哲学论文代写精选:“塔塔集团的全球扩张战略”,这篇论文主要介绍了塔塔集团的历史发展,以及塔塔集团在全球范围内所采取的扩张战略。文章指出,虽然塔塔集团通过全球扩张战略进入了全球市场,并成为了世界上最大的企业,但如今塔塔集团所面临的最大挑战却是优秀人才的培养、传统价值体系的留存以及管理带宽的提高等。本哲学论文代写由51due整理,供大家参考阅览。
哲学论文代写精选: Source problems Tata group uses the global expansion strategy to bring his group into a global market. As a result of becoming one of the world’s largest businesses, Tata has expanded into multiple businesses through acquisition of the automotive, telecom, power, mining, steel, hotel industries, chemical industries, etc. The fundamental problem is the diversification of businesses in different market that operate for over 100 companies in more than 80 countries. Thereupon, the biggest challenges faced by Tata Group are the continuum of recruiting talented individuals and retaining traditional value system while increasing the management bandwidth and carry the same ethical principal in the 21st century global competition. Secondary problems Short term Diversification of businesses Tata’s group has grown too broad of its investments and businesses through mergers and acquisition (Luthans, Fred & Doh, 2009). The diversification of the businesses over different countries would result the group to have a problem regarding working environment and national cultural difference of each individual market where the acquisition takes place. Continuation of CSR and sustainability of business during economy recession Promoting Corporate Social Responsibility (CSR) is a mission to the group which was developed by Tata’s great grandfather, Jamsetji Tata. To sustain business while promoting corporate social responsibility culture would remain a challenge for Tata Group. It will be a difficult situation for Tata Group to decide between fulfilling the mission and sustaining its businesses during an economy slowdown especially there is $7.4 billion in debt. Long term Lack of successor after retirement of Ratan Tata Ratan who is single and childless could even be the last Tata to oversee the group. He hasn’t titled a successor after he retires from Tata. The problem would be the lack of a successor for his position. Organization structure The diversification of its investments and businesses in different regions has led to insufficiency of the central system. There is a scarcity in the centrally focused objective of the group. Accordingly, eccentric structure gives individual companies a way to handle new opportunities and threats. Struggles with owning Corus Acquisition of Corus, an Anglo-Dutch steel firm which is four times larger than its size and the largest steel producer in the U.K. Post-acquisition issues faced by Tata Steel with $7.4 billion of debts and higher-cost operations of Corus will weaken its profit margins as well as cross-cultural issues. Analysis Tata Group is managing nearly 100 companies with 300 subsidiaries in seven broad sectors and operates in more than 80 countries, which is an extremely daunting task. This is a long-term problem towards its diversification of investments and businesses, as there is no common objective. The dilemma arises from the proper management and cultural difference of companies under Tata Group will lead to the challenge of the group. The persistence of cultural value contrasts is relevant for multinational organizations that are exposed to numerous national cultures in their regular operations. According to Hofstede’s Cultural Dimensions Theory (Appendix 1), Indian culture is under the power distance which all individuals in societies are facing inequality (Pankaj, G. & Sebastian, R. 2011). Nevertheless, the UK is categorized into Individualism (Appendix 1) and therefore points to the fact that British culture promotes equality and individuality. Acceptance of un-equal rights of Indian culture towards working environment would affect the whole organisation’s profitability as well as employees’ attitudes toward work, for instance, the acquisition of Corus Company from Europe. According to Kurt Lewin’s Force Field Analysis (Appendix 2), this method would help organisations in its effective management. In force field analysis change, it is to test whether it will lead to the desired state while restraining forces will hold the organisation back. In order to change organisation to the desired state, it has to strengthen the forces supporting the change and weakening those against it (Stephen, 2006). Due to future threats to Tata may lie in its diversification strategy, a lack of central control of Tata Group is a restraining force to achieve a desired state in the global. From the article, the management style of Tata Group seemed to follow an ethnocentric strategic predisposition and an organizational culture of “family culture”. The management style used by Tata Group is a centralized system that follows the organisational culture of ethnocentric predisposition. In this predisposition, plans and decisions for overseas market are developed in the home country (Yoram, 1973). It could be an issue for a company that’s entering into a foreign market. In the passage, Mr Ratan is the chief dealmaker who is negotiating the major deals and manages all the details of his business (Luthans and Doh, 2009). The ethnocentric predisposition may influence the parochialism in Ratan Tata regarding his logical strategic thinking. According to Trompenaars’ Four Diversity Cultures (Appendix 3), Tata Group has adopted “family culture” which power is concentrated in specific leaders. This type of organizational culture is emphasized on the hierarchy, orientated towards persons, tasks directed from the leader as well as taking good care of the employees (Adrian & Michat, 2011). For instance, Tata ensures employees are given benefits and enjoy continued employment (Luthans and Doh, 2009). This would affect their annual spending in the company’s home base. As mentioned above, ethnocentric strategic predisposition was applied in Tata Group’s management. The acquisition has led Tata Steel to face some major issues. By owning Corus, Tata Group was facing the high expenses of Corus and Tata’s profit margin will be weakened based on the new debt of $7.4 billions. Solid Research and Technology advancement is one of the reasons that Tata Group obtained the Corus, which added to the upper hand of Tata Group. Specialist issues with respect to increments in labour expense were high need for the unions to speak to Corus specialists. An additional $600 million in Port Talbot for assurance of their livings, but Tata executives declined after assuming control. Tata Group corresponded with the renegotiate dominant parts of the obligations, however never give guarantees as to the administration and defending the occupation. It would not be a simple assignment to oversee when Corus would need to hold the edges without the assistance of less expensive inputs supplied by Tata. Indeed, current income of Corus couldn't help much in its organization. On the off chance that the universal steel value decreases, Tata Steel needs to utilize its own particular income to administer the obligations (Krishna, 2008). Tata Group should plan a business strategy to increase its profit margins that were caused by the Corus. The Boston Consulting Group’s Growth- Share Matrix is used to examine the resource allocation and strategic implications to sustain its business. This would help to analyse the sectors in which the Tata Group operates. According to the BCG Growth Matrix (Appendix 4), Tata Steel, Tata Motors and Tata Power are under the category of stars, which mean these companies are in the high market share and the product is still growing. Hence, the investment of these companies should be increased. Tata Tea and Tata Chemicals emerge as the Cash Cows that have the business with a high relative share of low-growth markets. Thus, this investment could be remaining or reduced. Based on the information read, Ratan Tata has given his best to drive the business from a patriarchal concern to an institutional enterprise in four years. What he has done is establishing the growth mechanisms, play down individuals and play up the team that has made the companies what they are (John A., 211). This will be the toughest challenge to find a suitable successor before he steps down. Meanwhile, high inflation and monetary policy are still tightening in India, which faces a number of significant downside risks in the year (Biswas, 2014). The country economic growth is always parallel to the global crisis. During economy slowdown, Tata Group is facing the toughest decision on whether to sustain its business or hold firm to its expensive corporate social responsibility. The problem could be solved due to the reduction of contribution for charity, such as reducing the $40 million a year of supplying all civic services and schools (Luthans and Dans, 2009), in order to maintain the business sustainability. However, reduction or termination of charitable funds will have to be considered further by Tata Group for long-term implication. Meanwhile, the CSR projects will be additional costs to the business financially in the period of economic recession. Therefore, it will depend on Tata Group whether to cut down CSR commitment during economy crisis or to continue paying attention to important CSR principles (Yakup, Eva & Ahmet, 2010). Criteria of Evaluation Tata Group should plan the strategies for the organisation in order to work efficiently and efficiency as well as to solve the problems. To identify and differentiate the businesses using BCG Growth-Share Matrix (Appendix 4) within 5 months. To change the strategies in managing the organisation structure. To retain a successor for Tata Group within the next two to three years. To reduce annual charitable spending within next 4 years. To lessen the debts of the Corus group within next 5 years. Alternative Strategies There are different strategies that Tata Group should consider in order to sustain the business profitability. Short term BCG Growth-Share Matrix to organise businesses According to BCG Growth-Share Matrix (Appendix 4), it will help a business to generate cash from businesses with strong competitive positions in mature markets. Tata Group could use the strategy to examine the resources to each product or service it sells depending on how that product or service is positioned in the market within the next 5 months (Boston, 2013). Based on this strategy, Tata Group could identify which business would actually increase the profit and market share. Eliminating the low profit businesses and investing on high market share businesses. Reducing the charitable spending Tata Group may do some adjustment regarding the charity spending annually and reduce the employees’ benefits, which will enable the group to sustain its business longer. Long term Identify successor Ratan Tata could choose a successor from its Tata Group’s top management or someone who can solve the problems from tough assignments given by Ratan Tata. Transform of organisation structure Geocentric strategies predisposition develops the policies and organisation activities on a worldwide basis that will be applied to Tata Group. Besides, the corporate culture of Tata Group will be change from “family” to “incubator” within the next 4 years (Appendix 3). Reduce debts from Corus group Tata Group should lessen the debts of Corus within next 5 years. Tata Group should identify the business with high profit margin; invest more on the business in order to gain profit earned. It could maintain its competitive advantage and transform into a making money firm. Recommended Strategy From the alternative strategies that have been given above, it can solve the diverse problems of Tata Group. For business plans to be both achievable and sustainable, there are 3 out of 5 recommended strategies would most benefit to the Tata Group. Short term BCG Growth-Share Matrix to organise businesses Based on this strategy, Tata Group could identify which business would actually increase the profit and market share. Eliminating the low profit businesses and investing on high market share businesses would help the Tata Group in its business sustainability globally. Long term Identify successor Finding a capable leader always essential to all sorts of organisations in order to lead the group to achieve the goals and the mission. Therefore, Tata should appoint a successor for Tata Group from the Top Management who can immediately take over the tasks. Transform of organisation structure Geocentric strategies predisposition (Appendix 5) makes it easier for business to be competitive and capable to communicate easier in any countries. It allows us to do business with anyone when they have different cultural background. Besides, the corporate culture of Tata Group will be change from “family” to “incubator” within the next 4 years (Appendix 3). The incubator would increase the business profitability and potential for long-term economic impact. Justifications of recommendations The successor should be chosen for the company, especially from the top management’s staffs or senior-level executive. By developing the internal successor would assure that the vision and mission of the company would be carried out after retirement of Ratan Tata. Most MNC’s have a cultural strategic predisposition towards making decision or doing things. If an MNC’s depend on one cultural strategic predisposition over the period, this approach will greatly influence the strategic planning. In order to sustain the business, it should change the ethnocentric predisposition whereby the values and interests of the parent company making decisions. Geocentric predisposition would be a better cultural strategic due to diversification of the investments and businesses (Appendix 5). Family culture that strongly emphasizes on the hierarchy used by Tata Group should be changed to incubator culture. The incubator culture is also considered as an incubator culture, which emphasize on equality and personal orientation (Appendix 3). This culture will help Tata management to maintain its business of the equality, environment instead of the hierarchal way. According to the Boston Consulting Group, the BCG matrix (Appendix 4) aims to identify resources depend on how a product or service is positioned in the market. By using this strategy will bring evaluation to decisions about which business unit to invest in and whichever the business never meet the profitability and growth targets can be declined. There are divided into 4 categories, which are stars, question marks, cash cows and dogs. Most of the organisation would want to buy over the company that is in the cash cow (market leader in a stable market) category. Implementation, Control and Follow-up Tata Group has diverse businesses all over the world, which is hardly to be implemented. One of the biggest problems arising for Tata Group would be the organisational change. Although the strategy has been given to the Tata Group, it would take longer time to change the whole entity’s management. Resistance to change is a normal reaction from people due to fear, poor communication, low trust, misunderstanding and not being consulted (Sharon L., 1989); therefore, they could assign a key person to take charge of the change process. Moreover, the managers and supervisors have to follow up with the process even after successfully consolidating the exercise. They are the closest to the employees who eventually adopt a change. 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