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TABLE OF CONTENTS
1. Introduction...........................................................................................3
2. Company Information- TCS..................................................................4
3. Organizational Structure Issues.............................................................6
3.1 Critical Evaluation/ Analyses..............................................................7
3.2 Actual Evaluation of Organisational Structure Issues in TCS.............10
4. Organizational Development Issues......................................................13
4.1 Critical Evaluation/ Analyses..............................................................13
4.2 Actual Evaluation of Organizational Development Issues in TCS......17
5. Motivation Issue Faced by TCS............................................................18
5.1 Critical Evaluation/ Analyses..............................................................19
6. Corporate Social Responsibility Issue...................................................23
6.1 Critical Evaluation/ Analyses..............................................................23
6.2 Actual Evaluation of CSR Issue in TCS..............................................27
7. Stress Management Issue......................................................................29
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7.1 Critical Evaluation/ Analyses.............................................................30
7.2 Actual Evaluation of Stress Management Issue in TCS.....................33
8. Recommendations...............................................................................33
9. Conclusion..........................................................................................35
10. References.........................................................................................36
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EXECUTIVE SUMMARY
The purpose of this assignment is to analyse and evaluate the issues of Tata consultancy
services such as Organisational structure, Organisational development, Motivation, Customer
Social responsibility, Stress management, Personality using innovation, commitment to
knowledge management and technological excellence in the company for achieving
revenue, business growth, employee satisfaction and customer centric business. The issues
are critically evaluated by using various theories and models and followed by the measures to
be taken and the recommendations are given for each topic on which there are issues in the
organization.
1. INTRODUCTION:
Organisation behaviour is defined by Stephen P. Robbins as a field of study that investigates
the impact the individuals, groups and structure have on behaviour within the organisations
for the purpose of applying such knowledge toward improving Organisations effectiveness.
Organisation consists of a set of people working collectively as a team to achieve a target,
under the realms of principles of organisation. Organisation Behaviour leads to study the
application of the knowledge in a systematic way to analyse the working, chiefly developed
within the organisation, its methodisation , the individuals and the groups working in that
pact. Organization behaviour interprets the people-organisation relationship building within
the organisation and within the social equipment.
(Stephen.P.robbins,2006,p-20)
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2. COMPANY INFORMATIONTATA CONSULTANCY SERVICES:
Tata Consultancy Services (TCS) established in 1968, is one of the world's leading IT
services,business solutions,and outsourcing organisation.It is a part of the TATA group which
is most respected brands globally.Tcs has around 19,8500 of worlds best trained IT
consultants in 42 countries.It has grown to its current position on the basis of its outstanding
service record,collaborative partnerships,corporate responsibility,Global Network Delivery
Model (which is recognized as the benchmark of excellence in software development),
Innovation Network, and Solution Accelerators.
Company
Head quarters
TATA CONSULTANCY SERVICES
MUMBAI,INDIA
Type Public company
Found 1968
CEO RATAN TATA
Foreign locations
Products offered IT Services,infrastructure,Enterprise
SolutionsConsulting,Platform BPO
solutions,Business Intelligence &
http://www.tcs.com/m/IT_Services.aspxhttp://www.tcs.com/m/Enterprise_Solutions.aspxhttp://www.tcs.com/m/Enterprise_Solutions.aspxhttp://www.tcs.com/m/Consulting.aspxhttp://www.tcs.com/m/Platform_BPO_solutions.aspxhttp://www.tcs.com/m/Platform_BPO_solutions.aspxhttp://www.tcs.com/m/Business_Intelligence_Performance_Management.aspxhttp://www.tcs.com/m/Business_Intelligence_Performance_Management.aspxhttp://www.tcs.com/m/Platform_BPO_solutions.aspxhttp://www.tcs.com/m/Platform_BPO_solutions.aspxhttp://www.tcs.com/m/Consulting.aspxhttp://www.tcs.com/m/Enterprise_Solutions.aspxhttp://www.tcs.com/m/Enterprise_Solutions.aspxhttp://www.tcs.com/m/IT_Services.aspx8/2/2019 Complete Re-do Ob
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Performance Management,Engineering &
Industrial Services,Small and Medium
Business,Connected Marketing
Solutions,TCS BaNCS,TCS Technology
Products
Industries
Banking & Financial ServicesEnergy,
Resources &
Utilities,Government,Healthcare &
Lifesciences,High
Tech,Insurance,ManufacturingMedia &
Information Services,Retail & Consumer
Products Solutions,TelecomTravel,
Transportation & Hospitality
Revenue U.S$8.35billion in 2010
Awards TCS named a Leader in Analyst Firms
Magic Quadrant for International Retail Core
Banking 2011.
TCS BaNCS retains its position as Global
Challenger in Independent Research Firms
Report(2011).
Standard Chartered and TCS win Best
Trading Back Office Project Award.
TCS BaNCS Securities Settlement, Payments
http://www.tcs.com/m/Business_Intelligence_Performance_Management.aspxhttp://www.tcs.com/m/Business_Intelligence_Performance_Management.aspxhttp://www.tcs.com/m/Engineering_Industrial_Services.aspxhttp://www.tcs.com/m/Engineering_Industrial_Services.aspxhttp://www.tcs.com/m/Small_Medium_Business.aspxhttp://www.tcs.com/m/Small_Medium_Business.aspxhttp://www.tcs.com/m/Connected_Marketing_Solutions.aspxhttp://www.tcs.com/m/Connected_Marketing_Solutions.aspxhttp://www.tcs.com/m/TCS_Bancs.aspxhttp://www.tcs.com/m/TCS_Technology_Products.aspxhttp://www.tcs.com/m/TCS_Technology_Products.aspxhttp://www.tcs.com/m/Banking_Financial_Services.aspxhttp://www.tcs.com/m/Energy_Resources_Utilities.aspxhttp://www.tcs.com/m/Energy_Resources_Utilities.aspxhttp://www.tcs.com/m/Government.aspxhttp://www.tcs.com/m/Healthcare_Lifesciences.aspxhttp://www.tcs.com/m/Healthcare_Lifesciences.aspxhttp://www.tcs.com/m/High_Tech.aspxhttp://www.tcs.com/m/High_Tech.aspxhttp://www.tcs.com/m/Insurance.aspxhttp://www.tcs.com/m/Manufacturing.aspxhttp://www.tcs.com/m/Media_Information_Services.aspxhttp://www.tcs.com/m/Retail_Consumer_Products_Solutions.aspxhttp://www.tcs.com/m/Retail_Consumer_Products_Solutions.aspxhttp://www.tcs.com/m/Telecom.aspxhttp://www.tcs.com/m/Travel_Transportation_Hospitality.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/Standard-Chartered-TCS-Win-Best-Trading-BackOffice-Project-Award.aspxhttp://www.tcs.com/news_events/press_releases/Pages/Standard-Chartered-TCS-Win-Best-Trading-BackOffice-Project-Award.aspxhttp://www.tcs.com/news_events/press_releases/Pages/Standard-Chartered-TCS-Win-Best-Trading-BackOffice-Project-Award.aspxhttp://www.tcs.com/news_events/press_releases/Pages/Standard-Chartered-TCS-Win-Best-Trading-BackOffice-Project-Award.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/press_releases/Pages/TCS-BaNCS-Global-Challenger-Independent-Research-Firm-Report.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/news_events/analyst_reports/Pages/Magic_Quadrant_IRCB_2011.aspxhttp://www.tcs.com/m/Travel_Transportation_Hospitality.aspxhttp://www.tcs.com/m/Telecom.aspxhttp://www.tcs.com/m/Telecom.aspxhttp://www.tcs.com/m/Retail_Consumer_Products_Solutions.aspxhttp://www.tcs.com/m/Retail_Consumer_Products_Solutions.aspxhttp://www.tcs.com/m/Media_Information_Services.aspxhttp://www.tcs.com/m/Manufacturing.aspxhttp://www.tcs.com/m/Manufacturing.aspxhttp://www.tcs.com/m/Insurance.aspxhttp://www.tcs.com/m/High_Tech.aspxhttp://www.tcs.com/m/High_Tech.aspxhttp://www.tcs.com/m/Healthcare_Lifesciences.aspxhttp://www.tcs.com/m/Healthcare_Lifesciences.aspxhttp://www.tcs.com/m/Government.aspxhttp://www.tcs.com/m/Energy_Resources_Utilities.aspxhttp://www.tcs.com/m/Energy_Resources_Utilities.aspxhttp://www.tcs.com/m/Banking_Financial_Services.aspxhttp://www.tcs.com/m/Banking_Financial_Services.aspxhttp://www.tcs.com/m/TCS_Technology_Products.aspxhttp://www.tcs.com/m/TCS_Technology_Products.aspxhttp://www.tcs.com/m/TCS_Bancs.aspxhttp://www.tcs.com/m/Connected_Marketing_Solutions.aspxhttp://www.tcs.com/m/Connected_Marketing_Solutions.aspxhttp://www.tcs.com/m/Small_Medium_Business.aspxhttp://www.tcs.com/m/Small_Medium_Business.aspxhttp://www.tcs.com/m/Engineering_Industrial_Services.aspxhttp://www.tcs.com/m/Engineering_Industrial_Services.aspxhttp://www.tcs.com/m/Business_Intelligence_Performance_Management.aspx8/2/2019 Complete Re-do Ob
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& Corporate Actions applications are
accredited with the SWIFTReady label for
the fourth time in a row in 2011.
Global Finance magazine names TCS
BaNCS customer DBS as a winner in its
eighth annual ranking of the worlds Best
Sub-custodians.
TCS information
3. ORGANISATION STRUCTURE ISSUES:
In the case ofTCS a change in the organisational structure is the issue, which is needed to
bring sharp focus on the customer and provide opportunities for leadership growth at all
levels in the organisation. It also allows to adapt specific customer and market requirements
along with global service delivery.Growth through non-linear growth models is a strategic
priority which is another organisational structure issue being faced by the company. Thisshows that the organizational structure of TCS has several issues which should be evaluated
for future growth. The most important issue faced by TCS is high cost of Structure; this is
due to the use of manual resources which are shifting to automotive task gradually. Another
issue faced in the organisational structure is demands for improving service levels for both
service connections and service quality.
The root of these challenges lies in the integration of the OSS (operation support system)
system.
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Factors affecting organisational structure of TCS:
Factors affecting Organisation structure
So these are the above important organisational structure issues faced by the company which
will be critically evaluated and analysed below using the appropriate theory.
3.1 CRITICAL ANALYSIS/EVALUATION:
Mullins(1993) and Mabey, Salaman and storey(2001) describe the structure of an
organisation as the pattern of relationships between roles in an organisation and its different
parts. In essence structure is the architecture of business competence leadership talent
functional relationships and management (wolf,2002,para 2)Walton (1986) identifies
structure as the basis for organising to include hierarchal levels and spans of responsibility
roles and positions and mechanisms and integration and problem solving.(p.7).
Types of structures:
ENVIRONMENT HRTECHNOLOGY STRATEGY
ORGANISATION
STRUCTURE
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Functional structure is composed of all the departments that an organisation requires to
produce its goods or services.
Fig5Functionalstructure
Anon.,2004
Divisional type:
Managers create a series of business units to produce a specific kind of product for a specific
kind of customer. Divisional structure is again of three types as product,market and
geographic structure.
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Anon.,2004 divisional structure
Matrix structure:
It is an organisational structure that simultaneously groups people and resources by function
and product.
Product team structure:
Dual reporting relationships exist in this type of structure and functional employees are
assigned to cross functional team
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Product team structure
John.A.pearce,Richard.B.Robinson,(1982)
Hybrid structure:
The structure of an large organisation that has many divisions and simultaneously uses many
different organisational structures.
Tall structures have many levels of authority and narrow spans of control.
Flat structures have fewer levels and wide spans of control
3.2 ACTUAL EVALUATION OF THE ORGANISATIONAL STRUCTURE ISSUE
FACED BY TCS:
The company is facing the issue of not being customer centric so , in the year 2008 TCS
decided to design a customer centric organisation. The structure reorganises TCS into
multiple, small operational units consisting of 3000-14000 employees each pursuing the best
possible growth in their individual departments. Each business unit has its own costs and
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margins.The effectiveness of the structure design was very much evident over last two years.
The company exercises operational levels and streamline costs to expand operating margin.
Organisational structure of TCS
From the above fig we can see that its divided into 5 Industry solution unit i.e.; ISG, MMG,
NMG, SIG, OIG which are displayed above. These are headed by Director reporting to COO.
ISG will have various units(each unit of 2,500-5000 people) which are the verticals in which
the company is present and al the clients come under this group. BFSI is largest segment and
divided into 4 units and the director of each of these units will have complete empowerment
on developing resources and technical expertise, HR finance and other. MMU will focus on
geographies of UK Europe and US.Its also responsible for maintain relations, customers,
brand building. NMG will have 3 units, India, APAC and emerging markets which maintain
R&D CORPORATE
HR
CORPORATE
FINANCE
CORPORATE
AFFAIRS
MARKETING LEGAL
MAJORMARKETS
INDUSTRY SOLUTIONS UNIT NEWMARKET
GROWTH
STRATEGICINITIATIVE
ORGANISATION INFRASTRUCTURE
CEO & MD
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long-term relations. SIU will again have 3 units. TCS Finance solutions being the first,
second for small and medium businesses and third for BPO. Organisation infrastructure
group will have 4 units which deals with process and technology excellence, and resource
management group.
The need to integrate creates an initial problem during system deployment but of even bigger
concern is the on-going problem in operations and maintenance. The OSS must be able to
evolve as demands are placed on it. Complex architectures and commercial arrangements
surrounding the OSS often limit its ability to respond to new demands. Key issues include:
An OSS made up from many best-of-breed or stove-pipe components are even harder
to maintain then they are to deliver.
Training and support contracts may be difficult to line up in such a way that gaps in
coverage are avoided.
The resulting system may be expensive and time-consuming to adapt to new market
pressures.
The above analysis reveals that TCS has superior skills and values still there are issues faced
by the company so, there should be measures taken in the company like it should Control
Environment and monitor activities by assessing the risk factors. According to the above
theory of the organizational structure, TCS has to develop a desired organizational structure
and there should be some measures should be taken so that the issues will overcome and the
company will have a better organizational structure.
TCS, 2010, annual report ( 2010-2011)[online]
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The next topic which is an issue being arisen in the company is discussed as below:
4. ORGANISATIONAL DEVELOPMENT ISSUE:
At TCS Organisational Development interventions plays an important role in facilitating
change management and bringing the competitive advantage. The structural alignment and
cultural changes have been facilitated. There are few areas of concern of operational
paradigm such as:
TCS focuses more on short term projects where as the focus need to be shifted to medium
long term objectives. Team based rewards are yet to be explored as primarily focus is held
on individual performance. New techniques are introduced by encouraging innovation.
Employees are rotated across domains for meeting customers requirements. High pressures
from customers results in faster delivery but there is a tension stuck between generating
revenues and organising strategically for the firm which is one of the major organisational
development issue being faced by the company. A formal system is also one of the issue
which is decreasing knowledge sharing and group coordination among the employees.
Problems occurred in the areas ofPR and branding leading to difficulty in attracting quality
talent. So there is a need to relook at few organisation processes and systems of the company.
So these are the above organizational development issues faced by the company. These issues
are critically evaluated and analysed below using the suitable theory of the module.
4.1 CRITICAL ANALYSIS/EVALUATION:
Organization Development is a process of planned change change of an organizations
culture from one which avoids an examination of social processes (especially decision
making, planning and communication) to one which institutionalizes and legitimizes this
examination. (Burke & Hornstein, 1972)
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KURT LEWIN THEORY OF CHANGE:
Change is a three-stage process
Theory of change
Mason carpenter talya bauer berrin erdogan,principles of management
Applicability of KURT LEWIN THEORY OF CHANGE in TCS:
Relating the above theory the first stage is unfreeze stage i.e., in TCS organisation structure
should be modified to capture growth. The second stage is new exploration and
implementation of the action plan which is the change stage. The organisation is redesigned
and communicated to all the employees at all levels. The third level is REFREEZING where
the new organisation structure is adopted and change is accepted and organisation is run
successfully. At TCS, using various policies and plans the new organisation structure shall be
accepted and goals should be framed accordingly to overcome the issues.
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KILLMAN MODEL:
Develop need for change, establish change, diagnose the client problem, examine and
establish goals, efforts, stabilise change, achieve a terminal relationship.
The process has 5 sequential stages
Applicability of KILLMAN MODEL in TCS:
Track 1 show that there exists trust, information sharing and communication among the
individuals in the organization. In TCS, information sharing formal sessions is held for
creating good relations among employees but it lacks in maintaining the system formally.
Track 2 shows that new ways to cope up with the problems. Focus groups are formed and
problems are discussed and solved in TCS but the time taken is very high.
Track 3 represents a new culture and updated management skills.
Track 4 develops revised strategy plan for the organization.
Track 5 establishes performance based reward system which is followed in TCS by giving
ranks and rewards to employees based on their individual performance and yearly checks are
held on performance of the employee but the problem of favouritism is faced by the
employees.
Initiate program DiagnoseProblem Schedule tracks Implement tracks Evaluate result
Management skills Team building Strategy structure Reward systemCulture track
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BURKE LITWIN MODEL:
In this model it differentiates organizational climate and organization culture. It shows the
first and second order change and the factors involved in it. It divides the change into first
order and second order which is the transactional and transformational change.
Applying BURKE LITWIN MODEL in TCS:
Factors like changes in technology, economic conditions which has direct impact on TCS
have been identified and regular audit has been done. The mission of the company has been
made clear from the top management to the frontline employees to achieve maximum goals.
The organization culture is employee friendly but several changes should be made for
betterment. The structure of TCS shows that it is well designed to meet the requirements, the
policies of TCS are very clear and well planned, but during the team work is done; some
conflicts arises among employees at TCS which become problematic. Various motivation
techniques shall be employed at TCS and rewarded based on level of performance of each
individual.
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Burke Litwin model (1998)
4.2 ACTUAL EVALUATION OF ORGANISATION DEVELOPMENT ISSUE OF
TCS:
USING GOAL ALIGNMENT AND BALANCED SCORE CARD TO MEASURE
ORGANISATIONAL DEVELOPMENT OF TCS:
A teach-train-transfer workshop was also conducted which is based on goal alignment with
expert organisational development consultants to introduce new organisational goals. A new
concept of personal score card was outlined. Career planning and mentoring process is
highlighted. This performance management tracking system tool was used to measure the
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organisational development of the company which didnt showed the desired development in
the company. The major issue is that the objectives and goals of the company are not
balanced.
So, the above analysis reveals that the measures should be taken to achieve high
organisational development in the company.
5. MOTIVATION ISSUE FACED BY TCS:
The major motivational issue faced by the employees of the company is that the employees
which are required in the next assessment year are ranked high and rewarded high by the
company irrespective of the other employees who are more efficient in their work and
contribute high revenue to the company. Onsite associates gets lower ranking, and gets
Onsite allowance (which is usually higher than off shore salary) and off shore associate gets
higher band. The high decision maker gets rewarded excessively. So the major motivational
issue faced by the company is FAVOURITISM. This issue is affecting the other efficient
employees to a great extent which is becoming a barrier of high rewards for the company.
Goals set and evaluated do not govern performance appraisal. Goals are set to evaluate
performance and a number is given on fulfilment of each goal. All these numbers are rolled
up to get a number from 1 to 5. However, this number is not used for performance
appraisal band determination and a manual ranking of associates in each project determines
performance band.
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5.1 CRITICAL ANALYSIS/EVALUATION:
Motivation is defined by Stephen.P.robbinsas the processes that account for an individual's
intensity, direction, and persistence of effort toward attaining a goal. Motivation refers to the
reasons underlying behaviour (Guay et al., 2010, p. 712). Paraphrasing Gredler, Broussard
and Garrison (2004) broadly define motivation as the attribute that moves us to do or not to
do something (p. 106).
Maslows model of motivation: According to Maslow the motivation factors should consistof five aspects which are Self- Actualization, Self-Esteem, social factor, and Safety and
Physiological factor.
ABRAHAM MASLOW theory of hierarchy:
Maslows theory
Maslows (1997)
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Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs. TCS provides
adequate salary for the employees to buy the basic requirements of life and provides perks
but NOT according to the level of performance. They give break during the working hours
for rest and provide a comfortable working environment but equality is not maintained in
the company.
Safety: Includes security and protection from physical and emotional harm. TCS provides
children education, job security and insurance policies, medical schemes and retirement
benefits according to their terms and conditions which has an error of adequate safety
provision required at all levels.
Social: Includes affection, belongingness, acceptance, and Friendship. TCS provides team
projects which allow interaction between employees creating an interesting work
environment and conducts various social group meets to increase more interaction between
various domains within the organisation but the issue of favouritism is spoiling the
environment of the company and the social factors of motivations are being affected.
Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement;
and external esteem factors such as status, recognition, and attention. Every employee at the
company is given independence and freedom to show their innovation in their projects at
work to its best but at TCS self-esteem is not maintained in the employee. Job titles are not
given appropriately so that they feel appreciated and motivated towards working better and
at a competitive edge.
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Self-actualization: The drive to become what one is capable of becoming .TCS provides
employees with an opportunity to develop their own potential need like in education or other
needs but the employees are not satisfied with the opportunities provided by the company.
Mc-GREGOR THEORY X THEORY Y:
Figure describes attributes of each:
McGregor (1960)
McGregor theory
MC CLELLANDS THEORY OF NEEDS:
- Need for achievement: The drive to excel, to achieve in relation to a set of standards, to
strive to succeed.
- Need for power: The need to make others behave in a way that they would not have
behaved otherwise.
- Need for affiliation: The desire for friendly and close interpersonal relationships.
Applying MC CLELLANDS THEORY OF NEEDS in TCS:
The employees always try to get to the next level by promotions and ranks as there is a need
for achievement for them. There is a need for friendly environment and a comfortable
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working condition for the employees which is the need for affiliation, which TCS needs to
improve.
Expectancy Theory:
The strength of a tendency to act in a certain way depends on the strength of an expectation
that the act will be followed by a given outcome and on the attractiveness of that outcome to
the individual.
Expectancy theory
At TCS, incentives according to workplace performance are not provided such as equal
wages for men and women and pay strategy based on skills and effort. Employees are also
de-motivated through less promotion. These may be tangible or intangible benefits. It is to
encourage the employee, to increase motivation level of employee various benefits such as
medical schemes memberships employee discount cards are least provided at TCS.
According to expectancy theory if company perks such as health and wellness benefits
perfomance based rewards then motivation increases which leads to better performance.
Individual effort Individual
performance
Organisational
rewards
Personal
goals
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So these were the above motivational issues which are faced by the company. Now moving
on to the next issue we will now analyse the corporate social responsibility issue of the
company below:
6. CORPORATE SOCIAL RESPONSIBILTY ISSUES:
The major issue faced by the company is the unethical environment within the organisation.There is a need to improve the environment in the organisation and to establish proper
corporate governance which will help the organisation to gain global markets and maintain
the ethics in the organisation. Another important issue is the user experience to drive self-
service. Operational efficiency is one among the key business drivers for any enterprise with
profit motive. In a recession hit economy this theme becomes the agenda of all board rooms.
Self-Service is a positive approach to achieve this as it empowers the customer to adopt theDo-It-Yourself model and at the same time saves the company on cost intensive call centres
and paper handling tasks.
Adopting Inside-OUT design to quickly go online, reactive mode for site ratingsignoring brand image, good website over a broken business process, broken multichannel context switch are some the traditional approach which are still followed in thecompany which has became the major corporate social responsibility issue.
6.1 CRITICAL ANALYSIS/EVALUATION:
According to Philip Kotler and Nancy Lee (2005) CSR means A commitment to improve
community well being through discretionary practices and contribution of corporate
resources
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AREAS OF CORPORATE SOCIAL RESPONSIBILITY:
CORPORATE SOCIAL RESPONSIBILTY
Theories according to elisabet garriga domenec mele (Source:corporate social
responsibility theories: Mapping the territory elisabet garriga domenec mele.):
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Ethical Theories:
This comprises a group of theories each of which ultimately focuses on the ethical
responsibilities of corporations to society. Within this packet of theories of CSR are the:
Normative Stakeholder Theory, Universal Rights Theory, Sustainable Development Theory and
the Common Good Approach.
Instrumental Theories:
These are theories that are concerned with how CSR is used as a tool for maximizing shareholder
value, wealth creation and creating competitive advantage.
Integrative Theories:
These are CSR theories with a focus on how firms satisfy social demands by concentrating on
issues management, public responsibility, stakeholder management and corporate social
performance.
Political Theories:
These theories are concerned with the powers firms have and how these powers can be used to
impact on society in a responsible and positive manner.
The shareholder Value Theory:
The theory sees the primary responsibility of firms as that of generating profits for shareholders
and working hard to raise their stock values.
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Corporate Citizenship Theory: This theory conceptualizes firms asCorporate citizens who
should actively contribute to the good of society orthe world as a whole.
3C-SR model
John Meehan karan Meehan and adam Richards, Liverpool john moores(2006)
3C- SR model
Applying the model to TCS, we can say that TCS social objectives such as mission strategy
programs, policies and corporate culture are not well defined. Ethical standards are also not
maintained as desired. Furthermore about the relations with partners TCS maintains standard
and delivers value but not up to the expected level.
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6.3 ACTUAL EVALUATION OF THE CORPORATE SOCIAL RESPONSIBILTY
ISSUE IN TCS:
CSR of TCS is on two distinct levels i.e.; impacting communities directly in line of its
business and concern for preservation of the environment. This segmentation into levels of
CSR is the major issue in the company which is causing problems. The company is not able
to cope up with the levels of CSR appropriately.
CSR activities in TCS:
CSR at TCS
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TCS ENVIRONMENT POLICY:
Key features
Integrate energy and environmental considerations in the design of new infrastructural
facilities.Improve resource efficiency in operations, especially for key resources such as
energy and water. Consider stakeholder expectations on our environmental performance in
the design of infrastructure, operations, processes and solutions to the extent feasible.Set,
monitor and review objectives and targets on an ongoing basis toward achieving continuous
improvement in environmental performance and the overall environmental management
system.
Environmental objectives at TCS
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Main Programs undertaken by TCS:
Maitree, adult literacy program, HIV awareness, Tsunami relief, women empowerment,
green audits, KRISHI etc.
WASTE REDUCTION POLICY:
Reduction of waste at source, Reuse of material wherever possible, Recycling, Purchasing
products with recycled content.
GREEN PROCUREMENT POLICY:
Reduce, Reuse and Recycle, Buy Recycled, "Green" the Supply Chain.
These policies are undertaken by the company but all of them are not followed which
dissatisfies the employees. The above CSR issue of TCS is analyzed and can be stated that
the company is facing the problem because all the CSR policies are not followed by the
company and the traditional approach to corporate social responsibility still exist. According
to the above theory all the policies undertaken shall be followed, additional policies shall be
undertaken and the modern approach shall also be applied to overcome the issue in the
organization.
7. STRESS MANAGEMENT ISSUE:
Stress is an issue which affects the efficiency of the employee at a great extent. Stress leads to
the mental harassment and de-motivation in the individual. The issue faced by the employees
of the TCS is that they bear a lot ofjob pressure. Due to the pressure of work the employee
gets less time for family and personal life which de-motivates the employee to work
efficiently. Another factor which leads to stress is the adoption of unaware new
management techniques, long working hours, regular long distance travelling for
official purposes, late salary payments. These are some of the major factors which are
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generally faced by the employees of the organisation which creates stress among them. So the
company shall make sure that they should assign tasks accordingly.
7.1 CRITICAL ANALYSIS/EVALUATION:
Stress Management is defined by authors Green, Muir, James, Gradwell, & Green, [(19966)]
as the process whereby individuals adopt systems to assist their coping strategies.
Authors Davison & Neale [2] defined the term stress management as: the processes to help
individuals adopt and cope with the challenges that life poses for all of us.
A physical or psychological stimulates that can produce Mental Tension or physiological
reactions that may cause illness. Many factors are responsible for stress.
Environmental Factors:
TCS workers are facing more demand from various
sources such as outsourcing have
increased the work pressure on the worker. Workers have to work harder and faster
and meet new management objectives and performance.
Technological :
New technology creates stress for many employees adjusting to new technologies
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Organizational Factors Task Demand
Global competition, 24/7 operations and dual
career imposes on the worker as increase demand to produce more.
Personal Factor:
Personal factor are often a source of stress, these include career
related concerns, such as job security and advancement, financial problem and
family related problems. When one is in a depressed mood, his/her unfocused
attention affect his responsibility and performance.
Economic Problems:
In 21st century computer and communication revolutions have
made companies more efficient and productive as compare to before. This boom in
productivity has caused higher expectation and greater competition.
Physiological Symptoms:
Stress occurs when you feel threatened or overwhelmed
Symptom of stress include headache, neck or back pain. High blood pressure, heart
disease, people look older when they are under chronic stress. Symptoms of
psychological stress include anxiety, depression, and decrease in job satisfaction.
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Behavioural Symptoms:
It regard to behaviour, stress and stress can lead to accidents
among workers may be prone to drugs and alcohol and snuff, changes in job
behavior and people attitude.
Table3 Stress factors
Fig30 5 factor model
http://www.osh.dol.govt.nz/publications/booklets/stress-tools2008/models-stress-figure3-
img.asp
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7.2 ACTUAL EVALUATION OF THE STRESS MANAGEMENT ISSUE IN TCS:
The IT industry is known for its high-pressure work atmosphere and long working hours,
which create high levels of stress. TCS assigns heavy work load on its employees which
creates stress in the individuals and de-motivates them to work efficiently. Regular long hour
tasks on computers leads to stress on the eye site of the employees which is dangerous for
their health. The stress management of TCS doesnt assign the tasks according to the
appropriate capability of the employee. The employee on field work travels long distances
regularly without any changes in the shift causes major stress in the employee. These
activities which lead to stress shall be avoided by the stress management of the company.
8. RECOMMENDATIONS:
A desired restructuring of organizational structure is required in the company. The company
should innovate the technology in order to seek the organisational development. During
performance appraisal everyone should rated on the same scale. The activity of favouritism
shall be avoided in order to make the employees satisfied and get their full efficiency.
Corporate social responsibility of the company should use modern approach rather than
traditional approach. Detailed Stress analysis should be conducted and discussion forums
should be held where the employees discuss problems and relieve their stress. Fun at work
Committees shall be formed across accounts which organise, picnics, parties and get-
togethers with fun and games. Annual picnics shall take place in each region that gives
opportunity to TCS members spread across a region to come together and celebrate with their
families and colleagues. Employees shall be encouraged to participate in things like Yoga,
exercises for body de-stress. During the implementation of changes in the organisation focus
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should also be held on the employees and see to it that change is accepted. These are the
above recommendations to overcome the above four issues of the organisation.
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9. CONCLUSION:
The above analysis on the issues of organizational behaviour of Tata Consultancy services
concludes that there are several issues faced by the company in its operations such as
organizational structure issues, organisational development issues, motivational issues,
corporate social responsibility issues, stress management issues. The organisational structure
issue is that the cost of structure is too high which should be decreased. Favouritism is there
among the employees which de-motivates them to work efficiently. The above issues can be
resolved by adopting the above recommendations. The resolution to the above issue by
adopting the recommendation will lead TCS to the paradigm shift with various benefits such
as Achieving goal alignment, valuing the employees, focusing on customer, being
accountable, Issue based monitoring. It will also help to reiterate the merits of valuing
enquiry expressing differences and constantly generating new knowledge.
Thus, TCS will be able to produce world class solutions and outsourcing making
development global each time.
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