CHAPTER-I

INTRODUCTION
 INTRODUCTION

Teams are formed when individuals with a common taste, preference, liking,
and attitude come and work together for a common goal. Teams play a very
important role in organizations as well as our personal lives.

“Coming together is a beginning. Keeping together is progress. Working

together is success-Henry Ford”

The above proverb by Henry Ford can very well highlight the importance of
working together in teams.

Every employee is dependent on his fellow employees to work together and

contribute efficiently to the organization. No employee can work alone; he has
to take the help of his colleagues to accomplish the tasks efficiently. It has been
observed that the outcome comes out to be far better when employees work in a
team rather than individually as every individual can contribute in his best
possible way. In organizations, individuals having a similar interest and
specializations come together on a common platform and form a team.

A sales team has employees inclined towards branding and marketing activities
to promote their brand. An individual with a human resource specialization
would be out of place in such a team. Research supports that organizations with
clearly defined teams are more successful as compared to those with a one man
show.

Team work is essential in corporate for better output and a better bonding
among employees.

No organization runs for charity. Targets must be met and revenues have to
be generated. Tasks must not be kept pending for a long time and ought to be
completed within the desired timeframe. A single brain can’t always come with
solutions or take decisions alone. He needs someone with whom he can discuss
his ideas. In a team, every team member has an equal contribution and each
team member comes out with a solution best suited to the problem. All the
alternatives can be explored to come out with the best possible solution.
Thoughts can be discussed among the team members and the pros and cons can
be evaluated.

Team members can also gain from each other. Every individual is different
and has some qualities. One can always benefit something or the other from his
team members which would help him in the long run. Everyone is hungry for
recognitions and praises. One feels motivated to work hard in a team and to live
up to the expectations of the other members. Each member is a critic of the
other and can correct him whenever the other person is wrong. One always has
someone to fall back on at the time of crisis.

Team and team work must be encouraged at workplace as it strengthens the

bond among the employees and the targets can be met at a faster pace.
Workload is shared and individuals feel motivated to perform better than his
team members.
OBJECTIVE OF THE STUDY

1. To understand the relevance of team work in TATA MOTORS.

2. To study the concept and importance of team work at tata company
3. To analyze the responses of employees at tata company.
4. To suggest any changes to be brought in the strategies of team work at
tata company.
NEED OF THE STUDY

Teams are the principal building blocks of the strategy of successful

organizations. The focus of your organization may be on service, quality, cost,
value, speed, efficiency, performance, or any other similar goals, but teams
remain the central methodology of most organizations in the private, non-profit,
as well as government sectors.

The fact remains that when a team becomes more aligned, a commonality of
direction emerges, and the individual energies harmonize. This way there is a
shared vision as well as an understanding of how to complement each others’
efforts.

Once you know the type of team you are in, it will help you choose how to plan
your work and what you can expect as outcomes. There are various types of
teams. In this article we are going to discuss the five most common ones.
SCOPE OF THE STUDY

 Think about your team first - Every individual should think of his team first and his
personal interests should take a backseat. Do not mix your personal issues with your
professional life. Keep them separate.
 Never underestimate your team member - Do not neglect any of the members, instead
work together and also listen to them as well. Never try to impose your ideas on any
member. Avoid demotivating any team member.
 Discuss - Before implementing any new idea, it must be discussed with each and
every member on an open platform. Never ever discuss with anyone separately as the
other person feels left out and reluctant to perform and contribute to the team.
 Avoid criticism - Stay away from criticism and making fun of your team members.
Help each other and be a good team player. Be the first one to break the ice and
always create a friendly ambience. If you do not agree with any of your team member,
make him understand his mistakes but in a polite tone and do guide him. Avoid
negativity within the team.
 Transparency must be maintained and healthy interaction must be promoted
among the team members. The communication must be effective, crystal clear and
precise so that every team member gets a common picture. Effective communication
also nullifies misunderstandings and confusions. Confusions lead to conflicts and
individuals waste their time and energy in fighting rather than working.
 The team leader must take the responsibility of encouraging the team
members to give their level best and should intervene immediately in cases of
conflicts. The personality of the leader should be such that every team member should
look up to him and take his advice whenever required. He should not be partial to any
member and support each of them equally. It is the duty of the team leader to extract
the best out of his team members.
 For better team work, try to understand your team members well. Do not just always
talk business, it is okay if you go out with your team members for lunch or catch a
movie together. It improves the relations and strengthens the bond among the team
members. The team members must trust each other for maximum output.
 Avoid conflicts in your team. Don’t fight over petty issues and find faults in others.
One should be a little adjusting with each other and try to find an alternative best
suited to all the team members.
 Rewards and Recognition - Healthy competition must be encouraged among the
team members. The performance of every team member must be evaluated timely and
the best performer should be rewarded suitably so that the other members also get
motivated to perform. Recognitions like “The Best Team Player” or the “The Best
Performer” go a long way in motivating the team members. Appreciate the member
who performs the best or does something unique.
RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”1

Sampling Design

A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.

Universe

The universe chooses for the research study is the employees of Hyderabad Industries Ltd.

Sample Size

Number of the sampling units selected from the population is called the size of the sample.
Sample of 50 respondents were obtained from the population.

Sampling Procedure

The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.

Methods of Data Collection

The data’s were collected through Primary and secondary sources.

Primary Sources

Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Sources

Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how. Although the data description is factual, accurate
and systematic, the research cannot describe what caused a situation. Thus, descriptive
research cannot be used to create a causal relationship, where one variable affects another. In
other words, descriptive research can be said to have a low requirement for internal validity.

Questionnaire

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system.
A defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised
by the respondents the questionnaire was redialled to its present form.

Sample

A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 50
respondents in total has been randomly selected. The response to various elements under each
questions were totaled for the purpose of various statistical testing.

Presentation of Data
The data are presented through charts and tables.

RESEARCH LIMITATION OF THE STUDY

1. Teamwork architectures such as Machinetta are particularly amenable to

human control because their explicit representation of plans, roles, and
information offer a variety of levers for influencing behavior. Human
intentions can be expressed through goals, waypoints, explicit human
roles in team plans, or instantiation of new plans.
2. This research only applicable in India organizational culture related to
team work and its impact on organizational productivity

3. This research is only a practice for me authorized by my teacher of

writing research report of the situation to ensure it proceeds as desired.

 CHAPTER-II

REVIEW OF LITERATURE
While the most tangible and visible aspects of are the decisive actions taken in response, the
successfulness of the operation relies heavily on the situation assessment process that
preceeds the recognition of the situation and decision on a response. Correctly and quickly
identifying the situation is of utmost important to the outcome. Therefore, most research has
focused on the first aspect of the tactical decision-making process. Situation assessment
involves information gathering and uncertainty reduction (Schmitt and Klein, 1996). These
activities are prominent in the early phases of . Endsley (1995) characterizes the generation
of situation awareness as a process consisting of three incremental stages, starting with
perception of factual information about the environment, moving toward comprehension of
the situation as a whole (interpretation of pattens and causes), and finally appreciation of the
consequences of the situation, including projection of future events and impact on one’s
goals.

The RPD model of makes a commitment to modeling situation assessment specifically as a

feature-matching process (Klein, 1993). It is claimed that situations are represented by lists
of features or cues associated with them, and that commanders actively look for these
features in the environment. The features may have different weights based on relevance to
various situations. Once a sufficient number of features has been detected for one of the
situations, the RPD model predicts that the commander commits to the identification and
triggers the process of developing a response based on it. This satisficing approach,
characteristic of the NDM paradigm, contrasts with use of more precise probabilistic models
(e.g. Bayesian) or in-depth evaluation of alternatives, but is supported by many studies of
human tactical decision-making, especially under constraints of time pressure.

There is a great deal of evidence for this NDM/RPD style of on the battlefield. Pascual and
Henderson (1997) collected and coded communications from two live exercises, and found
the most support (based on type of message) for RPD among 7 other models, especially under
high workload. Serfaty et al. (1997) studied the role of expertise in , which also supports
RPD because experience forms the basis of the cases/situations and diversity/quality of
responses to choose from. Adelman et al. (1998) summarize research on tactical decision-
making in the context of the brigade tactical operations center (TOC), and describe how it fits
the RPD model.
Extending these theories of to teams involves distributing the tactical decision-making
process over multiple individuals, such as a command staff. Often the final decision,
responsibility, and authority lies with a single commander who approves the decision.
However, prior to this, the staff actively engages in distributed situation assessment,
collecting information from multiple sources and integrating it together to form a common
picture. Salas, Prince, Baker, and Shrestha (1995) provide a good overview of the distributed
nature of team situation awareness and the communicaion required. The challenge is to work
together to pool various sources and perform information fusion to lift the “fog of war,”
identify enemy intent, and so on. They are jointly committed to the common goal of
determining the situation accurately, and they share information and collaborate accordingly.
A report by Sonnenwald and Pierce (1998) discusses the organization of the battalion TOC to
better support this collaborative process.

Team Competencies
A significant advance in the study of teams came from the identification and characterization
of team competencies (Cannon-Bowers, Tannenbaum, Salas, and Volpe, 1995). Team
competencies are those requirements that are needed for effective team performance. Team
competencies can be divided into: knowledge, skills, and attitudes. Knowledge refers to
factual information about the domain, mission, and team structure that team members must
know in order to interact effectively. For example, they need to know who plays what role,
and what the capabilities of their teammates are. Skills refer to the teamwork processes, such
as information exchange, load balancing, and conflict resolution. And attitudes refer to the
motivational determinants of team members’ choices, such as orientation toward teamwork,
leadership, and willingness to accept advice or help.

All three of these areas of competency can be targets for training. Furthermore, all three
areas are important for human behavior representation, especially in synthetic teams. For
example, the affects of fatigue, attrition, or uncertainty on morale can impact team cohesion
and performance, and these can be understood as primarily attitudinal effects. Whereas
confusion over how to re-organize after the loss of a commander, and inefficiency at
determining how to continue the mission with modified role assignments, can be related to
lack of knowledge competency (especially acute in units with high turnover and young
recruits, though mitigated by having more experienced members on the team).
The decomposition of teamwork requirements into specific competencies (knowledge, skills,
and attitudes) begins to open the door for understanding the relationship between human
performance, as determined by cognition at the individual level, and team performance as a
whole. Huey and Wickens (1985) present an in-depth dicussion of these issues in the context
of tank crews, as a summary of an NRC-sponsored research panel. Just as performance of
certain individual tasks (operating equipment, monitoring communication channels, etc.)
places demands on cognition (memory, reasoning, attention), so does teamwork. In fact,
teamwork can be thought of as an additional activity that competes with one’s own taskwork
for cognitive resources. Interacting with team members requires attention and effort. In fact,
it can be predicted that: 1) high workload of individual tasks should interfere with teamwork
behaviors, such as reducing communications and synchronization, and 2) this inter-
relationship could be influenced by training, especially through automation of taskwork that
frees up cognitive resources for attending to teamwork. This intrinsic linkage between
individual performance and team performance, mediated through cognition, can serve as the
foundation for studies and simulation of many interesting phenomena in the behavior of
human teams.

Team Processes
To better understand how teams work, researchers often make a distinction between taskwork
and teamwork (Salas et al., 1992). Taskwork refers to activities individuals do in the course
of performing their own parts of the team’s mission, more or less independently from others.
Team members must of course train for these activities as a pre-requisite to working in the
team. However, teamwork refers to those activities explicitly oriented toward interactions
among team members and are required for ensuring the collective success. Teamwork
processes include: communication, synchronization, load balancing, consensus formation,
conflict resolution, monitoring and critiquing, confirming, and even interpersonal interactions
such as reassurance. It is argued that these activities must be practiced as well to produce a
truly effective team. It is an unfortunate reality that most training in industry and the military
focuses on training individuals for taskwork (such as acquiring knowledge of individual
procedures in a cockpit), while relegating teaching of teamwork to on-the-job training (e.g.
indoctrination by peers) in the operational environment.

Because of the importance of the taskwork/teamwork distinction, researchers who study team
training have developed a number of empirical measures to assess the internal processes of
teams and correlate them with external measures of performance (Cannon-Bowers and Salas,
1997). Two ways of assessing teams are through team outcome measures and team process
measures. Team outcome measures are direct measures of performance, such as time to
complete the mission, number goals achieved, and number of resources used. Increasing
these measures is usually the direct objective of training. However, in order to evaluate a
team and explain why their performance is not optimal, and to give them feedback on how to
improve themselves, team process measures are needed. There has been a great deal of
interest in defining quantifiable team process measures, such as frequency of
communications, types of communications, questioning of decisions, sharing of information,
requests for help, and so on. As a specific example, Serfaty et al. (1998) define several
“anticipation ratios,” which quantify the frequency with which team members actively
provide useful information to others versus having to be asked for it (i.e. transfers versus
requests). Improving these internal aspects is only an indirect way of improving a team.
However, to the extent that these process measures are correlated with outcome measures,
they can be used to identify weaknesses in a team and to design targeted training methods
that should eventually improve the team’s overall performance. In simulations, team process
measures can be used to gauge how realistic the performance of a synthetic team (e.g. of
agents) is and whether they are achieving their outcomes in a way that reflects how a team of
humans would.

Perhaps the three most central team processes, which have received the most attention from
researchers, are: communication, adaptiveness, and decision-making. All are essential for
team performance. Communication among team members can serve a number of different
purposes, including coordination of team activities (synchronization), information exchange
(especially building situation awareness), and to support other teamwork processes (load-
balancing, requests for help, decision-making, feedback/monitoring/self-correction, etc.).
Some studies of communications in various operational settings have cataloged the types of
messages exchanged along various dimensions, such as task-oriented versus team-oriented,
behavioral versus cognitive, etc. (Gordon et al., 2001). The effect of various factors on both
the frequency and types of communications can be assessed. For example, highly-effective
teams tend to communicate more, and they tend to talk more about teamwork than taskwork
(Orasanu, 1990). Interestingly, however, it has been observed that under particularly high
workload (or high tempo operations), communication in the most effective teams can actually
decrease, presumably because team members begin to rely more on implicit coordination
through well-developed shared mental models (Serfaty, Entin, and Johnston, 1998).
Schraagen and Rasker (2001) have followed up on this work by distinguishing between
exchange of team information versus situation information, which are found to differ when
handling novel versus routine situations.

Adaptiveness is also an important competency for effective teamwork (Kozlowski, 1998;

Klein and Pierce, 2001). There are several notions of adaptiveness in teams. On the one
hand, it can refer to responses such as load-balancing or task re-allocation, as well as resource
re-distribution. As team members become over-loaded, they might seek to offload some of
their taskwork on less loaded cohorts (Porter et al., 2002). Another notion of adaptation is
shifting among strategies or re-planning (see discussion in Klein and Pierce, 2001). In
general, members on effective teams must learn to recognize the cues of excessive workload
and opportunities for initiating these re-balancing or re-planning activities, they must have
basic knowledge of the capabilities of their teammates (a knowledge competency), and they
must practice minimizing the overhead of the transfer. Serfaty, Entin, and Johnston (1998)
describe the negative effects of stress on this type of team adaptiveness, and suggest ways to
train to mitigate this. On the other hand, some situations call for a more extreme type of
adaptiveness in which team members actually re-define their roles (ref?). Though more
drastic, team re-organization also requires similar compentencies for recognition, knowledge
of roles, and efficiency of process. Regardless of type of adaptation, special emphasis is
often placed on developing meta-cognitive skills within the team for self-monitoring
performance to identify when and how to adapt (Kozlowski, 1998; Cohen, Freeman, and
Wolf, 1996).

Finally, decision-making is a process most closely associated with the ultimate goal of most
teams (Orasanu and Salas, 1993). Of course decision-making strongly relies on
communication (Ilgen et al., 1995). There have been many studies on how teams make
(distributed) decisions. One of the advantages of teams is that expertise does not have to be
centralized. However, the team members must work together to derive a consistent opinion,
i.e. consensus. Perhaps the most basic mechanism is by voting. Bayesian methods are
probably more correct, but not often used by humans. Kleinman et al. (1992) describe
normative models of how distributed teams combine evidence, and how this is enhanced by a
hierarchical structure (with a team leader). However, consensus formation is highly
influenced by inter-personal factors such as trust and assertiveness. Consensus formation
also depends on the relative expertise of the individuals, and team members often modify
their opinions as they see the votes of others (Sorkin, 2001).
There exist a number of mathematical models of teams that can be used to make predictions
of team performance. Sorkin’s (2001) model of consensus formation is based on signal
processing theory. Kleinman et al. (1992) describe a model of team resource allocation
called TDS that is based on solving a weighted bipartite-graph matching problem. In a
separate model called DREAM, Kleinman et al. (1992) also describe how to reformulate a
team task-allocation problem as an optimization problem that can be solved using dynamic
programming methods. Coovert has popularized the use of Petri Nets to model the
concurrent activities within a team and their inter-dependencies (Coovert and McNellis,
1992; Coovert, Craiger, and Cannon-Bowers, 1995). Of course, prediction of team
performance also depends on a wide variety of other factors as well, such as individual
competencies, diversity of expertise on the team, individual workload (as might be measured
by the TLX task-load index developed by NASA; Hart and Staveland, 1988), and the degree
of inter-dependency required to handle a particular situation.

Developments in the Understanding of Teamwork through Studies of Air Combat, and

What We Can Learn From Team Training Applications
Much of the research on teamwork and tactical decision-making has been done in the context
of air combat and anti-air warfare. This includes both offensive operations, such as the
control of strike fighters in enemy airspace by an AWACS (airborne warning and control
system), as well as defensive operations such as the protection of battleships from potential
incoming threats (missles and aircraft). Within this air-warfare context, many studies have
been done on how teams interact to perform their tasks, how they respond to stress, etc.
Several cognitive task analysis of AWACS weapons director teams are available (Fahey et
al., 1997; MacMillan et al., 1998; Schiflett et al., 2000). Also, there have been several studies
that have examined team naturalistic decision-making processes in air defense (AD/AAW)
teams in the Combat Information Center (CIC) on ships such as the Aegis battlecruiser
(Kaempf, et al. 1996; Zachary et al., 1998; Leibhaber and Smith, 2000). These studies
generally support the view that teams in this domain are carrying out a distributed,
recognitional process that is focused on gathering and fusing information to produce team
situational awareness. Similar behavior can be predicted for command groups and battle staff
teams in ground combat, who face analogous challenges of uncertainty about spatially
distributed and mobile threats.

Much of the research in this area throughout the decade of the 1990’s was sponsored by the
TADMUS program (Tactical Decision-Making Under Stress; Collyer and Makecki, 1998)
through the Naval Air Warfare Center, which was a congressionally-mandated effort to study
and develop improvements to the team training process in response to the accidental downing
of a commercial Iranian Airbus by the USS Vincennes in 1989. The accident was attributed
to a break down in teamwork and group decision-making in a high-stress environment. Many
aspects of teamwork were studied in this context, including effects of stress, leadership,
communication, adaptiveness, monitoring and self-correction, etc., and recommendations
were made for development of new training methods to enhance team effectiveness. A good
example is the TACT training method (Serfaty, Entin, Johnston, 1998), which was designed
to get team members to adapt more effectively to changing workloads under stress through
practicing scenarios that reinforce the use of shared mental models for implicit coordination.

To place all of this on a rigorous basis, a great deal of effort has gone into defining empirical
measures of team performance in order to assess teams, identify deficiencies, provide
informative feedback, and design customized interventions that address specific weaknesses
(Cannon-Bowers and Salas, 1997; Johnston et al., 1997). One example is the ATOM Anti-
Air Teamwork Observation Measure (Smith-Jensch et al., 1998), which is a rating system
that team evaluators can use to assess teams. It includes dimensions such as:

 information exchange
o seeking information from all sources
o passing to appropriate persons before being asked
o providing “big picture” situation updates
 communication
o using proper phraseology
o providing complete internal and external reports
o avoiding excess chatter
o ensuring communications are audible and ungarbled
 support behavior
o correcting team errors
o providing and requesting backup assistance when needed
 team initiative/leadership
o providing guidance or suggestions to team members
o stating clear team and individual priorities
While specific actions and events in an AAW scenario can be linked into this hierarchy, it
clearly generalizes to many other domains as well. Furthermore, besides its application to
assessment and training, it reveals the important internal determinants that affect the outward
behavior and performance of a team. Therefore, simulations and/or models of teams need to
take these processes into account to generate realistic team behavior.

Various air-warfare simulations have been developed as tools both for modeling team
performance and for implementing and experimenting with novel simulation-based training
methodologies (Johnston, Poirier, and Smith-Jensch, 1998). Perhaps the most widely known
and used simulation is DDD (Dynamic Distributed Decision-Making; Kleinman, Young, and
Higgins, 1996), which can be used to simulate a variety of teamwork domains (especially
those involving use of workstations with a scope or map and moving threats or targets) and
has a number of built-in process measures to facilitate team research. DDD has been used for
a broad range of teamwork research studies (Ellis et al., 2001; Entin, 2001), as well as real
exercises in distributed mission training (Coovert et al., 2001).

Simulating Team Behavior with Multi-Agent Systems

Recent advances in intelligent agent research have opened up possibilities for more
sophisticated simulations of teamwork and cooperative behavior. Agent models of teamwork
are based on key concepts such as joint intentions (Tambe, 1997; Cohen and Levesque, 1991)
and shared plans (Kraus and Grosz, 1996), which formally encode how teams do things
together. These concepts are derived from the BDI framework (Rao and Georgeff, 1995),
which postulates the importance of representing and reasoning about mental states such as
beliefs, desires, and intentions when interacting with other agents. Jennings’ (1995) GRATE
system exemplifies how useful BDI concepts (especially joint responsibilities) can be to
producing complex coordinated behaviors (the main application of GRATE is a distributed
industrial manufacturing and distribution system). Another popular environment for
developing and evaluating models of agent teamwork is robotic soccer (Kitano et al., 1997); a
number of new methods for communication, coordination, and planning have been developed
for synthetic-soccer competitions (Stone and Veloso, 1999).

Perhaps the most widely known agent-based teamwork system is STEAM (Tambe, 1997).
STEAM is multi-agent system built on top of SOAR, a production-system-based agent
architecture, to which it adds rules for establishing and maintaining commitments to joint
intentions. STEAM produces robust behaviors even in unanticipated situations by
automatically generating communications among team members to reconcile beliefs about
achievability of goals and to re-assign tasks. For example, this was illustrated in the behavior
of a simulated company of Army attack helicopters in a situation where the lead aircraft gets
shot down; with STEAM, the company was able to re-group and continue with the mission.
STEAM is also used in TacAirSoar (Jones et al., 1999), which is a module that can be used to
control aircraft and produce tactical behavior in distributed simulations of air combat
missions

Other multi-agent systems that employ some form of teamwork include RETSINA (Paolucci
et al., 1999), SWARMM (Tidhar, 1998), and CAST (Yen et al., 2001). All of these have
been applied to military combat simulations. In RETSINA, agents work to support humans
by gathering information or constructing plans that will achieve goals in a combat
environment. The agents’ activities are fairly de-coupled, each working more or less
independently on separate parts of a task; opportunities for helping each other are discovered
through a “match-making” intermediary. RETSINA has been incorporated into the CoABS
grid (http://coabs.globalinfotek.com). SWARMM was specifically designed as a system for
simulating air combat teams. It breaks teams of fighters down into well-defined roles, such
as lead aircraft (commander) and wingman, which determines each team members’ actions in
a plan (mission or maneuver). In CAST, more general role assignment is permitted through a
flexible language for team structure and process description. The agents decide dynamically
during a scenario who is the most appropriate member to carry out a task among several that
can play the role, and the others then automatically play backup. CAST also uses the
description of the team as a rudimentary form of a shared mental model to automatically infer
information exchange opportunities and derive information flow based on analysis of needs
of teammates.

For purposes of generating team behavior, agent-based models require the usual types of
inputs from a simulation environment: information on the state of the scenario as it evolves,
such as coordinates of known enemy positions, events such as explosions or equipment
failures, discovery of obstacles such as mine fields or destroyed bridges, weather conditions,
etc. Of course, agents should only have access to fair information that humans would have,
such as spot reports or sensor readings, and should not be allowed to take advantage of
knowing “ground truth.” This forces the agents to be active in collecting and updating
information, as a human team would. From this filtered information, teams of agents can
work together to make decisions. To support this, it is essential for the agents to have a
mechanism for communicating with each other, which mediates their interactions and
teamwork processes. In some cases, agents may communicate directly with each other using
arbitrary software protocols for message-passing (e.g. sockets, TCP/IP). However, in other
cases, it may be interesting to restrict agents to use (simulations of) only real-world
communication mechanisms, such as radio networks or battlefield LANS, so the impact of
delayed or degraded messages or interruptions in communications networks on team
performance can be explored.

Although great progress has been made in simulating coordinated behavior, multi-agent
systems still have a long way to go to produce the full range of behaviors exhibited by human
teams. For example, none of the existing systems explicitly attempts to model situation
awareness, which is widely recognized to be a primary driver of behavior in human teams,
especially for information gathering activities. Furthermore, they do not follow an NDM
process, such as looking for features and making satisficing decisions. Perhaps this is
because researchers in multi-agent systems do not feel obliged to respect the constraints of
human cognition, given that agents can act much more rapidly and precisely without limits on
memory, accuracy, or attention. However, for realistic human behavior representation of
teams, it would be important to take into account things such as biases in decision-making, or
effects of fatigue or stress. In particular, an accurate model of the situation assessment
process is especially needed for generating realistic information flow and communication
within the team. Agent researchers are often not concerned about the faithfulness of the
internal team process, as long as the external behavior or performance is adequate (perhaps
even better than human teams). But for human-behavior researchers, the interactions within
the team and the way they do things are just as important to model.
 CHAPTER-III

INDUSTRIAL PROFILE

&

COMAPANY PROFILE
Introduction

The automobile industry is one of India’s most vibrant and growing industries. This industry
accounts for 22 per cent of the country's manufacturing gross domestic product (GDP). The
auto sector is one of the biggest job creators, both directly and indirectly. It is estimated that
every job created in an auto company leads to three to five indirect ancillary jobs.

India's domestic market and its growth potential have been a big attraction for many global
automakers. India is presently the world's third largest exporter of two-wheelers after China
and Japan. According to a report by Standard Chartered Bank, India is likely to overtake
Thailand in global auto-export market share by the year 2020.

The next few years are projected to show solid but cautious growth due to improved
affordability, rising incomes and untapped markets. With the government’s backing, and
trends in the international scenario such as the decline in prices of natural rubber, the Indian
automobile industry is slated to witness some major growth.

Market size

The cumulative foreign direct investment (FDI) inflows into the Indian automobile industry
during the period April 2000 – August 2014 was recorded at US$ 10,119.68 million, as per
data by Department of Industrial Policy and Promotion (DIPP).

Data from industry body Society of Indian Automobile Manufacturers (SIAM) showed that
137,873 passenger cars were sold in July 2014 compared to 131,257 units during the
corresponding month of 2013. Among the auto makers, Maruti Suzuki, Hyundai Motor India
and Honda Cars India emerged the top three gainers with sales growth of 18.45 per cent, 12
per cent and 11 per cent, respectively.

The three-wheeler segment posted a 24 per cent growth to 51,461 units on the back of
increased demands from the urban market. Total sales across different vehicle segments grew
12 per cent year on year (y-o-y) to 1,586,123 units.

Scooter sales have jumped by 29 per cent in the ongoing fiscal, and now form 27 per cent of
the total two-wheeler market from just 8 per cent a decade back. The ever-rising demand for
scooters, which has far outstripped supply has prompted Honda to set up its first dedicated
scooter plant in Ahmedabad.

Tractor sales in the country is expected to grow at a compound annual growth rate (CAGR)
of 8–9 per cent in the next five years making India a high-potential market for many
international brands.

Investments

To match production with demand, many auto makers have started to invest heavily in
various segments in the industry in the last few months. Some of the major investments and
developments in the automobile sector in India are as follows:

 Ashok Leyland plans to invest Rs 450–500 crore (US$ 73.54–81.71 million) in India,
by way of capital expenditure (capex) and investment during FY18. The company is
required to manage Rs 6,000 crore (US$ 980.56 million) of assets in seven locations
across the world, for which maintenance capex is needed.

 Honda Motors plans to set up the world's largest scooter plant in Gujarat to roll out
1.2 million units annually and achieve leadership position in the Indian two-wheeler
market. The company plans to spend around Rs 1,100 crore (US$ 179.76 million) on
the new plant in Ahmedabad, and expand its range with a few more offerings.

 Yamaha Motor Co has restructured its business in India. Now, Yamaha Motor India
(YMI) will take care of its India operations. “The restructuring is part of Yamaha’s
mid-term plan aimed at improving organisational efficiency,” as per Mr Hiroyuki
Suzuki, Chief Executive and Managing Director. YMI would be responsible for
corporate planning and strategy, business planning and business expansion, quality
control, and regional control of Yamaha India Business.

 Tata Motors plans to use the 'hub-and-spoke' model in which India will be the key
manufacturing base while it will have mini-hubs in overseas markets. The company
also plans to set up mini hubs in potential markets like Africa, Middle-East and South
East Asia.

 Hero Cycles through its unit OPM Global has acquired a majority stake in German
bicycle company Mitteldeutsche Fahrradwerke AG (MIFA) for €18 million (US$
 19.11 million). The company plans to invest an additional €4 million (US$ 5.09
million) as capital expenses in restructuring the acquired company.

Government Initiatives

The Government of India encourages foreign investment in the automobile sector and allows
100 per cent FDI under the automatic route. To boost manufacturing, the government had
lowered excise duty on small cars, motorcycles, scooters and commercial vehicles to eight
per cent from 12 per cent, on sports utility vehicles to 24 per cent from 30 per cent, on mid-
segment cars to 20 per cent from 24 per cent and on large-segment cars to 24 per cent from
27 per cent.

The government’s decision to resolve VAT disputes has also resulted in the top Indian auto
makers namely, Volkswagen, Bajaj Auto, Mahindra & Mahindra and Tata Motors
announcing an investment of around Rs 11,500 crore (US$ 1.87 billion) in Maharashtra.

The Automobile Mission Plan for the period 2006–2016, designed by the government is
aimed at accelerating and sustaining growth in this sector. Also, the well-established
Regulatory Framework under the Ministry of Shipping, Road Transport and Highways, plays
a part in providing a boost to this sector.

The Government of India-appointed SIAM and Automotive Components Manufacturers

Association (ACMA) are responsible in working for the development of the Indian
automobile industry.

Road Ahead

The future of the auto industry depends on the positive sentiments and the demand for
vehicles in the market. With the festival season coming up, the Indian auto sector will see a
rise in demand which is expected to bring in major growth. An auto dealer survey by firm
UBS suggested that the Indian auto industry, riding on trends like the upcoming festival
season and decline in fuel price, will observe a 12 per cent y-o-y growth in FY18.

Also, keeping up with international trends, there is expected to be a surge in the number of
hybrid vehicles in the Indian auto sector in the years to come.
The growth story for the Indian automobile industry in 2014 rode on the two-wheeler
segment and not on passenger cars or commercial vehicles, as high interest rates and a
stuttering manufacturing industry kept a check on demand.

The year also saw Competition Commission of India (CCI) levying a penalty of Rs.2,544.65
crore ($418) on 14 car makers for their restrictive trade practices by preventing independent
repairers coming into the market. Some of the leading car makers also had to recall some
models over defective components.

When other segments like passenger cars and commercial vehicles logged negative growth,
the two-wheeler makers registered around 13 percent growth between January and October.
Riding on the two-wheeler sector's growth, the automotive industry grew 9.8 percent by
volume year-on-year (YoY) between January and October.

"The two-wheeler segment is the only one that has clocked positive growth at 12.9 percent
YoY (year-on-year) to reach sales of nearly 13.5 million units by October. This can be
attributed to the low cost of two wheelers

in India," Vijay Kakade, vice president for automotive and transportation practice at Frost &
Sullivan, told IANS.

He said the light commercial vehicle (LCV) segment has been the worst hit, with sales
reducing to approximately 330,000 units -- an 18.9 percent YoY fall over 2013.
"The passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and
6.5 percent respectively during the period, compared to 2013. The reduction in sales can be
attributed to the slowdown and the high interest rates set by the RBI (Reserve Bank of India)
reducing the availability of finance options to the public," Kakade added.

"These segments have shown positive signs over the past few months, which is expected to
lead to growth in the next year."

"The year 2014 has been a year of stagnation, which is a positive sign as the decline has
stopped. The industry has shown signs of growth, albeit slower than expected, over the past
few months," Kakade remarked.

P. Balendran, vice president, General Motors India, had similar views to share with IANS:
"Of late, we have seen some movements in new entries driven by novelty factors and some
select manufacturers have been getting the benefits too."
He said the market has not shown any movement forward, despite the excise duty reduction,
while the customer sentiment has not picked up due to sticky interest rates, which remain at
high levels.

"Although fuel prices have started coming down significantly, the enquiry levels at
showrooms have come down and conversions are not taking place at all. The sales of diesel
vehicles are also tapering off because of the narrowing price gap vis-a-vis petrol," Balendran
added.

Expecting the government to continue with a lower excise duty regime for small/mid-
sized/big cars and sports utility vehicles (SUV) till March 2018, Balendran said the rates
should be continued till the Goods and Services Tax ( GST) is introduced -- aiding the
turnaround of the auto sector.

Terming 2014 a mixed bag for the automobile industry, Sumit Sawhney, chief executive and
managing director of Renault India, told that while there has been a sea change in the
consumer sentiment with a gradually improving economic climate in the country, the
optimism has still to translate into sustained sales growth.
"The industry is looking forward to the budget for pro-business policies to reignite the
automobile industry in India."

Highlights of India's automobile industry 2014:

* Overall growth was 9.8 percent by volume year-on-year (YoY) between January and
October.

* Two-wheeler sector grew 12.9 percemt

* Passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and 6.5
till October

* LCV segment worst hit, with sales falling 18.9 percent YoY fall over 2013 till October
* Excise duty reduction on automobiles

* Competition Commission of India (CCI) fines 14 car-makers Rs.2,544.65 crore for

restrictive trade practices.

Auto manufacturers have been trying to cope with economical rough patch in last two years.
Trying to boost sales and implementing cost effective schemes just wasn’t enough. They also
had to cut many of their employees loose to stay somewhat balanced, in some cases. On a
fashionable note, senior employees were asked to take voluntary retirement (not sure what
‘voluntary’ is doing in that sentence).

Tata Motors apart from giving customers attractive offers, gave 600 of their employees early
retirement offers, last month. Ashok Leyland too offered 500 of their employees with
irresistible retirement schemes, last year (pun intended).

Sales of Cars, SUVs, Vans, pick-ups, and entire commercial vehicle segment went south,
with passenger vehicle market encountering first decline in the decade. But what saved the
overall scenario was the two-wheeler market. It took 7.31% hike with motorcycle sales going
3.91% up and scooter sales riding 23% north. Export sales figures also contributed to
somewhat saving the year with rise of 7.21%.
The downtrend left auto manufacturers with piled up inventory and stagnation. The interim
budget announced in February, gave a minor boost as all vehicles prices were reduced
marginally, but it hasn’t exactly helped boost sales yet. Automakers are expecting aid from
the government’s new budget by way of further tax cuts.

Sales figures of March 2014 shows 12.83% overall growth also by means of increased two-
wheeler sales. Commercial Vehicles have further dipped compared to March 2013 and
passenger cars stagnating below the graph. However, overall production has increased by
9.95% comparing March figures of both years, suggesting auto makers’ confidence in
ongoing fiscal to make better.

Launch of new A segment compact cars by various auto majors seems to be helpful in this
economy, for customers as well as value chain entities. Maruti Suzuki finished top on podium
with 42% share in overall car sales, followed by Hyundai with 18% share.

Society of Indian Automobile Manufacturers (SIAM) expects a 6% growth over in the fiscal
2014-18, with boost in manufacturing sector, new investment and fresh capacities in the
industry. Vikram Kirloskar, president of SIAM says, “Whichever government comes in…I
am looking for stability in excise duty and some reduction in taxes. We are an over-taxed
industry.”
COMPANY PROFILE
COMPANY PROFILE

The Tata group comprises over 100 operating companies in seven business sectors: communications
and information technology, engineering, materials, services, energy, consumer products and
chemicals. The group has operations in more than 100 countries across six continents, and its
companies export products and services to 180 countries.

Founded by Jamsetji Tata in 1868, the Tata group is a global enterprise headquartered in India, and
comprises over 100 operating companies, with operations in more than 100 countries across six
continents, exporting products and services to over 180 countries. The revenue of Tata companies,
taken together, was $103.27 billion (around Rs624,757 crore) in 2013-14, with 67.2 percent of this
coming from businesses outside India. Tata companies employ over 581,000 people worldwide.

Every Tata company or enterprise operates independently. Each of these companies has its own board
of directors and shareholders, to whom it is answerable. There are 32 publicly listed Tata enterprises
and they have a combined market capitalisation of about $107.60 billion (as on January 30, 2014), and
a shareholder base of 3.9 million. The major Tata companies are Tata Steel, Tata Motors, Tata
Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices,
Titan, Tata Communications and Indian Hotels.

Tata Steel is among the top ten steelmakers, and Tata Motors is among the top five commercial
vehicle manufacturers, in the world. TCS is a leading global software company, with delivery centres
in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Global Beverages is the
second-largest player in tea in the world. Tata Chemicals is the world’s second-largest manufacturer
of soda ash and Tata Communications is one of the world’s largest wholesale voice carriers.

In tandem with the increasing international footprint of Tata companies, the Tata brand is also gaining
international recognition. Brand Finance, a UK-based consultancy firm, valued the Tata brand at
$18.16 billion and ranked it 39th among the top 500 most valuable global brands in their
BrandFinance® Global 500 2013 report. In 2010, BusinessWeek magazine ranked Tata 17th among
the '50 Most Innovative Companies' list.

Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the
equity of Tata Sons, the Tata promoter holding company, is held by philanthropic trusts that have
created national institutions for science and technology, medical research, social studies and the
performing arts. The trusts also provide aid and assistance to non-government organisations working
in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare
activities to communities around their industrial units.
Going forward, Tata is focusing on new technologies and innovation to drive its business in India and
internationally. The Nano car is one example, as is the Eka supercomputer (developed by another Tata
company), which in 2008 was ranked the world’s fourth fastest. Anchored in India and wedded to
traditional values and strong ethics, Tata companies are building multinational businesses that will
achieve growth through excellence and innovation, while balancing the interests of shareholders,
employees and civil society.

ata Motors Limited is India’s largest automobile company, with consolidated revenues of INR
2,32,834 crores (USD 38.9 billion) in 2013-14. It is the leader in commercial vehicles in each
segment, and among the top in passenger vehicles with winning products in the compact, midsize car
and utility vehicle segments.

The Tata Motors Group’s over 60,000 employees are guided by the mission “to be passionate in
anticipating and providing the best vehicles and experiences that excite our customers globally.''

Established in 1945, Tata Motors’ presence cuts across the length and breadth of India. Over 8 million
Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company’s manufacturing
base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh),
Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance
with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon
(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company’s dealership,
sales, services and spare parts network comprises over 6,600 touch points, across the world.

Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as an
international automobile company. Through subsidiaries and associate companies, Tata Motors has
operations in the UK, South Korea, Thailand, South Africa and Indonesia. Among them is Jaguar
Land Rover, acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company,
South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles
Company has launched several new products in the Korean market, while also exporting these
products to several international markets. Today two-thirds of heavy commercial vehicle exports out
of South Korea are from Tata Daewoo. In 2006, Tata Motors formed a 51:49 joint venture with the
Brazil-based, Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-
built buses and coaches for India - the plant is located in Dharwad. In 2006, Tata Motors entered into
joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and
market the company's pickup vehicles in Thailand, and entered the market in 2008. Tata Motors (SA)
(Proprietary) Ltd., Tata Motors' joint venture with Tata Africa Holding (Pty) Ltd. set up in 2011, has
an assembly plant in Rosslyn, north of Pretoria. The plant can assemble, semi knocked down (SKD)
kits, light, medium and heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports since 1961. The
company's commercial and passenger vehicles are already being marketed in several countries in
Europe, Africa, the Middle East, South East Asia, South Asia, South America, CIS and Russia. It has
franchisee/joint venture assembly operations in Bangladesh, Ukraine, and Senegal.

The foundation of the company's growth over the last 68 years is a deep understanding of economic
stimuli and customer needs, and the ability to translate them into customer-desired offerings through
leading edge R&D. With over 4,500 engineers, scientists and technicians the company's Engineering
Research Centre, established in 1966, has enabled pioneering technologies and products. The
company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South
Korea, Italy, Spain, and the UK.

It was Tata Motors, which launched the first indigenously developed Light Commercial Vehicle in
1986. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini-truck. In 2009, the company launched its globally benchmarked Prima
range of trucks and in 2012 the Ultra range of international standard light commercial vehicles. In
their power, speed, carrying capacity, operating economy and trims, they will introduce new
benchmarks in India and match the best in the world in performance at a lower life-cycle cost.

Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the Tata Indica,
India's first fully indigenous passenger car.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano has been
subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in Nepal and Sri
Lanka. A development, which signifies a first for the global automobile industry, the Nano brings the
joy of a car within the reach of thousands of families.

Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative

fuels. It has developed electric and hybrid vehicles both for personal and public transportation. It has
also been implementing several environment-friendly technologies in manufacturing processes,
significantly enhancing resource conservation.

Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing, and
machine tools and factory automation solutions.

Tata Motors is committed to improving the quality of life of communities by working on four thrust
areas - employability, education, health and environment. The activities touch the lives of more than a
million citizens. The company's support on education and employability is focused on youth and
women. They range from schools to technical education institutes to actual facilitation of income
generation. In health, the company's intervention is in both preventive and curative health care. The
goal of environment protection is achieved through tree plantation, conserving water and creating new
water bodies and, last but not the least, by introducing appropriate technologies in vehicles and
operations for constantly enhancing environment care.

2018

o Vistara takes to the skies

o Prime Minister of India, Narendra Modi, releases commemorative coin to mark the
175th birth anniversary of Jamsetji Nusserwanji Tata

2014

o Tata Sons sets up office in Singapore as base for Asean region

o WWF-India and Tata Housing unveil first-ever crowd-funding campaign for species
conservation in India

o Tata Chemicals celebrates 75 years of glorious presence

o Tata Motors unveils the all-new Zest and Bolt

o Voltas and Dow Chemical Pacific (Singapore) join forces in India

o Tata headquarters is India's first heritage building to get prestigious green rating

o Land Rover debuts invisible car technology

o TCS and Mitsubishi Corporation join forces, create strategic Japanese IT services
company

o Tata Global Beverages' UK subsidiary acquires 100 percent equity stake in Earth
Rules, Australia

o Tata Power crosses 500 MW landmark of renewable energy generation capacity

o Tata Power Solar successfully commissions India’s largest solar power project with
NTPC

o Jaguar Land Rover develops the self-learning intelligent car of the future

o Pilatus and Tata Advanced Systems announce the manufacturing of PC-12 'Green
Aircraft' aerostructures in India
 o Tata ClassEdge crosses 10,000 classrooms milestone

o CMC amalgamates with TCS

o First Land Rover Discovery Sport rolls off the production line securing £3.5 billion in
UK supplier contracts

o Tata Motors celebrates 60 years of truck manufacturing in Jamshedpur

o Tata Power Solar completes 25 years of harnessing solar power to transform lives

2013

 Tata Motors’ Jamshedpur plant rolls out its two millionth truck
 Tata Power synchronises fifth 800MW unit and makes its first UMPP of 4,000MW,
at Mundra, fully operational
 Tata Sons announces formation of the Group Executive Council
 Tata Technologies acquires Cambric, a premier US-based engineering services
company
 TCS acquires IT services firm Alti to help drive long-term growth in France
 Titan Industries is now Titan Company
 Tata Sons and Singapore Airlines to establish new airline in India
 Mount Everest Mineral Water (MEMW) to be merged with Tata Global Beverages
 Jaguar Land Rover celebrates 1,000,000 vehicles built at Halewood operations
 Tata Toyo and Air International enter into a joint venture
 Titan Company celebrates retail milestone with 1,000 stores

2008

 Tata Motors unveils Tata Nano, the People’s Car, at the 9th Auto Expo in Delhi on
January 10, 2008
 Tata Motors acquires the Jaguar and Land Rover brands from the Ford Motor
Company
 Tata Chemicals acquires General Chemical Industrial Products Inc (now known as
Tata Chemicals North America)
2009

o Tata Motors announces commercial launch of the Tata Nano; delivers first
Tata Nano in the country in Mumbai
o Tata Teleservices announces pan-India GSM service with NTT DOCOMO
o TRF acquires Dutch Lanka Trailer Manufacturers (DLT), Sri Lanka, a world-
class trailer manufacturing company
o Jaguar Land Rover introduces its premium range of vehicles in India
o Tata Chemicals launches Tata Swach — the world’s most cost-effective
water purifier
 Tata Housing makes waves with its launch of low cost housing in Mumbai

2010

o TRF acquires UK-based Hewitt Robins International

o New plant for Tata Nano at Sanand inaugurated
o Advinus Therapeutics announces the discovery of a novel molecule — GKM-001 —
for the treatment of type II diabetes
o Tata Tea announces joint venture with PepsiCo for health drinks
o Tata Tea group rebrands itself as Tata Global Beverages, headquartered in London
o Tata Chemicals acquires 100-per-cent stake in leading vacuum salt producer British
Salt, UK
o Tata Chemicals launches i-Shakti dals, India's first national brand of pulses
2011

o Tata Chemicals rebrands its global subsidiaries in the UK, the US and Kenya under
the Tata Chemicals corporate brand
o The Tata brand soars into the top 50 club of global brands
o Tata Medical Center, a comprehensive cancer care and treatment facility established
in Kolkata, was inaugurated by Tata Sons Chairman Ratan Tata
o The Tata Nano begins international journey in Sri Lanka and Nepal
o Jaguar celebrates 50 years of iconic E-Type car
o Tata Steel completes centenary of its first blast furnace
o Tata BP Solar becomes wholly owned Tata company (now known as Tata Power
Solar Systems)
2012

o Tata Global Beverages and Starbucks form joint venture to open Starbucks cafés
across India. First outlet launched in October in Mumbai
o Tata Communications completes world’s first wholly-owned cable network ring
around the world
o India’s first iodine plus iron fortified salt launched by Tata Chemicals
o Tata AIG Life Insurance Company to be now called Tata AIA Life Insurance
 Company
o Starbucks opens spectacular flagship store in Mumbai, honouring the dynamic culture
of India
o Tetley Tea celebrates 175th anniversary
o Tata Steel expands aerospace activities in China
o Cyrus P Mistry takes over as Chairman, Tata Sons from Ratan N Tata

Board of Directors

Mr. Mistry with the Safari Storme

Mr. Kant with the Ultra

Mr. Wadia with the Range Rover Evoque

Mr. Cyrus P. Mistry

Non-Executive Director and Chairman

Mr. Mistry was appointed as a Director of Tata Motors with effect from May 29, 2012, and as Deputy
Chairman of the Company with effect from November 7, 2012. Mr. Mistry took over as Chairman
from Mr. Ratan N. Tata on his retirement with effect from December 28, 2012.

Mr. Mistry was earlier Managing Director of the Shapoorji Pallonji group and was also responsible
for building the infrastructure development vertical in the Shapoorji Pallonji group.

Mr. Mistry is a Graduate of Civil Engineering from the Imperial College London (1990) and has an
MSc in Management from the London Business School (1997). He was recently bestowed with the
Alumni Achievement Award by the London Business School.
Mr. Ravi Kant

Non-Executive Director and Vice Chairman

Mr. Kant has been with the Company since February 1999, joining as Senior Vice President
(Commercial Vehicles), and was inducted on the Board as an Executive Director in July 2000 and
became the Managing Director in July 2005. Upon retiring from his Executive position on June 1,
2009, Mr. Ravi Kant continues to be on the Company’s Board of Directors as Vice-Chairman.

Prior to joining the Company, he was with Philips India Limited as Director of Consumers Electronics
business and prior to which with LML Ltd. as Senior Executive Director (Marketing) and Titan
Watches Limited as Vice President (Sales & Marketing).

Mr. Ravi Kant holds a Bachelor of Technology degree in Metallurgical Engineering from the Institute
of Technology, Kharagpur and a Master's degree in Science from the University of Aston,
Birmingham, UK.

Mr. Nusli N. Wadia

Non-Executive, Independent Director

Educated in the UK, Mr. Wadia is the Chairman of the Bombay Dyeing & Manufacturing Company
Limited and heads the Wadia Group. He is also the Chairman/ Trustee of various charitable
institutions and non-profit organisations.

Mr. Wadia has been on the Company’s Board since December 1998 as an Independent Director.

Dr. Raghunath A. Mashelkar

Non-Executive, Independent Director

Dr. Mashelkar is an eminent chemical engineering scientist retired from the post of Director General
from the CSIR and is the President of Indian National Science Academy (INSA), National Innovation
Foundation, Institution of Chemical Engineers, UK and Global Research Alliance. The President of
India honoured Dr. Mashelkar with the Padmashri (1991) and the Padmabhushan (2000). Dr.
Mashelkar holds a Ph.D. in Chemical Engineering from the Bombay University.

He was appointed as an Independent Director of the Company w.e.f. August 28, 2007.
National interest

The Tata group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.

A Tata company’s management practices and business conduct shall benefit the country, localities
and communities in which it operates, to the extent possible and affordable, and shall be in
accordance with the laws of the land.

A Tata company, in the course of its business activities, shall respect the culture, customs and
traditions of each country and region in which it operates. It shall conform to trade procedures,
including licensing, documentation and other necessary formalities, as applicable.

Financial reporting and records

A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance with
the accounting and financial reporting standards which represent the generally accepted guidelines,
principles, standards, laws and regulations of the country in which the company conducts its business
affairs.

Internal accounting and audit procedures shall reflect, fairly and accurately, all of the company’s
business transactions and disposition of assets, and shall have internal controls to provide assurance to
the company’s board and shareholders that the transactions are accurate and legitimate. All required
information shall be accessible to company auditors and other authorised parties and government
agencies.There shall be no willful omissions of any company transactions from the books and records,
no advance-income recognition and no hidden bank account and funds.
Any willful, material misrepresentation of and / or misinformation on the financial accounts and
reports shall be regarded as a violation of the Code, apart from inviting appropriate civil or criminal
action under the relevant laws. No employee shall make, authorise, abet or collude in an improper
payment, unlawful commission or bribing.

Competition
A Tata company shall fully support the development and operation of competitive open markets and
shall promote the liberalisation of trade and investment in each country and market in which it
operates. Specifically, no Tata company or employee shall engage in restrictive trade practices, abuse
of market dominance or similar unfair trade activities.

A Tata company or employee shall market the company’s products and services on their own merits
and shall not make unfair and misleading statements about competitors’ products and services. Any
collection of competitive information shall be made only in the normal course of business and shall be
obtained only through legally permitted sources and means.

Equal opportunities employer

A Tata company shall provide equal opportunities to all its employees and all qualified applicants for
employment without regard to their race, caste, religion, colour, ancestry, marital status, gender,
sexual orientation, age, nationality, ethnic origin or disability.

Human resource policies shall promote diversity and equality in the workplace, as well as compliance
with all local labour laws, while encouraging the adoption of international best practices.

Employees of a Tata company shall be treated with dignity and in accordance with the Tata policy of
maintaining a work environment free of all forms of harassment, whether physical, verbal or
psychological. Employee policies and practices shall be administered in a manner consistent with
applicable laws and other provisions of this Code, respect for the right to privacy and the right to be
heard, and that in all matters equal opportunity is provided to those eligible and decisions are based on
merit.

Gifts and donations

A Tata company and its employees shall neither receive nor offer or make, directly or indirectly, any
illegal payments, remuneration, gifts, donations or comparable benefits that are intended, or
perceived, to obtain uncompetitive favours for the conduct of its business. The company shall
cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud and
corruption.
However, a Tata company and its employees may, with full disclosure, accept and offer nominal gifts,
provided such gifts are customarily given and / or are of a commemorative nature. Each company
shall have a policy to clarify its rules and regulations on gifts and entertainment, to be used for the
guidance of its employees.

Government agencies

A Tata company and its employees shall not, unless mandated under applicable laws, offer or give
any company funds or property as donation to any government agency or its representative, directly or
through intermediaries, in order to obtain any favourable performance of official duties. A Tata
company shall comply with government procurement regulations and shall be transparent in all its
dealings with government agencies.

Political non-alignment

A Tata company shall be committed to and support the constitution and governance systems of the
country in which it operates.

A Tata company shall not support any specific political party or candidate for political office. The
company’s conduct shall preclude any activity that could be interpreted as mutual dependence /
favour with any political body or person, and it shall not offer or give any company funds or property
as donations to any political party, candidate or campaign.

Health, safety and environment

A Tata company shall strive to provide a safe, healthy, clean and ergonomic working environment for
its people. It shall prevent the wasteful use of natural resources and be committed to improving the
environment, particularly with regard to the emission of greenhouse gases, and shall endeavour to
offset the effect of climate change in all spheres of its activities.

A Tata company, in the process of production and sale of its products and services, shall strive for
economic, social and environmental sustainability.

Quality of products and services

A Tata company shall be committed to supply goods and services of world-class quality standards,
backed by after-sales services consistent with the requirements of its customers, while striving for
their total satisfaction. The quality standards of the company’s goods and services shall meet
applicable national and international standards.

A Tata company shall display adequate health and safety labels, caveats and other necessary
information on its product packaging.
Corporate citizenship

A Tata company shall be committed to good corporate citizenship, not only in the compliance of all
relevant laws and regulations but also by actively assisting in the improvement of quality of life of the
people in the communities in which it operates. The company shall encourage volunteering by its
employees and collaboration with community groups.

Tata companies are also encouraged to develop systematic processes and conduct management
reviews, as stated in the Tata ‘corporate sustainability protocol’, from time to time so as to set
strategic direction for social development activity.

The company shall not treat these activities as optional, but should strive to incorporate them as an
integral part of its business plan.

Cooperation of Tata companies

A Tata company shall cooperate with other Tata companies including applicable joint ventures, by
sharing knowledge and physical, human and management resources, and by making efforts to resolve
disputes amicably, as long as this does not adversely affect its business interests and shareholder
value.

In the procurement of products and services, a Tata company shall give preference to other Tata
companies, as long as they can provide these on competitive terms relative to third parties.

Public representation of the company and the Group

The Tata group honours the information requirements of the public and its stakeholders. In all its
public appearances, with respect to disclosing company and business information to public
constituencies such as the media, the financial community, employees, shareholders, agents,
franchisees, dealers, distributors and importers, a Tata company or the Tata group shall be represented
only by specifically authorised directors and employees. It shall be the sole responsibility of these
authorised representatives to disclose information about the company or the Group.

Third party representation

Parties which have business dealings with the Tata group but are not members of the Group, such as
consultants, agents, sales representatives, distributors, channel partners, contractors and suppliers,
shall not be authorised to represent a Tata company without the written permission of the Tata
company, and / or if their business conduct and ethics are known to be inconsistent with the Code.
Third parties and their employees are expected to abide by the Code in their interaction with, and on
behalf of, a Tata company. Tata companies are encouraged to sign a non-disclosure agreement with
third parties to support confidentiality of information.

Use of the Tata brand

The use of the Tata name and trademark shall be governed by manuals, codes and agreements to be
issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata Brand Equity
and Business Promotion agreement. No third party or joint venture shall use the Tata brand to further
its interests without specific authorisation.

Group policies

A Tata company shall recommend to its board of directors the adoption of policies and guidelines
periodically formulated by Tata Sons.

Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights.The board of directors of a Tata company shall
duly and fairly inform its shareholders about all relevant aspects of the company’s business, and
disclose such information in accordance with relevant regulations and agreements.

Ethical conduct

Every employee of a Tata company, including full-time directors and the chief executive, shall exhibit
culturally appropriate deportment in the countries they operate in, and deal on behalf of the company
with professionalism, honesty and integrity, while conforming to high moral and ethical standards.
Such conduct shall be fair and transparent and be perceived to be so by third parties.

Every employee of a Tata company shall preserve the human rights of every individual and the
community, and shall strive to honour commitments.

Every employee shall be responsible for the implementation of and compliance with the Code in his /
her environment. Failure to adhere to the Code could attract severe consequences, including
termination of employment.

Regulatory compliance

Employees of a Tata company, in their business conduct, shall comply with all applicable laws and
regulations, in letter and spirit, in all the territories in which they operate. If the ethical and
professional standards of applicable laws and regulations are below that of the Code, then the
standards of the Code shall prevail.
Directors of a Tata company shall comply with applicable laws and regulations of all the relevant
regulatory and other authorities. As good governance practice they shall safeguard the confidentiality
of all information received by them by virtue of their position.

Concurrent employment

Consistent with applicable laws, an employee of a Tata company shall not, without the requisite,
officially written approval of the company, accept employment or a position of responsibility (such as
a consultant or a director) with any other company, nor provide freelance services to anyone, with or
without remuneration. In the case of a full-time director or the chief executive, such approval must be
obtained from the board of directors of the company.

Conflict of interest

An employee or director of a Tata company shall always act in the interest of the company, and
ensure that any business or personal association which he / she may have does not involve a conflict
of interest with the operations of the company and his / her role therein. An employee, including the
executive director (other than independent director) of a Tata company, shall not accept a position of
responsibility in any other non-Tata company or not-for-profit organisation without specific sanction.

The above shall not apply to (whether for remuneration or otherwise):

a) Nominations to the boards of Tata companies, joint ventures or associate companies.
b) Memberships / positions of responsibility in educational / professional bodies, wherein such
association will benefit the employee / Tata company.
c) Nominations / memberships in government committees / bodies or organisations.
d) Exceptional circumstances, as determined by the competent authority.

Competent authority, in the case of all employees, shall be the chief executive, who in turn shall
report such exceptional cases to the board of directors on a quarterly basis. In case of the chief
executive and executive directors, the Group Executive Council shall be the competent authority.

An employee or a director of a Tata company shall not engage in any business, relationship or activity
which might conflict with the interest of his / her company or the Tata group. A conflict of interest,
actual or potential, may arise where, directly or indirectly…
a) An employee of a Tata company engages in a business, relationship or activity with anyone who is
party to a transaction with his / her company.
b) An employee is in a position to derive an improper benefit, personally or to any of his / her
relatives, by making or influencing decisions relating to any transaction.
c) An independent judgement of the company’s or Group’s best interest cannot be exercised.
 The main areas of such actual or potential conflicts of interest shall include the following:
a) An employee or a full-time director of a Tata company conducting business on behalf of his / her
company or being in a position to influence a decision with regard to his / her company’s business
with a supplier or customer where his / her relative is a principal officer or representative, resulting in
a benefit to him / her or his / her relative.
b) Award of benefits such as increase in salary or other remuneration, posting, promotion or
recruitment of a relative of an employee of a Tata company, where such an individual is in a position
to influence decisions with regard to such benefits.
c) The interest of the company or the Group can be compromised or defeated.

Notwithstanding such or any other instance of conflict of interest that exist due to historical reasons,
adequate and full disclosure by interested employees shall be made to the company’s management. It
is also incumbent upon every employee to make a full disclosure of any interest which the employee
or the employee’s immediate family, including parents, spouse and children, may have in a family
business or a company or firm that is a competitor, supplier, customer or distributor of or has other
business dealings with his / her company.

Upon a decision being taken in the matter, the employee concerned shall be required to take necessary
action, as advised, to resolve / avoid the conflict.

If an employee fails to make the required disclosure and the management of its own accord becomes
aware of an instance of conflict of interest that ought to have been disclosed by the employee, the
management shall take a serious view of the matter and consider suitable disciplinary action against
the employee.

Securities transactions and confidential information

An employee of a Tata company and his / her immediate family shall not derive any benefit or
counsel, or assist others to derive any benefit, from access to and possession of information about the
company or Group or its clients or suppliers that is not in the public domain and, thus, constitutes
unpublished, price-sensitive insider information.

An employee of a Tata company shall not use or proliferate information that is not available to the
investing public, and which therefore constitutes insider information, for making or giving advice on
investment decisions about the securities of the respective Tata company, Group, client or supplier on
which such insider information has been obtained.

Such insider information might include (without limitation) the following:

 Acquisition and divestiture of businesses or business units.

 Financial information such as profits, earnings and dividends.
 Announcement of new product introductions or developments.
 Asset revaluations.
 Investment decisions / plans.
 Restructuring plans.
 Major supply and delivery agreements.
 Raising of finances.

An employee of a Tata company shall also respect and observe the confidentiality of information
pertaining to other companies, their patents, intellectual property rights, trademarks and inventions;
and strictly observe a practice of non-disclosure.

Protecting company assets

The assets of a Tata company shall not be misused; they shall be employed primarily and judiciously
for the purpose of conducting the business for which they are duly authorised. These include tangible
assets such as equipment and machinery, systems, facilities, materials and resources, as well as
intangible assets such as information technology and systems, proprietary information, intellectual
property, and relationships with customers and suppliers.

Citizenship
The involvement of a Tata employee in civic or public affairs shall be with express approval from the
chief executive of his / her company, subject to this involvement having no adverse impact on the
business affairs of the company or the Tata group.

Integrity of data furnished

Every employee of a Tata company shall ensure, at all times, the integrity of data or information
furnished by him / her to the company. He / she shall be entirely responsible in ensuring that the
confidentiality of all data is retained and in no circumstance transferred to any outside person / party
in the course of normal operations without express guidelines from or, the approval of the
management.

Reporting concerns

Every employee of a Tata company shall promptly report to the management, and / or third-party
ethics helpline, when she / he becomes aware of any actual or possible violation of the Code or an
event of misconduct, act of misdemeanour or act not in the company’s interest. Such reporting shall
be made available to suppliers and partners, too.
Any Tata employee can choose to make a protected disclosure under the whistleblower policy of the
company, providing for reporting to the chairperson of the audit committee or the board of directors
or specified authority. Such a protected disclosure shall be forwarded, when there is reasonable
evidence to conclude that a violation is possible or has taken place, with a covering letter, which shall
bear the identity of the whistleblower.

The company shall ensure protection to the whistleblower and any attempts to intimidate him / her
would be treated as a violation of the Code.

Note:

The TCoC does not provide a full, comprehensive and complete explanation of all the rules that
employees are bound to follow. Employees have a continuing obligation to familiarise themselves
with all applicable laws, company policies, procedures and work rules.

All JVs could adopt TCoC or a joint code of conduct incorporating all elements of the TCoC.

This version of the TCoC supersedes all earlier versions and associated documents and stands
effective from October 1, 2013.

PRODUCT PICTURES

PRODUCTS OF TATA MOTORS

INDICA V2 INDICA LX
SAFARI DICOR TURBO

TATA SUMO SAFARI DELUX

SUMO VICTA
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

Data Analysis and Interpretation

4.1 “TABULATION and INTERPRETATION”

Sr. No. Category No. of Respondents Percentage

1 25-35 years 25 25%

2 36-45 yeras 10 10%

3 46-55 years 10 10%

4 56 above 5 5%

Total 50 50%

1.Employee Profile.

CHART-4.1

40

35

30

25

20
AGE- GROUP
15

10

0
25-35 years 36-45 years 46-55 years 56-above

% of respondent.

 About 20% of employees comes under 25-35 years of age group, Where as 35%
comes under 36-45 years of category, 30% under 46-55 years category,& 15% comes
under 56 & above.
 GENDER CLASSIFICATION OF SURVEYED RESPONDENTS

TABLE-4.2

Sr. No. Category No. of Respondents Percentage

1 Married 30 30%

2 Unmarried 20 20%

Total 50 50%

Base 200 respondents

CHART-4.2

50
45
40
35
30
25 No. of Respondents
20 Percentage
15
10
5
0
Married Unmarried Total
1 2

Interpretation

From the table and graph above it can be seen that

 30% respondent’s are married.

 20% respondent’s are unmarried.
4.3 QUALIFICATION
Sr. No. Category No. of Respondents Percentage

1 Non metric 25 25%

2 metric 10 10%

3 Inter mediate 10 10%

4 gradate 5 5%

Total 50 50%

CHART-4.3

Qualification
100%
90%
80%
70%
60%
50%
40% Qualification
30%
20%
10%
0%
non metric
metric
intermediate
graduate

 In this 35% of employees are non- metric, 35% have done only metric, where as 25%
are intermediate, and only 15 % are graduate ..
 4.4 Designation

Sr. No. Category No. of Respondents Percentage

1 operator 25 25%

2 Auto -electrician 10 10%

3 Overman / supervisor 10 10%

4 explosive 5 5%
carrier/general
majdoor/greaser helper

Total 50 50%

CHART-4.4

Designation
100%
90%
80%
70%
60%
50%
40%
Designation
30%
20%
10%
0%
operator auto- electrician overman/supervisor explosive
carrier/general
majdoor/greaser
helper

5 30% of employees are operator, where as only 10% are auto electrician, 25% are over
man and supervisor and 35% includes explosive carrier, general majdoor, and greaser
helper.
4.5 Years of experience.

TABLE:4.5

S.NO FACTORS Total %

1 0-5 years 5 5
2 6-10 years 10 10
3 11-15 years 15 15
4 >15 years 20 20
TOTAL 50 50

GRAPH:4.5

Interpretation:
From the graph shows that 5% of respondents says that they have an 0-5 years Experience in that

organisation, 10%of respondents says that they have an6-10 Years of experience in the

organisation,15% of respondents says that they have an 11-15 years experience in their

organisation.20%.15 years above.

Following are the list of motivational

factors. TABLE:4.6

FACTORS Total Percentage (%)

Job security 20 20

Promotion 10 10

Career Development 15 15
Welfare measures 5 5

TOTAL 50 50

GRAPH:4.6

Interpretation:
From the above graph shows that 20% of respondents feels that they have an job Security in that

organisation,10% of respondents feels that the organisation has To be providing the good career

opportunity from then 15% of respondents feels That they have an availability of welfare facilities in

that organisation 5% of Respondents feels that they have an good promotion opportunity will be

provided By the organisation from them.

Employees at work place.

TABLE:4.7

S.NO FACTORS Total %

1 Highly satisfied 25 25
2 Satisfied 15 15
3 Average 6 6
4 Dis satisfied 4 4
TOTAL 50 50

GRAPH:4.7

Interpretation:
From the above graph 25% of respondents says that they an highly satisfied in their work
place,15% of respondents says that they have an satisfied in their work place ,6% of
respondents says that they have not satisfied in their work place.
Effectiveness of employee participation in decision making.

TABLE:4.8

S.NO FACTORS Total %

1 Highly satisfied 22 22
2 Satisfied 14 14
3 Average 8 8
4 Dis satisfied 6 6
TOTAL 50 50

GRAPH:4.8

Interpretation:
From the above graph 22% of respondents are dis satisfied the participation of decision
making in their organisation,14% of respondents are average,8% of respondents are highly
satisfied the participation of decision making in their organisation,6% of respondents are
satisfied.
Role of hr in the organization.

TABLE:4.9

S.NO FACTORS Total %

1 Highly satisfied 30 30
2 Satisfied 10 10
3 Average 8 8
4 Dis satisfied 2 2
TOTAL 50 50

GRAPH:4.9

Interpretation:
From the above graph 30% of respondents says that they are satisfied the HR place And important

role in their organisation, 10% of respondents says that they are Highly satisfied.
List of approaches to

motivate TABLE:4.10

FACTORS TOTAL PERCENTAGE (%)

AWARDS 20 20

REWARDS 10 10

RECOGNITION 6 6

PROMOTIONAL CHANNELS 4 4

TOTAL 50 50

GRAPH:4.10

Interpretation:
From the above graph 20% of respondents are satisfied that the organisation
has to be identify the performance of an employee by providing the
awards,10%of respondents are in that organisation has to be identify the
performance of an employee by providing there awards.
Motivational challenges of

employee. TABLE:4.11

FACTORS Total Percentage

Personal issues 2 2

Educational back ground 10 10

Competition among trade unions 25 25

Reluctance again administration 5 5

Bias in management decisions 8 8

TOTAL 50 50

GRAPH:.4.11

Interpretation:
From the above graph 25% of respondents are competition among the trade
unions will give the challenge of employee motivation, 10% of respondents are
educational back ground, 8%of respondents are bias in management decisions
Obstacles in employee

performance TABLE:4.12

FACTORS Total Percentage (%)

Stagnation, lethargy, growth 6 6

prospects

Lack of motivation and recognition 10 10

Decision taken by top authorities 20 20

Miscellaneous 14 14

TOTAL 50 50

GRAPH:4.12

Interpretation:
From the above graph 20% of respondents that centralisation process highly
involved in the employee performance,10% of respondents lack of
motivation and recognition,14% of respondents are miscellaneous.
Employee awareness of motivation and empowerment.

TABLE:4.13

Response/category Total Percentage(%)

Yes 25 25

Very little 20 20

No knowledge 5 5

TOTAL 50 50

GRAPH:4.13

Interpretation:
From the above graph 25% of respondents are agreed that they have an
awareness of motivation and empowerment taken place in their organisation
Employee recognition from

superior. TABLE:4.14

S.NO FACTORS Total %

1 Highly satisfied 20 20
2 Satisfied 10 10
3 Average 12 12
4 Dis satisfied 8 8
TOTAL 50 50

GRAPH:4.14

Interpretation:
From the above graph 10% of respondents are satisfied the superior has to be
recognised their performance in the organisation,20% of respondents are highly
satisfied.
Job satisfaction of

employee.

TABLE:4.15

S.NO FACTORS Total %

1 Highly satisfied 12 12
2 Satisfied 20 20
3 Average 15 15
4 Dis satisfied 3 3
TOTAL 50 50

GRAPH:4.15

Interpretation:
.From the above graph 20% of employees are satisfied the organisation has to be

Providing the good peaceful environment situation from them,12% of

employees are highly satisfied.
Employees need to be remind that their jobs are dependent on the
company’s ability to compete effectively

TABLE:4.16

FACTORS No, OF RESPONDENTS PERCENTAGES (%)

Strongly agree 25 25

Agree 15 15

Disagree 8 8

Strongly disagree 2 2

Total 50 50

GRAPH:4.16

Interpretation:
From the above graph 25% of respondents are strongly agreed that employees need

To be remind that their jobs are dependent on the company ability to compete
effectively.
Supervisors should give a good deal of attention of the physical working
conditions of their employees

TABLE:4.17

FACTORS No, OF RESPONDENTS PERCENTAGES (%)

Strongly agree 30 30

Agree 12 12

Disagree 6 6

Strongly disagree 2 2

Total 50 50

GRAPH:4.17

Interpretation:
From the above graph 30% of respondents are strongly agreed that the
superiors are directly involved in the physical working conditions of their
employees,12% of respondents are agree,6% of respondents are dis agree,2%
are strongly dis agree.
Special wage hike should be given to employees who perform their jobs very
well

TABLE:4.18

FACTORS NO,OF RESPONDENTS PERCENTAGES (%)

Strongly agree 28 28

Agree 12 12

Disagree 8 8

Strongly disagree 2 2

Total 50 50

GRAPH:4.18

Interpretation:
From the above graph28% of respondents are strongly agreed that the
organisation has to be identify the employee performance by providing the
special wage hikes,12% of
Respondents are agree, and 8% of the respondents are not agree.
How is an individual recognition for attaining standard performance in
your organisation?

TABLE:4.19

FACTORS NO, OF RESPONDENTS PERCENTAGES (%)

Strongly agree 23 23

Agree 17 17

Disagree 7 7

Strongly disagree 3 3

Total 50 50

GRAPH:4.19

Interpretation:
From the above graph 23% of respondents are strongly agree ,17% of the
respondents are agree and it is an individual recognition for attaining standard
performance in your organisation.
The company retirement benefits and stock programs are important
factors on their jobs:

TABLE:4.20

FACTORS NO,OF RESPONDENTS PERCENTAGES (%)

Strongly agree 26 26

Agree 14 14

Disagree 6 6

Strongly disagree 4 4

Total 50 50

GRAPH:4.20

Interpretation ,
From the above graph 26% of the respondents are strongly agreed that the

organisation Has to be provided the retirement benefits and stock program from

them.
Almost every job can be made most stimulating and

challenging TABLE:4.20

FACTORS NO,OF RESPONDENTS PERCENTAGES (%)

Strongly agree 32 32

Agree 8 8

Disagree 7 7

Strongly disagree 3 3

Total 50 50

GRAPH:4.20

Interpretation:
From the above graph 32% of the respondents are strongly agreed that every
job in the organisation can be most stimulate and challenge them, 8% of the
respondents are agree.7% of the respondents are not agree.
Management could show more than interest in the employees by
sponsoring social events after hours

TABLE:4.21

FACTORS NO,OF RESPONDENTS PERCENTAGES (%)

Strongly agree 15 30

Agree 25 40

Disagree 3 22

Strongly disagree 2 8

Total 50 100

GRAPH:4.21

Interpretation:
From the above graph 25% of the respondents are agreed that the organisation
has to be create the interest of employees by sponsoring social events after hours.
If your job includes interacting with customers, how it will affect the
following

TABLE:4.22

FACTORS NO, OF RESPONDENTS PERCENTAGES (%)

WILL INCREASE 28 28

WILL DECREASE 18 18

WILL HAVE NO EFFECT 4 4

Total 50 50

GRAPH:4.22

Interpretation:
From the above graph 28% of the respondents are agreed they have an good
interest interacting with the customers.
 CHAPTER-V
FINDINGS
SUGGESTIONS:
CONCLUSION
 FINDINGS

 Job security is the highest motivation factor than any other.

 The perception of the employee is high towards the aim of the
organization i.e. Transportation
 There is high involvement of the employee in the organization.
 There is low participation of employees in decision making.
 There is equal participation in work.
 Awards and rewards are the high rated approaches that which
motivates employees.
 Lack of motivation and recognition, decision taken by top
authorities are obstacles that stop employees performing to the best.
 Employee’s awareness of motivation and empowerment is very low.
 SUGGESTIONS:

 Employees should be identified by their better performance and

should give some type of incentives, promotions etc. So that
employee will be boosted up and will work better.
 Promotions should be given to the basis of performance only.
 The Management creates a challenging work (or) new
assignment (or) opportunity to develop the innovative idea of
employee.
 The motivation review discussion should be practiced well to
encourage the open communication between both the appraiser
and appraise.
 The management should study motivation theories for better motivation.
 CONCLUSION

Teamwork is a central feature of many activities in the modern military. Accurate models of
teamwork, including distributed decision making and information flow, are needed for developing and
evaluating new equipment and procedures through human-behavior representation (HBR) studies. In
this paper, we have surveyed recent literature on the structure of teams and mechanisms of teamwork.
Teams are viewed as groups of inter-dependent individuals working together to accomplish a common
goal. Effective teamwork requires a number of competencies, which can be trained. However, the
key insight is that team members must possess a mutual awareness (shared mental model), which
enables them to interact, anticipate each other’s actions and needs, and carry out team processes like
communication, coordination, and helping/back-up. These processes underlie more advanced
teamwork activities, such as distributed situation awareness and command and control, of particular
relevance to the military. It is important to capture the realistic aspects of human teams for HBR
studies, such as the effects of workload on communication or coordination, or reaction to time-
pressures and stress. While intelligent agents have a great potential for modeling teamwork in HBR
simulations, much work remains to be done to accurately represent cognitive aspects of human team
members, like making satisficing decisions, heuristics for dealing with uncertainty, biases, and
workload limitations, and the effects of these cognitive aspects on team interactions in real, human
teams.
Questionnaire for the TEAM WORK at TATA MOTORS
LIMITED

1. Name:

2. Age: 20-30 30-40 40-50 Above 50

3. Gender: Female Male

4. Qualification Ug Pg Others

5. Designation: Executive Supervisor Manager

6. Department: Operation Hr Marketing Finance

7. Years of experience ( )

A) 0-5 years b) 6-10 years

c) 11-15 years d) >15 years

8. Following are the list of motivational factors ( )

a) Job security b) promotion

c) Career development d) welfare measures

9. Employee at work place ( )

a) Highly satisfied b) satisfied

c) Average d) dis satisfied

10. Effectiveness of employee participation in decision making ( )

a) Highly satisfied b) satisfied

c) Average d)dis satisfied

11Role of HR in their organisation ( )

a) Highly satisfied b) satisfied

c) Average d) dis satisfied

12. List of approaches to motivate ( )

a) Awards b) rewards

c) Recognition d) promotional channels

13. Motivational challenges of employee ( )

a) Personal issues b) educational background

c) Competition among trade unions

d) Reluctance against administration

e) Bias in management decisions

14. Obstacles in employee performance

a)stagnation ,lethargy ,growth prospects

b) Lack of motivation and recognition

c) Decision taken by top authority

d) Miscellaneous
15. Employee awareness of motivational and empowerment ( )

A) yes b)very little c)no knowledge

16. Employee recognition from superior ( )

a) Highly satisfied b) satisfied

c) Average d) dis satisfied

17. Job satisfaction of employees ( )

a) Highly satisfied b) satisfied

c) Average d) dis satisfied

18. Employee need to be remind that their jobs are dependent on the

company ability To complete effectiveness ( )

a) Strongly agree b) agree

c) Dis agrees d) strongly dis agrees

19. Supervisors should give a good deal of attention of the physical

working conditions

Of their employees ( )

a) Strongly agree b) agree

c) Dis agree d) strongly dis agree

20. Special wage hike should be given to employee who perform their jobs

Very well ( )

a) Strongly agree b) agree

c) Dis agree d) strongly disagree

21. How is an individual recognition for attaining standard performance in

Your organisation ( )

a) Strongly agree b) agree

c) Dis agree d) strongly dis agree

22. The company retirement benefits and stock programs and important

Factors on their jobs ( )

a) Strongly agree b) agree

c) Dis agree d) strongly dis agree

23. Almost every job can be made most stimulating and challenging ( )

a) Strongly agree b) agree

c) Dis agree d) strongly dis agree

24. Management could show more than interest in the employees by

sponsoring Social events after hours ( )

a) Strongly agree b) agree

c) Dis agree d) strongly dis agree

25. If your job includes interacting with customer, how affect the following ( )

A) Will increase b) will decrease

c) Will have no effect

 BIBLIOGRAPHY

SL. BOOKS AUTHOR EDITION PUBLICATIONS

NO NAME

1 Human Himalaya publishing

resource P.SUBBA RAO 3rd Edition house
management &
industrial
management
2 Human GARY DESSLER Pearson/ prentice hall
resource 10th
management Edition
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