rapid change, e&perience could 'e our worst enem."

). Paul *ett

INTRODUCTION

1. Tata Steel is the largest steel company of the country and at present

stands as the 10th largest steel rm in the world. The company with its

headquarters in Jamshedpur operates in 20 countries with a presence in

about 50 countries across the world. The past few years has seen Tata Steel

growing from strength to strength through the path of !"# wherein# they

ha$e acquired "nglo%&utch Steel company 'orus(renamed Tata Steel

)urope*# illennium Steel (renamed Tata Steel Thailand* and +ational Steel

,oldings of Singapore. -ts annual capacity of production is approimately /0million tons of crude steel and has set an ambitious target to achie$e a

capacity of 100 million tonne by 2015. anaging &irector . uthuraman

stated that of the 100 million tonne# Tata Steel is planning a 50%50 balance

between greeneld facilities and acquisitions.

2. Tata Steel is part of the Tata roup of companies and lie any other

group companies# it is nown for its good corporate go$ernance# transparent

system# employer friendly atmosphere and ecellent 'orporate Social

3esponsibility ('S3*. Therefore# the questions which trouble are 4why did

Tata Steel require a change6 and 4how was the change managed and was itdi7cult6. To understand how the winds of change too place at Tata Steel

and what were the hurdles# as well as the strategy to o$ercome them# it is

essential to understand the ,istory and 'ulture of Tata Steel prior to

implementation of change in 2005%2008.

History


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3. Tata Steel was established in 190: in a nondescript place called Sachi

(The present day Jamshedpur* by Jamset;i +ursserwan;i Tata and his son

&orab;i Tata. )stablishment of Tata Steel also had a nationalistic fer$our# as

Jamset;i wanted -ndia to be self reliant in metals. The uniqueness of this

company was that for the rst time in the history of -ndia# the whole

company was nanced by the -ndian populace (masses# a


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+INDS OF CHANGE-THE INESCAPA,LE ROUTE

T N#(#ssity

8. The -ndian trade# industry and economy had been stagnating in the

years preceding 1991 due to o$t regulating the industry# and state

protection policies of licensing# high tariBs and administered prices. These

protectionist policies made our industries complacent and curtailed the

competiti$e spirit of the rms# maing them ine7cient in the intensely

competiti$e global maret. The state of -ndian economy was in such

doldrums that there was a necessity for the -ndian o$t to implement drastic

scal policies and a controlled deregulation.

:. T E(oo*i( T"raro") o 11. The state of the -ndian

economy made the go$t realise that they could no more remain isolated

from the world economy# and therefore# brought in economic liberalisation

and free economy. &eregulation# free Gow of goods within and outside the

country and encouragement of foreign technology became the order of the

day. The new policies brought in a erce competition# which epitomised the

age old dictum of Hsur$i$al of the ttestD. any rms were forced to close

shop because of obsolescence of their product or technology and lac of

sills to match up with the international standards.

C. I*%!i(atios or Tata St##!. The go$t policies post independence

from 19@:%1991 impinged on Tata Steel from becoming a global steel rm in

the face of cutting edge technology. Ehen liberaliIation nally came in the

early nineties# the company was ill%prepared to face the emerging businesssituation that was increasingly characteriIed by maret determined prices#

lower import tariBs# intense competition# and mo$e from a sellerDs maret to

a buyerDs maret. Since# Tate Steel as ain to the other companies were used

to the protected en$ironment there was certain complacency in the ran

and le of the company. This amply showed in their performance till early

90s# when their performance was worse than S"-K which was a Lublic Sector

Mndertaing (LSM*# and the industry eperts started questioning the $iability

of Tatas continuing in the Steel industry. This period also coincided with a

change in leadership at Tata Steel# when r. 3atan Tata too o$er as the'hairman of the company and &r. -rani too o$er as the anaging &irector.

oth of them were progressi$e in nature and felt that if Tata Steel had to

sur$i$e in the highly competiti$e global steel industry# the company would

need to tae some far%reaching steps to cause a turn around. The path of

turnaround was lled with many di7culties lie the intense global


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competition# poor product quality# poor compliance of meeting the deadlines#

old and ine7cient plants and o$er%siIed worforce.

T R#/ita!isatio

9. -n the ensuing years Tata Steel went in for ma;or changes in their

process and organisation structure. This was implemented in two phases.

The ma;or features of the two phases are appended in the succeeding

paragraphs.

10. P&as# I. The focus of Lhase - was reducing the cost and increasing

the protability. Following initiati$es were undertaen during this phase%

(a* ,arnessed better source of raw material from its capti$e

resources# wherein their Joda mines in >rissa was made the main

source of iron ore.

(b* Msage of blue dust# which resulted in uniform mining operations.

(c* enchmared their plants with the best in the world lie +ippon

Steel# 'ST raIil# Losco South ?orea# which increase their production

by 80=.

(d* Kaunched a programme for new coe maing technology# which

ob$iated the use of much costlier imported coe which acts as a life

line for a steel processing unit. The success of this technology made

considerable reduction in production cost and the resultant increase in

the prots.

(e* Too aggressi$e steps to increase the utilisation of blast furnaces

for increasing the daily tonnage of production by means of process

optimisation.

(f* -mplemented energy sa$ing processes by stopping the liquid fuel

taen from other reneries and using gas produced by their own

processes (blast furnace# coe o$ens and K& con$erters* for

downstream processes.

(g* "long with the other cost sa$ing and producti$ity related steps

Tata Steel also went in for ma;or modernisation of its plants.

(h* ,owe$er, the most signifcant one was addressing the

overstang at Tata Steel. Ehen Tata Steel went to international

in$estors in early 90s# they were told that though the company was

good for in$estment# howe$er# it was grossly o$erstaBed and much

beyond the international norms. This went on to become the most


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challenging tas Tata Steel e$er faced due to the Tata reputation# which

was nown for employee friendly organisation.

11. P&as# II. &uring the Lhase -- the company concentrated on business

ecellence# wherein they tried to bring in practices which were pre$alent in

Japanese steel mills. " core group was formed# which $isited Japan andessentially became the trainers within the company for eBecting the

transformation. The important features of this phase were the guidelines set

for the top management# which were as follows% (+ource -ase +tud on

Tata +teel in ikalpa$

(a* Top management taing personal ownership# where responsibility

could not be delegated.

(b* e the 3ole model and the rst to changeA personal in$ol$ement

and in$estment of time is ey to success.

(c* 'reate endless opportunities for two%way communication withinthe company.

(d* )mbrace change e$en when it does not appear necessary.

(e* Train small groups and empower them to bring about the change.

(f* Set ?ey 3esult "reas (?3"s* and include the top management

into it.

12. Tata ,"si#ss E0(#!!#(# Mo)#!The Tatas as a roup also adopted

Tata usiness )cellence odel (T)* in 199@. Through implementation of

this model# the group aimed at bringing about organisational transformation.The ob;ecti$e of T) was to impro$e the performance and e7ciency of the

Tata roup in $arious business areas and to enable them to successfully

o$ercome the global competiti$e challenges. The management felt that the

attitudes and perceptions of people had to be changed rst before bringing

about a ma;or change in the functioning of the organisation. The Tata Nuality

anagement Ser$ice (TNS* in collaboration with Tata anagement Training

'entre# the &epartment for )conomic Studies and the Tata 'ouncil for

'ommunity -nitiati$es (T''-*# was assigned the responsibility of

implementing T) in the $arious group companies. -t adopted a @"

approach wherein it was to pro$ide ass"ra(# ass#ss*#t a)

assista(# to the group company. >nce the company was considered to

ha$e achie$ed the required le$el of business ecellence# it was gi$en the J3&

NO Aar)# which was the fourth ".


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(+ource Tata *roup we'site$

13. -t was also necessary for these companies to achie$e the minimum

standards of ecellence which was determined by scores based on the

alcolm aldrige model. T) measured an organisationDs performance

both on the basis of no%nancial and nancial parameters

1@. I*%!#*#tatio o T,EM i Tata St##!. Tata Steel ga$e ma;or

thrust on impro$ing the quality of product and processes. -t also adopted

se$eral inno$ati$e programs to impro$e its business performance and

focused on reducing costs signicantly. Since the early 1990s# Tata Steel laid

more emphasis on quality consciousness across all di$isions. Tata Steel

focused more on training and customer%focused aspects through a series of

internal campaigns. )ternal customer focus concentrated on the customerDs

requirement and their perception towards the company. The company

benchmared all its ey processes and operations including product

de$elopment# maret intelligence# complaint handling and determination of

customer satisfaction with the best industry standards and practices.

Fo("s o t St")y

15. Though all the aspects included in the Lhase - ! -- of rein$enting Tata

Steel relates to change management# howe$er# the group has limited itself to

the aspect of O/#rsta4gor 5D#-!ay#rig # as this was most di7cult

tas to implement and was more rele$ant to organisationDs culture. -n

addition# the group felt that addressing the entire gamut of changes brought


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about by Tata Steel would increase the scope of the study and it would not

be able to do ;ustice# especially since the study is limited to literature

a$ailable on web and ;ournals.

THE METAMORPHOSIS6 A CHALLENGE

C&a!!#g#s

18. The aim of drastic reduction of the staB was to mae the company

more cost eBecti$e and protable so it could compete with the global steel

rms. The dening moment for this decision was when the company

interacted with the foreign in$estors# and the in$estors ased the 'hairman

and & what business they had to eep :C000 people on their role.

1:. ,owe$er# it was not an easy tas to implement# as the company wasdeeply rooted to its founders philosophy that worers and their welfare were

of utmost priority. Lro$iding its employee more than ;ust a mere ;ob was the

ethos of the entire Tata roup since its inception. Tatas were the pioneer

company in employee welfare and had taen following initiati$es much

before the go$t or any company in the country%

(a* )ight%hour woring day.

(b* Free medical facilities.

(c* aternity benets.

(d* First pro$ident Fund Scheme in 1920# much before the o$t who

implemented it in 1958.

1C. ,ra) I*ag#. Tatas was one of the most admired corporate brands

with operation in -ndia. -t was raned the second in the list of most admired

companies# in a sur$ey conducted among students of leading management

schools of -ndia. oreo$er# Tata Steel was widely recognised as a corporate

entity committed to taing care of the interest of all its stae holders and

unshaable $alues of trust. The sheer fact that Tata Steel ne$er lost a single

day of wor since 192C stands testimony to the companyDs commitment to

labour welfare and industrial relations. -n the light of the image Tatas had#

downsiIing the :C000 strong employee base to the required le$el was a

huge challenge for &r -rani.

IMPLEMENTATION-THE RIGHT SI7ING


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T Protagoist

1. To implement such a re$olutionary step Tata Steel required a strong

leadership. Fortunately# they had &r -rani at the helm of aBairs who was $ery

clear in his intentions with a con$iction that he had to mae the 'ompany

sur$i$e in midst of the intense global competition. ,e communicated $ery

clearly in his many interactions with the worforce that though the focus of

the company of creating ;ob and not wealth needs to be now balanced

against the producti$ity. ,is resol$e was also baced by the fact that after

him r uthuraman would tae o$er the reins of the company# who was a

man with a democratic leaning in his leadership style# and would be the right

person to soothe the frayed ner$es post down%siIing with empathy.

,!"# Co!!ar Dosi8ig

29. T First St#% toar)s Rig&t-Si8ig. -n 199@# a Tas Force was

commissioned to e$aluate and predict the siIe of worforce by the year

2002. " HPero basedD manning eercise was carried out by the ,3 team#

wherein# manning requirements of each departments were eamined afresh.

Following are the salient features of the suggestions by Tas Force%

:a; 'ontinued modernisation of plant and machinery.

:'; 'ost reduction and increasing labour producti$ity through closure

of loss maing and uneconomic plants.

:(; 3ationalisation of manpower in the functioning plants.

:); >utsourcing non%core acti$ities.

:#; &ownsiIing or 4right siIing6 manpower from eisting :C000 to

/5000.

21. T H"*a Fa(# - S*oot& Trasitio. The image of Tata Steel was

the main stumbling bloc in the eecution of downsiIing. Tata Steel was

widely recognised as a corporate entity committed to tae care of all its

staeholders including the labour force. ,owe$er# with the realisation that a

:C000 strong pampered labour force would do more harm than benet# the

company went into a systematic process of downsiIing. ?eeping in with the

companyDs ethos and the need to right%siIe# Tata Steel made sure that there

was a smooth transition for its worforce from being a Tata employee to

starting a second innings. Following measures were undertaen by the


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'ompany to mae sure that the outplaced employees ha$e a respectable

beginning%

:a; "ttracti$e Ooluntary 3etirement and )arly Separation Schemes

were put in place# wherein the employees do not feel cheated as far as

compensation was concerned.

:'; >utplacements were used etensi$ely in the process# thereby

ensuring that no retrenchment taes place. Lrofessional agencies were

employed for the purpose.

:(; Kabour unions were taen into condence by the management

which ensured the success of )arly Separation Schemes. "ttracti$e

compensation# eBecti$e communication and ecellent design of the

schemes allowed the worers an eit with dignity.

D#-!ay#rig o t D#(isio Ma$#rs < T E0#("ti/# C!ass

22. The downsiIing of the blue collared worforce achie$ed to a large

etent what &r -rani had planned# but he was not yet nished. ,e new that

decision maing process# which was too hierarchical in nature and

detrimental to Tata SteelDs march to being a global steel maer# was not yet

addressed. oreo$er# and rightly so# there were questions raised from the

union o7ce and employee rans as to why the company only targeted blue

collared worers in the process of downsiIing lea$ing a 5000 plus strong

eecuti$e cadre untouched. Therefore# the management felt that afundamental re$iew was necessary in the eecuti$e cadre also# to produce a

structure commensurate to the $arious needs identied in the organisation.

23. The management realised that eisting decision maing

structure is hea$ily layered and bureaucratic# which has resulted into lac of

responsi$eness to the opportunities presented by the en$ironment. &ecision

maing was terribly slow with each person looing o$er his shoulder for

appro$als. "nother concern was the high eecuti$e turno$er of the company.

The company had not only failed to attract talent but also failed in retaining

the eisting talent.

2@. Ro!# o M(=is#y as Cos"!tats i t %ro(#ss o D#-!ay#rig.

Since the 'ompany was undertaing such a drastic step for the rst time in

history of Tatas# it wanted to ensure a professional and an unbiased

approach# and therefore decided to hire a professional agency to undertae


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the study. Thus# c?insey ! 'ompany was hired as consultants. The tas

gi$en to c?insey was to%

(a* 3edesign the organisational structure and redene the ;ob

contents with the aim of re;u$enating the organisation with richer ;obs

and fewer hierarchical le$els of reporting.

(b* To incorporate clear accountability and autonomy in the structure

thereby bringing in cultural changes along with structural changes.

(c* Suggesting new system of Lerformance anagement which can

be lined to a career de$elopment plan for each employee.

(d* To reduce the eisting 1/ layers among 5100 eecuti$es by

increasing span of control which were small at present.

(e* 'omprehensi$e pro;ect report on >rganisation 3edesign and

detailed plan on Selection and Sta7ng of the new organisationstructure.

2>. >n the basis of report submitted by c?insey# on 01 "pr 2000# a

Lerformance )thic Lrogramme (L)L* was launched which delineated a code

of conduct relating to performance.

P#ror*a(# Et&i( Progra**# :PEP;

2?. O'@#(ti/#s. The ob;ecti$es of L)L were

:a; To increase the focus on attracting# nurturing and retaining

talented ,3 by(i* 'reating de$elopment opportunities for rapid growth of

Tata Steel employees.

(ii* -mpro$ing performance management by ensuring that

targets are set properly and people are e$aluated on the right

criteria.

(iii* 3ewarding high performers adequately.

:i/; "rticulating a clear policy for de$eloping and supporting

under performers.

:'; To impro$e the pace and quality of decision maing by increasing

degrees of freedom and accountability.


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2. Fo("s < BP#o%!# a) P#ror*a(#. >$er the years Tata Steel had

made huge in$estments in modernisation of the plants and acquiring state of

the art Steel maing facilities. +ow the focus was on the people who would

be ultimately eploiting the assets in a protable manner. The L)L was

intended to full this need i.e. to redesign the current organisational

structure and its processes to create a high performing organisation of

moti$ated and energised managers. The L) program had two core elements

Q new organisational structure with $e wor le$els based on their impact on

company performance (-mpact Ke$el 1 to 5* and a new Lerformance

anagement System (LS* with a new ,3 Lolicy. L)L would in$ol$e

determining competencies required for each ;ob in each impact le$el

followed by assessment of eecuti$es for their competencies. The whole

process was en$isaged to be ob;ecti$e# scientic and systematic. The LS

would set ?ey 3esult "reas for e$ery le$el# dene clear measures of

performance and targets and regularise performance re$iews. The new ,3Lolicy would foster meritocracy% as system which identies# nurtures and

rewards strong performers and pro$ides de$elopment opportunities for

e$eryone.T PEP Pro(#ss

2. I*%a(t L#/#! 1 a) 2. The initial assessment started with 100 ;obs

which were en$isaged to ha$e maimum impact on the aBairs of the

company $iI -mpact le$el 1 ! 2 (-K1# -K2*. The process in$ol$ed matching of

the eecuti$es against the ;obs on the basis of their past performance and

future potential. -n the rst phase out of 5100 eecuti$es# C/@ wereshortlisted. Senior management along with ')> debated on each of the C/@

cases and arri$ed at a consensus on 2/5 candidates. -n the net round# these

2/5 candidates went through multiple rounds of analysis and discussions at

the assessment centres and 100 were selected with a resolution to consider

the remaining in the net cycle. Thus -K%1 (-mpact Ke$el%1* and -K%2 were

nalised. The process can be diagrammatically represented as follows%

Crit#ria

>199

O4(#rs

Sr. Mg*t

i "t

199 Maag#rs

sta#)Poo! o 3

Maag#rsD#/#!o%*#

t


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2. Cy(!# - 2. -n cycle %2 many ;obs were merged which rendered many

eecuti$es# who didnDt t into the competencies required of the ;obs#

redundant. -t was decided that senior persons would not be pushed down

into lower impact le$els# as that would be detrimental to the morale of the

company and would lead to disgruntlement. The natural outcome was that

some of the eecuti$es needed to separate from the company. The whole

process resulted into a total of /20: managers matched to $e layers% 10 to

-K1# 9C to -K2# /8: to -K/# @80 to -K@ and 22:2 to -K5. The nal transition

structure is as tabulated below

,#or# PEP :13 L#/#!s; At#r PEP :> L#/#!s;

)1 2: -K 1 10

)2 Q )/ 105 -K 2 9C

)@ Q )5 /C5 -K / /8:

)8 Q ): 8C9 -K @ 10C2

>1 Q >8 /:89 -K 5 22:2

TOTAL >199 TOTAL 399

39. The rst phase of L) resulted in a reorganised structure of the

company# the fundamentals of which are creation of two strategic business

units i.e. HSteelD and H+ew and "llied usinessDA 'reation of the corporate

ser$ice functionA &ecentralisation of the areting ! SalesA Finance and ,3

functions for each business unitA &e%layering and appropriate sta7ng for new

structure.

Maagig t C&ag#

31. &e%layering at the )ecuti$e le$el was the most challenging part of the

transition at Tata Steel. The people at the )ecuti$e le$el would though

understand the requirement for change better# but were the most di7cult to

con$ince when it to came to their indi$idual future in the company.

23>

Maag#rs

13> Maag#rs

i (y(!#-2


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Therefore# &r -rani and his team too some progressi$e steps to mae this

transition smooth# as well as acceptable. The steps taen by the company

are enumerated in the succeeding paragraphs.

32. Co**"i(atio it& a!! L#/#!s. )Becti$e communication with

eecuti$es was the ey for the success of change of such a magnitude andthe same was well managed. -nteracti$e sessions were organised to

communicate the procedure and methodology adopted to all eecuti$es.

)ecuti$es who were oBered )arly separation schemes were eplained as to

why they did not t into the framewor. Those who were retained were

eplained about the assessment system and career progression in the new

structure. -n a top%down approach# special dialogue sessions with the ')> of

the company was held for all eecuti$es to communicate the progress of L)L

and the wor that lay ahead.

33. Fa(i!itatio or S#(o) Iigs. "n attra(ti/# ESS %a($ag#was

de$eloped and posted on the internet for out%placed o7cers. " %!a(#*#t

ag#(y was hired to pro$ide support by way of counselling# resume

preparation# coaching placement and entrepreneurship de$elopment.

3. R#)r#ssa! M#(&ais*. There were three categories among the

sur$i$ing eecuti$es. The rst was the group which mo$ed up in the impact

le$els and were happyA the second category were the people who stayed in

the same positions and felt relie$ed and the third category of people

included those senior o7cers who had been brought down the impact le$el.The third group resulted into accumulation of disgruntled o7cers at the

impact le$el 5# which was at the lowest le$el. ')> interacted with this le$el

and the sur$i$ors were told in clear terms that company had to adopt a

Hperform or perishD policy to sur$i$e the global challenges and nobody is

indispensable in such a scenario. The new ')> adopted an open door

approach where aggrie$ed o7cers could meet him. The aggrie$ed o7cers

used to feel relie$ed after meeting the ')> e$en if they could not get full

redressal of their grie$ance. -n addition# a team of senior eecuti$es under a

&eputy ')> constituted a 5R#)r#ssa! C#!!to consider each case on its

merit and ad$ise the L)L team accordingly. &uring the process# the 3edressal'ell heard out close to 500 representations ranging from change in the

reporting relationship# seeing another opportunity in the same impact le$el

or a reassessment under L)L.

3>. F##)'a($ Syst#* C&agig P#r(#%tio. The new ')> who was

accessible and open to communication sought feedbac from the eld and


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people who were aBected. ,e instructed the ,3 and >rganisation &esign

team to ll the gaps in communication between the company and its

employees. "fter the right%siIing# the focus was turned on educating people

on the opportunities a$ailable in the company for career progression# which

would be supported by a uniform appraisal system to bring in ob;ecti$ity in

career progression. The aim was to bring in more transparency and change

the people mindset and con$ey that performance would be rewarded and

attract better talent to the company. This was also aimed at talent retention.

ANALSIS

/8. The $arious factors that contributed to the successful change

management at Tata Steel and re;u$enated the company towards attaining

global competiti$e edge are elucidated below%

:a; R#(ogitio o t #a$#ss#s a) iitiatig r#(o/#ry.

The company was able to pre%empt that it was ill prepared to

face the emerging business situation post economic liberalisation that

was characterised by maret determined prices# lower import tariBs#

intense global competition and a shift to buyerDs maret. 'ompany

immediately re$iewed its strategies and embared on a turnaround

plan with a clear timeline.

:'; isioary L#a)#rs&i%. The economic liberalisation periodalso coincided by change in leadership at Tata Steel when r. 3atan

Tata too o$er as 'hairman and &r. JJ -rani too o$er as anaging

&irector. oth were $isionaries with a strong con$iction and were the

much needed change%agents to bring out a turnaround in the fortunes

of Tata Steel and mae it globally competiti$e. Today the world

acnowledges Tata Steel as a global giant of the Steel industry.

:(; P#r#(t P!aig. The whole process was implemented in a

well structured systematic manner with target timelines. 3ecognising

that the philanthropic policies adopted by the company needs to be

reshaped for sur$i$al in the competiti$e world# eternal consultants lie

c?insey and )icher were commissioned by the company to suggest a

new organisational structure and changes required in the organisation

to bring about the competiti$e edge.


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:); Co**"i(atio a) Tras%ar#(y. The company too the

labour unions into condence while going for the blue collar

downsiIing. Salient aspects of the restructuring and new ,3 initiati$es

were communicated clearly to the eecuti$es. The whole process was

ept transparent as far as possible.

:#; a!"#s a) So(ia! o'!igatio. True to its $alues# the

company did not retrench a single person be it an employee or

eecuti$e. Llacement agencies were hired to counsel and help the

indi$iduals. The Ooluntary

Separation pacages were made lucrati$e. 'ompany helped people for

self employment by gi$ing loans on soft interest and pro$iding sill

enhancement trainings. "ll this initiati$es helped the company to

implement the plans with minimal opposition. Lerhaps# this is the

aspect which separates Tata roup from other business conglomerates.

REFERENCES

1. httpRRwww.tatasteel100.comRheritageRinde.asp .

2. www.wiipedia.

/. httpRRwww.tatasteel100.comRheritageRhistoryRhistory08.asp.

@. H&e%layering at Tata SteelD by 'ol 3a;ee$ ?umar in Journal of >rganisational

eha$iour )ducation 1 of 2008# pg /8%5: httpRRwww.neilson;ournals

RTataSteel

5. H3ein$enting a iant 'orporation The 'ase of Tata SteelD by &O3 Sheshadri

and "rabinda Tripathy in Oialpa# Oolume /1# +o1# Jan%ar 2008# pg 1//%1@8

8. H,ow Tata Steel ade it to the Top of the Eorld%anaging 'hangeD by 3

Jagannathan in usiness Standard# umbai 02 Jul 0@.

:. HThe Tata roup ,3 'hallengesD# a case study from www.'ase Llace.org.
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52825627 Metamorphosis of Tata Steel Challenges of Change Management

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