TABLE OF CONTENTS

1. Introduction...........................................................................................3 2. Company Information- TCS..................................................................4 3. Organizational Structure Issues.............................................................6 3.1 Critical Evaluation/ Analyses..............................................................7 3.2 Actual Evaluation of Organisational Structure Issues in TCS.............10 4. Organizational Development Issues......................................................13 4.1 Critical Evaluation/ Analyses..............................................................13 4.2 Actual Evaluation of Organizational Development Issues in TCS......17 5. Motivation Issue Faced by TCS............................................................18 5.1 Critical Evaluation/ Analyses..............................................................19 6. Corporate Social Responsibility Issue...................................................23 6.1 Critical Evaluation/ Analyses..............................................................23 6.2 Actual Evaluation of CSR Issue in TCS..............................................27 7. Stress Management Issue......................................................................29

7.1 Critical Evaluation/ Analyses.............................................................30 7.2 Actual Evaluation of Stress Management Issue in TCS.....................33 8. Recommendations...............................................................................33 9. Conclusion..........................................................................................35 10. References.........................................................................................36

EXECUTIVE SUMMARY

The purpose of this assignment is to analyse and evaluate the issues of Tata consultancy services such as Organisational structure, Organisational development, Motivation, Customer Social responsibility, Stress management, Personality using innovation, commitment to knowledge management and technological excellence in the company for achieving revenue, business growth, employee satisfaction and customer centric business. The issues are critically evaluated by using various theories and models and followed by the measures to be taken and the recommendations are given for each topic on which there are issues in the organization.

1. INTRODUCTION:

Organisation behaviour is defined by Stephen P. Robbins as a field of study that investigates the impact the individuals, groups and structure have on behaviour within the organisations for the purpose of applying such knowledge toward improving Organisations effectiveness. Organisation consists of a set of people working collectively as a team to achieve a target, under the realms of principles of organisation. Organisation Behaviour leads to study the application of the knowledge in a systematic way to analyse the working, chiefly developed within the organisation, its methodisation , the individuals and the groups working in that pact. Organization behaviour interprets the people-organisation relationship building within the organisation and within the social equipment.

(Stephen.P.robbins,2006,p-20)

2. COMPANY INFORMATION TATA CONSULTANCY SERVICES:

Tata Consultancy Services (TCS) established in 1968, is one of the world's leading IT services,business solutions,and outsourcing organisation.It is a part of the TATA group which is most respected brands globally.Tcs has around 19,8500 of worlds best trained IT consultants in 42 countries.It has grown to its current position on the basis of its outstanding service record,collaborative partnerships,corporate responsibility,Global Network Delivery Model (which is recognized as the benchmark of excellence in software development), Innovation Network, and Solution Accelerators.

Company

TATA CONSULTANCY SERVICES

Head quarters Type Found CEO Foreign locations Products offered

MUMBAI,INDIA Public company 1968 RATAN TATA

IT

Services,infrastructure,Enterprise BPO &

SolutionsConsulting,Platform solutions,Business Intelligence

Performance Management,Engineering & Industrial Services,Small and Medium Business,Connected Marketing

Solutions,TCS BaNCS,TCS Technology Products

Industries

Banking & Resources

Financial

ServicesEnergy, & &

Utilities,Government,Healthcare Lifesciences,High Tech,Insurance,ManufacturingMedia

&

Information Services,Retail & Consumer Products Solutions,TelecomTravel,

Transportation & Hospitality Revenue Awards U.S$8.35billion in 2010 TCS named a Leader in Analyst Firms Magic Quadrant for International Retail Core Banking 2011.

TCS BaNCS retains its position as Global Challenger in Independent Research Firms Report(2011). Standard Chartered and TCS win Best Trading Back Office Project Award.

TCS BaNCS Securities Settlement, Payments

&

Corporate

Actions

applications

are

accredited with the SWIFTReady label for the fourth time in a row in 2011.

Global

Finance

magazine

names

TCS

BaNCS customer DBS as a winner in its eighth annual ranking of the worlds Best Sub-custodians.

TCS information

3. ORGANISATION STRUCTURE ISSUES:

In the case of TCS a change in the organisational structure is the issue, which is needed to bring sharp focus on the customer and provide opportunities for leadership growth at all levels in the organisation. It also allows to adapt specific customer and market requirements along with global service delivery. Growth through non-linear growth models is a strategic priority which is another organisational structure issue being faced by the company. This shows that the organizational structure of TCS has several issues which should be evaluated for future growth. The most important issue faced by TCS is high cost of Structure; this is due to the use of manual resources which are shifting to automotive task gradually. Another issue faced in the organisational structure is demands for improving service levels for both service connections and service quality. The root of these challenges lies in the integration of the OSS (operation support system) system.

Factors affecting organisational structure of TCS:

TECHNOLOGY

ENVIRONMENT

STRATEGY

HR

ORGANISATION STRUCTURE

Factors affecting Organisation structure

So these are the above important organisational structure issues faced by the company which will be critically evaluated and analysed below using the appropriate theory.

3.1 CRITICAL ANALYSIS/EVALUATION:

Mullins(1993) and Mabey, Salaman and storey(2001) describe the structure of an organisation as the pattern of relationships between roles in an organisation and its different parts. In essence structure is the architecture of business competence leadership talent functional relationships and management (wolf,2002,para 2)Walton (1986) identifies structure as the basis for organising to include hierarchal levels and spans of responsibility roles and positions and mechanisms and integration and problem solving.(p.7).

Types of structures:

Functional structure is composed of all the departments that an organisation requires to produce its goods or services.

Fig5Functionalstructure

Anon.,2004

Divisional type:

Managers create a series of business units to produce a specific kind of product for a specific kind of customer. Divisional structure is again of three types as product,market and geographic structure.

Anon.,2004 divisional structure

Matrix structure:

It is an organisational structure that simultaneously groups people and resources by function and product.

Product team structure:

Dual reporting relationships exist in this type of structure and functional employees are assigned to cross functional team

Product team structure

John.A.pearce,Richard.B.Robinson,(1982)

Hybrid structure:

The structure of an large organisation that has many divisions and simultaneously uses many different organisational structures.

Tall structures have many levels of authority and narrow spans of control.

Flat structures have fewer levels and wide spans of control

3.2 ACTUAL EVALUATION OF THE ORGANISATIONAL STRUCTURE ISSUE FACED BY TCS:

The company is facing the issue of not being customer centric so, in the year 2008 TCS decided to design a customer centric organisation. The structure reorganises TCS into multiple, small operational units consisting of 3000-14000 employees each pursuing the best possible growth in their individual departments. Each business unit has its own costs and
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margins.The effectiveness of the structure design was very much evident over last two years. The company exercises operational levels and streamline costs to expand operating margin.

CEO & MD

R&D

CORPORATE HR

CORPORATE FINANCE

CORPORATE AFFAIRS

MARKETING

LEGAL

MAJOR MARKETS

INDUSTRY SOLUTIONS UNIT

NEW MARKET GROWTH

STRATEGIC INITIATIVE

ORGANISATION INFRASTRUCTURE

Organisational structure of TCS From the above fig we can see that its divided into 5 Industry solution unit i.e.; ISG, MMG, NMG, SIG, OIG which are displayed above. These are headed by Director reporting to COO. ISG will have various units(each unit of 2,500-5000 people) which are the verticals in which the company is present and al the clients come under this group. BFSI is largest segment and divided into 4 units and the director of each of these units will have complete empowerment on developing resources and technical expertise, HR finance and other. MMU will focus on geographies of UK Europe and US.Its also responsible for maintain relations, customers, brand building. NMG will have 3 units, India, APAC and emerging markets which maintain
11

long-term relations. SIU will again have 3 units. TCS Finance solutions being the first, second for small and medium businesses and third for BPO. Organisation infrastructure group will have 4 units which deals with process and technology excellence, and resource management group.

The need to integrate creates an initial problem during system deployment but of even bigger concern is the on-going problem in operations and maintenance. The OSS must be able to evolve as demands are placed on it. Complex architectures and commercial arrangements surrounding the OSS often limit its ability to respond to new demands. Key issues include: An OSS made up from many best-of-breed or stove-pipe components are even harder to maintain then they are to deliver. Training and support contracts may be difficult to line up in such a way that gaps in coverage are avoided. The resulting system may be expensive and time-consuming to adapt to new market pressures.

The above analysis reveals that TCS has superior skills and values still there are issues faced by the company so, there should be measures taken in the company like it should Control Environment and monitor activities by assessing the risk factors. According to the above theory of the organizational structure, TCS has to develop a desired organizational structure and there should be some measures should be taken so that the issues will overcome and the company will have a better organizational structure. TCS, 2010, annual report ( 2010-2011)[online]

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The next topic which is an issue being arisen in the company is discussed as below: 4. ORGANISATIONAL DEVELOPMENT ISSUE: At TCS Organisational Development interventions plays an important role in facilitating change management and bringing the competitive advantage. The structural alignment and cultural changes have been facilitated. There are few areas of concern of operational paradigm such as: TCS focuses more on short term projects where as the focus need to be shifted to medium long term objectives. Team based rewards are yet to be explored as primarily focus is held on individual performance. New techniques are introduced by encouraging innovation. Employees are rotated across domains for meeting customers requirements. High pressures from customers results in faster delivery but there is a tension stuck between generating revenues and organising strategically for the firm which is one of the major organisational development issue being faced by the company. A formal system is also one of the issue which is decreasing knowledge sharing and group coordination among the employees. Problems occurred in the areas of PR and branding leading to difficulty in attracting quality talent. So there is a need to relook at few organisation processes and systems of the company. So these are the above organizational development issues faced by the company. These issues are critically evaluated and analysed below using the suitable theory of the module.

4.1 CRITICAL ANALYSIS/EVALUATION: Organization Development is a process of planned change change of an organizations culture from one which avoids an examination of social processes (especially decision making, planning and communication) to one which institutionalizes and legitimizes this examination. (Burke & Hornstein, 1972)

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KURT LEWIN THEORY OF CHANGE:

Change is a three-stage process

Theory of change Mason carpenter talya bauer berrin erdogan,principles of management

Applicability of KURT LEWIN THEORY OF CHANGE in TCS: Relating the above theory the first stage is unfreeze stage i.e., in TCS organisation structure should be modified to capture growth. The second stage is new exploration and implementation of the action plan which is the change stage. The organisation is redesigned and communicated to all the employees at all levels. The third level is REFREEZING where the new organisation structure is adopted and change is accepted and organisation is run successfully. At TCS, using various policies and plans the new organisation structure shall be accepted and goals should be framed accordingly to overcome the issues.

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KILLMAN MODEL: Develop need for change, establish change, diagnose the client problem, examine and establish goals, efforts, stabilise change, achieve a terminal relationship.

Culture track

Management skills

Team building

Strategy structure

Reward system

The process has 5 sequential stages

Initiate program

DiagnoseProblem

Schedule tracks

Implement tracks

Evaluate result

Applicability of KILLMAN MODEL in TCS: Track 1 show that there exists trust, information sharing and communication among the individuals in the organization. In TCS, information sharing formal sessions is held for creating good relations among employees but it lacks in maintaining the system formally. Track 2 shows that new ways to cope up with the problems. Focus groups are formed and problems are discussed and solved in TCS but the time taken is very high. Track 3 represents a new culture and updated management skills. Track 4 develops revised strategy plan for the organization. Track 5 establishes performance based reward system which is followed in TCS by giving ranks and rewards to employees based on their individual performance and yearly checks are held on performance of the employee but the problem of favouritism is faced by the employees.

15

BURKE LITWIN MODEL: In this model it differentiates organizational climate and organization culture. It shows the first and second order change and the factors involved in it. It divides the change into first order and second order which is the transactional and transformational change.

Applying BURKE LITWIN MODEL in TCS: Factors like changes in technology, economic conditions which has direct impact on TCS have been identified and regular audit has been done. The mission of the company has been made clear from the top management to the frontline employees to achieve maximum goals. The organization culture is employee friendly but several changes should be made for betterment. The structure of TCS shows that it is well designed to meet the requirements, the policies of TCS are very clear and well planned, but during the team work is done; some conflicts arises among employees at TCS which become problematic. Various motivation techniques shall be employed at TCS and rewarded based on level of performance of each individual.

16

Burke Litwin model (1998)

4.2 ACTUAL EVALUATION OF ORGANISATION DEVELOPMENT ISSUE OF TCS:

USING GOAL ALIGNMENT AND BALANCED SCORE CARD TO MEASURE ORGANISATIONAL DEVELOPMENT OF TCS: A teach-train-transfer workshop was also conducted which is based on goal alignment with expert organisational development consultants to introduce new organisational goals. A new concept of personal score card was outlined. Career planning and mentoring process is highlighted. This performance management tracking system tool was used to measure the
17

organisational development of the company which didnt showed the desired development in the company. The major issue is that the objectives and goals of the company are not balanced.

So, the above analysis reveals that the measures should be taken to achieve high organisational development in the company.

5. MOTIVATION ISSUE FACED BY TCS: The major motivational issue faced by the employees of the company is that the employees which are required in the next assessment year are ranked high and rewarded high by the company irrespective of the other employees who are more efficient in their work and contribute high revenue to the company. Onsite associates gets lower ranking, and gets Onsite allowance (which is usually higher than off shore salary) and off shore associate gets higher band. The high decision maker gets rewarded excessively. So the major motivational issue faced by the company is FAVOURITISM. This issue is affecting the other efficient employees to a great extent which is becoming a barrier of high rewards for the company. Goals set and evaluated do not govern performance appraisal. Goals are set to evaluate performance and a number is given on fulfilment of each goal. All these numbers are rolled up to get a number from 1 to 5. However, this number is not used for performance appraisal band determination and a manual ranking of associates in each project determines performance band.

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5.1 CRITICAL ANALYSIS/EVALUATION: Motivation is defined by Stephen.P.robbins as the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. Motivation refers to the reasons underlying behaviour (Guay et al., 2010, p. 712). Paraphrasing Gredler, Broussard and Garrison (2004) broadly define motivation as the attribute that moves us to do or not to do something (p. 106).

Maslows model of motivation: According to Maslow the motivation factors should consist of five aspects which are Self- Actualization, Self-Esteem, social factor, and Safety and Physiological factor.

ABRAHAM MASLOW theory of hierarchy:

Maslows theory Maslows (1997)

19

Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs. TCS provides adequate salary for the employees to buy the basic requirements of life and provides perks but NOT according to the level of performance. They give break during the working hours for rest and provide a comfortable working environment but equality is not maintained in the company.

Safety: Includes security and protection from physical and emotional harm. TCS provides children education, job security and insurance policies, medical schemes and retirement benefits according to their terms and conditions which has an error of adequate safety provision required at all levels.

Social: Includes affection, belongingness, acceptance, and Friendship. TCS provides team projects which allow interaction between employees creating an interesting work environment and conducts various social group meets to increase more interaction between various domains within the organisation but the issue of favouritism is spoiling the environment of the company and the social factors of motivations are being affected.

Esteem: Includes internal esteem factors such as self-respect, autonomy, and achievement; and external esteem factors such as status, recognition, and attention. Every employee at the company is given independence and freedom to show their innovation in their projects at work to its best but at TCS self-esteem is not maintained in the employee. Job titles are not given appropriately so that they feel appreciated and motivated towards working better and at a competitive edge.

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Self-actualization: The drive to become what one is capable of becoming .TCS provides employees with an opportunity to develop their own potential need like in education or other needs but the employees are not satisfied with the opportunities provided by the company.

Mc-GREGOR THEORY X THEORY Y: Figure describes attributes of each:

McGregor (1960) McGregor theory

MC CLELLANDS THEORY OF NEEDS: - Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. - Need for power: The need to make others behave in a way that they would not have behaved otherwise. - Need for affiliation: The desire for friendly and close interpersonal relationships.

Applying MC CLELLANDS THEORY OF NEEDS in TCS: The employees always try to get to the next level by promotions and ranks as there is a need for achievement for them. There is a need for friendly environment and a comfortable

21

working condition for the employees which is the need for affiliation, which TCS needs to improve.

Expectancy Theory: The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Individual effort

Individual performance

Organisational rewards

Personal goals

Expectancy theory

At TCS, incentives according to workplace performance are not provided such as equal wages for men and women and pay strategy based on skills and effort. Employees are also de-motivated through less promotion. These may be tangible or intangible benefits. It is to encourage the employee, to increase motivation level of employee various benefits such as medical schemes memberships employee discount cards are least provided at TCS. According to expectancy theory if company perks such as health and wellness benefits perfomance based rewards then motivation increases which leads to better performance.

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So these were the above motivational issues which are faced by the company. Now moving on to the next issue we will now analyse the corporate social responsibility issue of the company below:

6. CORPORATE SOCIAL RESPONSIBILTY ISSUES: The major issue faced by the company is the unethical environment within the organisation. There is a need to improve the environment in the organisation and to establish proper corporate governance which will help the organisation to gain global markets and maintain the ethics in the organisation. Another important issue is the user experience to drive selfservice. Operational efficiency is one among the key business drivers for any enterprise with profit motive. In a recession hit economy this theme becomes the agenda of all board rooms. Self-Service is a positive approach to achieve this as it empowers the customer to adopt the Do-It-Yourself model and at the same time saves the company on cost intensive call centres and paper handling tasks. Adopting Inside-OUT design to quickly go online, reactive mode for site ratings ignoring brand image, good website over a broken business process, broken multi channel context switch are some the traditional approach which are still followed in the company which has became the major corporate social responsibility issue.

6.1 CRITICAL ANALYSIS/EVALUATION: According to Philip Kotler and Nancy Lee (2005) CSR means A commitment to improve community well being through discretionary practices and contribution of corporate resources

23

AREAS OF CORPORATE SOCIAL RESPONSIBILITY:

CORPORATE SOCIAL RESPONSIBILTY

Theories according to elisabet garriga domenec mele (Source:corporate social responsibility theories: Mapping the territory elisabet garriga domenec mele.):

24

Ethical Theories: This comprises a group of theories each of which ultimately focuses on the ethical responsibilities of corporations to society. Within this packet of theories of CSR are the: Normative Stakeholder Theory, Universal Rights Theory, Sustainable Development Theory and the Common Good Approach.

Instrumental Theories: These are theories that are concerned with how CSR is used as a tool for maximizing shareholder value, wealth creation and creating competitive advantage.

Integrative Theories: These are CSR theories with a focus on how firms satisfy social demands by concentrating on issues management, public responsibility, stakeholder management and corporate social performance.

Political Theories: These theories are concerned with the powers firms have and how these powers can be used to impact on society in a responsible and positive manner.

The shareholder Value Theory: The theory sees the primary responsibility of firms as that of generating profits for shareholders and working hard to raise their stock values.

25

Corporate Citizenship Theory: This theory conceptualizes firms as Corporate citizens who should actively contribute to the good of society or the world as a whole. 3C-SR model John Meehan karan Meehan and adam Richards, Liverpool john moores(2006)

3C- SR model

Applying the model to TCS, we can say that TCS social objectives such as mission strategy programs, policies and corporate culture are not well defined. Ethical standards are also not maintained as desired. Furthermore about the relations with partners TCS maintains standard and delivers value but not up to the expected level.

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6.3 ACTUAL EVALUATION OF THE CORPORATE SOCIAL RESPONSIBILTY ISSUE IN TCS:

CSR of TCS is on two distinct levels i.e.; impacting communities directly in line of its business and concern for preservation of the environment. This segmentation into levels of CSR is the major issue in the company which is causing problems. The company is not able to cope up with the levels of CSR appropriately.

CSR activities in TCS:

CSR at TCS

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TCS ENVIRONMENT POLICY:

Key features Integrate energy and environmental considerations in the design of new infrastructural facilities.Improve resource efficiency in operations, especially for key resources such as energy and water. Consider stakeholder expectations on our environmental performance in the design of infrastructure, operations, processes and solutions to the extent feasible.Set, monitor and review objectives and targets on an ongoing basis toward achieving continuous improvement in environmental performance and the overall environmental management system.

Environmental objectives at TCS

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Main Programs undertaken by TCS:

Maitree, adult literacy program, HIV awareness, Tsunami relief, women empowerment, green audits, KRISHI etc.

WASTE REDUCTION POLICY: Reduction of waste at source, Reuse of material wherever possible, Recycling, Purchasing products with recycled content. GREEN PROCUREMENT POLICY: Reduce, Reuse and Recycle, Buy Recycled, "Green" the Supply Chain. These policies are undertaken by the company but all of them are not followed which dissatisfies the employees. The above CSR issue of TCS is analyzed and can be stated that the company is facing the problem because all the CSR policies are not followed by the company and the traditional approach to corporate social responsibility still exist. According to the above theory all the policies undertaken shall be followed, additional policies shall be undertaken and the modern approach shall also be applied to overcome the issue in the organization.

7. STRESS MANAGEMENT ISSUE: Stress is an issue which affects the efficiency of the employee at a great extent. Stress leads to the mental harassment and de-motivation in the individual. The issue faced by the employees of the TCS is that they bear a lot of job pressure. Due to the pressure of work the employee gets less time for family and personal life which de-motivates the employee to work efficiently. Another factor which leads to stress is the adoption of unaware new management techniques, long working hours, regular long distance travelling for official purposes, late salary payments. These are some of the major factors which are

29

generally faced by the employees of the organisation which creates stress among them. So the company shall make sure that they should assign tasks accordingly.

7.1 CRITICAL ANALYSIS/EVALUATION:

Stress Management is defined by authors Green, Muir, James, Gradwell, & Green, [(1996 6)] as the process whereby individuals adopt systems to assist their coping strategies. Authors Davison & Neale [2] defined the term stress management as: the processes to help individuals adopt and cope with the challenges that life poses for all of us.

A physical or psychological stimulates that can produce Mental Tension or physiological reactions that may cause illness. Many factors are responsible for stress. Environmental Factors:

TCS workers are facing more demand from various sources such as outsourcing have increased the work pressure on the worker. Workers have to work harder and faster and meet new management objectives and performance.

Technological :

New technology creates stress for many employees adjusting to new technologies

30

Organizational Factors Task Demand

Global competition, 24/7 operations and dual career imposes on the worker as increase demand to produce more.

Personal Factor:

Personal factor are often a source of stress, these include career related concerns, such as job security and advancement, financial problem and family related problems. When one is in a depressed mood, his/her unfocused attention affect his responsibility and performance.

Economic Problems:

In 21st century computer and communication revolutions have made companies more efficient and productive as compare to before. This boom in productivity has caused higher expectation and greater competition.

Physiological Symptoms: Stress occurs when you feel threatened or overwhelmed Symptom of stress include headache, neck or back pain. High blood pressure, heart disease, people look older when they are under chronic stress. Symptoms of psychological stress include anxiety, depression, and decrease in job satisfaction.

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Behavioural Symptoms: It regard to behaviour, stress and stress can lead to accidents among workers may be prone to drugs and alcohol and snuff, changes in job behavior and people attitude.

Table3 Stress factors

Fig30 5 factor model http://www.osh.dol.govt.nz/publications/booklets/stress-tools2008/models-stress-figure3img.asp

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7.2 ACTUAL EVALUATION OF THE STRESS MANAGEMENT ISSUE IN TCS: The IT industry is known for its high-pressure work atmosphere and long working hours, which create high levels of stress. TCS assigns heavy work load on its employees which creates stress in the individuals and de-motivates them to work efficiently. Regular long hour tasks on computers leads to stress on the eye site of the employees which is dangerous for their health. The stress management of TCS doesnt assign the tasks according to the appropriate capability of the employee. The employee on field work travels long distances regularly without any changes in the shift causes major stress in the employee. These activities which lead to stress shall be avoided by the stress management of the company.

8. RECOMMENDATIONS:

A desired restructuring of organizational structure is required in the company. The company should innovate the technology in order to seek the organisational development. During performance appraisal everyone should rated on the same scale. The activity of favouritism shall be avoided in order to make the employees satisfied and get their full efficiency. Corporate social responsibility of the company should use modern approach rather than traditional approach. Detailed Stress analysis should be conducted and discussion forums should be held where the employees discuss problems and relieve their stress. Fun at work Committees shall be formed across accounts which organise, picnics, parties and gettogethers with fun and games. Annual picnics shall take place in each region that gives opportunity to TCS members spread across a region to come together and celebrate with their families and colleagues. Employees shall be encouraged to participate in things like Yoga, exercises for body de-stress. During the implementation of changes in the organisation focus

33

should also be held on the employees and see to it that change is accepted. These are the above recommendations to overcome the above four issues of the organisation.

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9. CONCLUSION: The above analysis on the issues of organizational behaviour of Tata Consultancy services concludes that there are several issues faced by the company in its operations such as organizational structure issues, organisational development issues, motivational issues, corporate social responsibility issues, stress management issues. The organisational structure issue is that the cost of structure is too high which should be decreased. Favouritism is there among the employees which de-motivates them to work efficiently. The above issues can be resolved by adopting the above recommendations. The resolution to the above issue by adopting the recommendation will lead TCS to the paradigm shift with various benefits such as Achieving goal alignment, valuing the employees, focusing on customer, being accountable, Issue based monitoring. It will also help to reiterate the merits of valuing enquiry expressing differences and constantly generating new knowledge. Thus, TCS will be able to produce world class solutions and outsourcing making development global each time.

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