When Ratan Tata retired he was hailed as the backbone,the man who significantly enhanced the Tata group in terms of global footprint,profit,turnover and stock market value. Needless to say that his career would become the subject matter of courses in years to come in business schools.
After all the doubts that went along initially when claiming the throne ,after 21 years, he has left a group that is 51 times larger in terms of turnover and profits, a string of acquisitions that has made the Tata brand name globally known and he leaves it the leader among India 's corporate groups, just as it was when he took over.
When Ratan Tata took over in 1991, less than 5% of their revenue came from overseas and when he retired on his 75th birthday,
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He acquired an enormous, unwieldy group in 1991 and in circumstances, both internal and external, that required him to react quickly and creatively to the challenges that liberalisation posed to all Indian corporations.
His versatility is displayed in the fact that he owns the iconic jaguar as well as the cheapest of all passenger cars, the nano. Ratan Tata has always been the ‘out of the box’ thinker which plays a huge role in his success . Creativity and innovation have been the tool that thrives the Tata Industries. Ratan Tata says ‘creativity is a nucleus of business excellence’. He used this excellence in Titan watches or the low priced car in the world i.e. Nano and supercomputer are manufactured by Tata Group. Ratan Tata handled every situation carefully and efficiently, worked together with all officers and gained cooperation and trustfrom his group members. This change has been effected by the leadership of the Ratan Tata by using unity of command and unity of direction, the principles of Henry Fuyols theory of management. He expanded CEO’s concept of community philanthropy to be included in the workplace. The Tata group instituted an eight-hour workday, before nearly any other company into
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Ratan Tata during his tenure led the Tata Group of Companies for 21 years and established Tata as a world brand. Ratan Tata identified the needs, aspirations and drives of the people and accordingly responded to provide it in various ways (automobile, tea, power, health, fundamental research). He has given the hope to fulfill it through words and actions (Nano). He led the Tata Group with the qualities such as courage, creativity; risk bearing ability, social sense, sense of employee training and development and ultimately having a quality concern about the
“ First they ignore you, then they laugh at you, then they fight you, then you win” (Mahatma Gandhi). Gandhi was born in 1869 in Porbandar. Throughout his life Gandhi helped those in need. He was taught that everyone and everything is holy. He married at the custom age of 19 and went to London to study law. The thing that helped Gandhi promote nonviolence is that he worked his entire life saying that violence didn’t change the way people acted. He lived his life saying that an eye for an eye only made the whole world blind. Gandhi’s nonviolent movement worked because he had something to prove and everyone else in the world agreed with him.
General Electric Corporation is a multi-billion dollar conglomerate founded in 1892. The company was founded in Schenectady, New York to capitalize on the patents of Thomas Edison and the use of electric power through generation and distribution. Now a blue chip publicly traded company that has branched out beyond its core into arenas such as aircraft engineering, television, and home appliances to name a few. Over the years the corporation has been through different management models that have brought innovation in many forms that have allowed them to be envied by companies around the world. Despite great success since its conception, like many companies who can withstand the test of times, it’s natural for them to become self-absorbed, which can have a negative impact on the company structure as a whole. Coming across someone like Jack Welch who can think out of the box and in a manner that doesn’t strain the resources of the company but expands the thinking of the company as a collective unit is needed to continue the legacy of innovation in all aspects of business.
...ties and differences of the leadership of Steve Jobs and Fr. Jose Arizmendiarrieta that the leadership required for organisations to succeed is unique to the goals and definition of success portrayed by the leader. Their leadership styles were reflected in the organisations development and it can be seen why leadership in organisations is of such importance. What is also clear is that there is no right or wrong way to lead – Fr Jose achieved a sustainable profitable cooperative, Jobs archived a highly profitable company. The leadership practice used needs to fit the organisations vision, the needs of the stakeholders, and be ingrained into followers. The followers need to buy in to the leader’s vision and goals and play their part in implementing the steps required for success. The leader is ultimately responsible for guiding the followers along the path to success.
In his decades of business, one of the key characteristics that propelled Rockefeller to success was his strong leadership abilities. It wasn't his status, nor his age that made Rockefeller a great leader. Instead, it was his influence. People around him wanted to follow him; they were inspired by him to do more than they ever thought they were capable of. It was his ability to create a strong sense of teamwork and his own energy and passion that drove his workers and thus his company.
...and his passion for the car industry to merge two car companies together in order for them to benefit from each other at a precise time in the market when he was able to be successful. He understood the problems the company faced, the demand in the market, and he had a clear vision on how to solve it. He gave himself timelines and goals and each were met with great success.
After the HS Holdings incident when James contacted Ashok in India, then only he came to know about the reasons behind those low ratings. He realised that the meeting times were not perfectly suitable for the India...
... Compared to other big players in the market, Teva has a small and weak R&D department and for future goals and actions it is necessary to outspend on R&D which means a huge capital investment that may lead Teva from its core business.
“Management is a process of planning, organisation, command, coordination, and control” (Morgan 2006, p.18). Rational organisation design is a bureaucratic method of management which emphasizes efficiency to achieve the end goal and the management of multiple companies have taken upon this system. Figures such as Frederick Taylor and Henry Ford have both shown and laid a path way for Rational Organisation which has become known as Taylorism and Fordism. The design has received criticism and both Taylor and Ford have been portrayed as villains with Taylor being called “enemy of the working man” (Morgan 2006, p.23) as the system dehumanised workers by taking all of the thought and skill from them and giving it to the managers this is because the tasks given were simple and repetitive. As staff needed little training they became an easily replaceable asset and thus more machine than human.
Warren Buffett, the CEO of Berkshire Hathaway, which owns many different companies, is one of the most successful business leaders of our time. According to Howard (2014), he is the second richest American, coming in at a net worth of over $70 billion. Besides his personal net worth, Berkshire Hathaway is the fifth-most valuable public company in the United States at $350 billion (Howard, 2014). While he is clearly a very wise investor, Warren Buffett is also a successful leader. As stated by Spindler (2010), leadership is a crucial part of any successful business, and good leadership is what Mr. Buffett portrays. The analysis given in this paper will show Warren Buffett’s values and leadership qualities, his leadership style, as well as looking into his influence he has on his followers.
Mr. Olds had a management style of controlling and strategy. He knew what needed to be done and he did it. He knew when to start merger and acquiring early in the game he established General Motors (general Motors ,2014). His vision and management style gave him the outcome that he was seeking
While [he’s heard the repeated refrains that “Apple can’t innovate under Tim,” that the company needed a low-cost iPhone to thwart the progress of Google’s Android, that Cook never could replicate the Jobs magic—and therefore that Apple never again would be “insanely great.”] (Lashinsky, 2015), he hasn 't changed his methods since Jobs ' passing and continues to lead in a way that he believes will raise Apple 's value in the eyes of society. He was also the CEO during the creation and release of the Apple Watch, which is a product most would classify as "insanely great".
First Challenge the expertise for strategy formulation implementation within a changing business environment. In May 1994, I was selected as a member of Task Force Team that prepare to set up HMC's own finance company. During my six-month assignment, I worked under pressured time constraints. After lots of conflicts with Ministry of Finance and Economy, we got government approval in late 1994. This opportunity provided me with valuable experience in every aspect of business and team experience. Working with the extremely qualified and professional upper management was valuable in shaping my career goals. Especially, during my business trip to Hyundai Motor Finance Company in CA, USA, the international exposure increased my confidence and desire to pursue a career in international business. After the expiration of the Task Force, I was given the option between joining the newly established Finance Company and remaining in HMC. At that time, International Finance Team(IFT) offered to work together with them. I accepted the proposal because I wanted to further expand my international exposure. Second Challenge the enhancement of the global perspective and strategic vision required to successfully compete in a globalized business setting. In January 1995, I was trasferres to IFT and took over two jobs of financing Foreign Direct Investment and Investor Relations. In march 1995, HMC was planning the biggest foreign direct investment in India ever since the failure in canada, and I, together with my two subordinates, was responsible for project. Despite the fact that only three months had passes after taking a new position. I could carry out the complicated processes on the project. partly owning to the past force team experience.
Aditya Birla Group is one of the first multinational corporations in India. Its headquarter is located in Mumbai with many others operations in different parts of the world such as in Asia (Thailand, Singapore, Myanmar, Laos, Indonesia, Philippines, China…), Europe (UK, Germany, Hungary, Italy, France, Luxembourg, Switzerland…), America (US, Brazil…). Throughout their growing, Aditya Birla have become well known in many sectors that they get involved in not only in India but also around the world. Back to the earlier day of the corporation, when it first founded, the group has focused on critical sector such as textiles and fibre, aluminum… and become one of the largest participant in those areas. Later on, in the 1960s, the company had expanded their business into cement and chemicals. Also, they expanded their business across the border of India into many other countries. This “revolution” has brought the name of the group into the international business map and become bigger than ever (Aditya Birla Group 2007). Today, ABG is a corporation with the consolidate revenue of 30bil with the affiliates in 45 countries and 60% of their revenue come from internationally and become one of the largest private company in the world (Aditya Birla Nuvo Limited, 2011).
"Bill Gates is a modern business phenomenon: the greatest of the cyber-tycoons. His is not simply a story of technical brilliance and enormous wealth; it is one of remarkable business vision and an obsessive desire to win. It is also about a leadership style that is radically different to anything the business world has seen before."
As a leader and figurehead of the company, he created restructuring plans and methods for ST Engineering to ride on new technology, innovation and capabilities for growth thus transforming it into a capability-driven enterprise that propelled the group to be the crème de la crème in its industry. His discernment for establishing globalisation as a key strategy to bring about sustainable growth proved to be very beneficial for the company as it allowed the group to penetrate into new markets to forge greater alliances and partnerships that leveraged on the external competitive strengths and capabilities.