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    Assignment -2

    Name: - Mahesh Kumar Singh

    Roll No.:- A-02

    Course No.: - MGT527

    Course Title: - ORGANIZATIONAL CHANGE AND DEVELOPMENT

    Class:-BBA-MBA{Dual Degree}

    Semester: 6th

    Section:-Q2006

    Batch: - 2010-2015

    Date of Allotment: -02/12/2013

    Date of Submission: - 18/03/2013

    Submitted to..

    (Yuvika Mam)

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    What is Intervention?

    An intervention is a combination of program elements or strategies

    designed to produce behavior changes or improve status among

    individuals or an entire population. Interventions may include educationalprograms, new or stronger policies, improvements in the environment, or

    a promotion campaign. Interventions that include multiple strategies are

    typically the most effective in producing desired and lasting change.

    Interventions may be implemented in different settings including

    communities, worksites, schools, health care organizations, faith-based

    organizations or in the home. Interventions implemented in multiple

    settings and using multiple strategies may be the most effective because

    of the potential to reach a larger number of people in a variety of ways.

    Evidence has shown that interventions create change by:

    Influencing individuals knowledge, attitudes, beliefs and skills; Increasing social support; and Creating supportive environments, policies and resources.

    What is OD INTERVENTION?

    Organization development (OD) is a deliberately planned effort toincrease an organization's relevance and viability. OD intervention referredas, future readiness to meet change, thus a systemic learning anddevelopment strategy intended to change the basics of beliefs, attitudesand relevance of values, and structure of the current organization to betterabsorb disruptive technologies, shrinking or exploding market opportunitiesand ensuing challenges and chaos. OD is the framework for a change

    process designed to lead to desirable positive impact to all stakeholdersand the environment. OD can design interventions with application ofseveral multidisciplinary methods and research besides traditional ODapproaches.

    Types of OD INTERVENTION

    Human Process Interventions Technostructural Interventions Human Resources Management Interventions Strategic Interventions

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    Human Process Interventions:-

    Human Process interventions are linked with strong emphasis on

    humanistic values. They focus on helping members of the

    organization to enhance themselves, each other and the ways inwhich they work together in order to enhance their overall

    organization. It help the members of the organization to enhance

    themselves and also improve the way they work together so this

    can be on an individual and group level. This helps change the

    contradicting cultures and also conflicts within the organization that

    needs a change. Human process interventions might be

    particularly helpful during change projects in organizations where

    there is some combination of the following: many new employees,different cultures working together, many complaints among

    organizational members, many conflicts, low morale, high turnover,

    ineffective teams, etc.

    Coaching and training

    Process Consultation

    Team Building

    Third-party Interventions (Conflict Resolution)

    Organization Confrontation Meeting Intergroup Relationships

    Large-group Interventions

    Human Resources Management Interventions:-

    Human Resource Management interventions are to improve the

    organizational performance by improving the performance of

    individuals and groups within the organization. This is to set goals,monitor them and attain feedback on effective implementation. For

    example

    Goal Setting

    Performance Appraisal

    Reward Systems

    Career Planning and Development

    Management and Leadership

    Managing Work Force Diversity Employee Wellness Programs

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    Strategic Interventions:-

    Strategic Interventions are liked with the planned or strategy of the

    organization, where the organization is wants to see on future.

    What are new merger or acquisition is makes by the company andfrom which organization they create joint business for improvement

    and for learning the new concept of business, what are new culture

    are makes by the firm for more involvement of the employee. In

    this the organization analyzing the internal or external environment

    factor of business for making the policies and changes for the

    competition and healthy existence of the firm. All this kind of

    change is takes place in Strategic intervention. For example -

    Integrated Strategic Change Organization Design

    Culture Change

    Mergers and Acquisitions

    Alliances and Networks

    Self-designing Organizations

    Organization Learning and Knowledge Management

    Technostructural intervention:-

    Technostructural intervention is a model of intervention in the

    development of organizations that use technology and structural

    approaches in the process. Technostructural intervention emphasizes on

    improving organizational effectiveness and human resource

    development by focusing on technology and organizational structure.

    The intervention is rooted in engineering, sociology, and psychology,

    combined with socio-technical system, job analysis, and design. Thistype of intervention is highly dependent on deficit-based approach,

    which is the main idea is to solve the problem. According to Cummings

    and Worley (2001) approach focuses on improving technology

    technostructural organization (e.g. assignment method and design work)

    and structure (eg the division of laborand hierarchy).

    Technostructural intervention aims to:

    Improve the work content, work methods, and relations betweenworkers.

    http://psychologyface.com/Tag/human-resource-development/http://psychologyface.com/Tag/human-resource-development/http://psychologyface.com/Tag/organizational-structure/http://psychologyface.com/Tag/psychology/http://psychologyface.com/Tag/job-analysis/http://psychologyface.com/Tag/division-of-labor/http://psychologyface.com/Tag/hierarchy/http://psychologyface.com/Tag/hierarchy/http://psychologyface.com/Tag/division-of-labor/http://psychologyface.com/Tag/job-analysis/http://psychologyface.com/Tag/psychology/http://psychologyface.com/Tag/organizational-structure/http://psychologyface.com/Tag/human-resource-development/http://psychologyface.com/Tag/human-resource-development/
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    Reduce production costs by replacing the materials, methods,equipment, and design workflow inefficiencies, and unnecessarylabor with more efficient technologies.

    Here are some ways to do the technostructural intervention:

    Restructuring Downsizing Reengineering Quality Circles Total Quality Management Work Design

    What is Manufacturing Industry?

    Manufacturing industry refers to those industries which involve in themanufacturing and processing of items and indulge in either creation of newcommodities or in value addition. The manufacturing industry accounts for asignificant share of the industrial sector in developed countries. The finalproducts can either serves as a finished good for sale to customers or asintermediate goods used in the production process.Manufacturing industries came into being with the occurrence of technological

    and socio-economic transformations in the Western countries in the 18th-19thcentury. This was widely known as industrial revolution. It began in Britain andreplaced the labor intensive textile production with mechanization and use offuels.

    Tata Motors

    Tata Motors Ltd. is one part of the business conglomerate, Tata Group, and was

    formerly known as TELCO (Tata Engineering and Locomotive Company). The otherventures of Tata Group include Tata Steel, Tata Consultancy Services, TataTechnologies, Tata Tea, Titan Industries, Tata Power, Taj Hotels, and so on.Headquartered in Mumbai, India, Tata Motors is a multinational corporationaccounting for 70% cumulative market share in the domestic commercial vehiclesegment. Today, the company is the worlds second largest manufacturer ofcommercial vehicles, worlds fourth largest truck manufacturer and worlds secondlargest bus manufacturer. It is a dual-listed company, which is traded on both theBombay Stock exchange as well as the New York Stock Exchange.

    http://psychologyface.com/Tag/inefficiencies/http://psychologyface.com/Tag/efficient-technologies/http://psychologyface.com/Tag/restructuring/http://psychologyface.com/Tag/downsizing/http://psychologyface.com/Tag/quality-circles/http://psychologyface.com/Tag/quality-circles/http://psychologyface.com/Tag/downsizing/http://psychologyface.com/Tag/restructuring/http://psychologyface.com/Tag/efficient-technologies/http://psychologyface.com/Tag/inefficiencies/
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    Information On Origin & Background Of Tata Motors

    Tata Motors was first established in 1935 as a locomotive manufacturing unit. The

    first commercial vehicle was manufactured in 1954, in collaboration with Daimler-

    Benz AG of Germany. In 1960, the first truck, quite similar to a Daimler truck, rolled

    out from the Tata factory in Pune. Ever since its launch, the truck became highly

    successful. However, the success of the commercial vehicles was just the beginning

    of the flourishing and booming future of Tata Motors. The company went ahead

    diversifying itself and took up other products as well. Apart from exporting heavy-

    duty trucks, the company decided to come up with lighter versions for the local

    market. Thus, began the production of the first LCV (Light Commercial Vehicle)

    model, Tata 407 in 1986.

    In the early 1990s, the company began its expansion into the car market. Its first

    passenger vehicle was Tata Sierra, a multi utility vehicle that was launched in 1991.Tata came up with three other automobiles, namely, Tata Estate in 1992 (a station

    wagon based on the earlier Tata Mobile in 1989), Tata Sumo in 1994 (LCV) and

    Tata Safari in 1998 (Indias first SUV). After thoroughly analyzing the demand of the

    consumers, Ratan Tata, the current chairman of Tata Group, decided to build a small

    car, which was practically a new venture. Thus, in 1998, Indias first fully indigenous

    passenger car, Tata Indica was launched. It received an immediate success, since it

    was inexpensive and relatively easy to build maintain. The car was exported to

    Europe, to UK and Italy. The second generation of Indica, V2 was even more

    successful.

    Indicas high success gave Tata Motors the financial power to take over Daewoo

    Motors in 2004. This gave the company an opportunity to give their brand

    international exposure. Today, Daewoos trucks are sold as Tata Daewoo

    Commercial Vehicle in South Korea. In 2005, the company acquired 21% share in

    Hispano Carrocera SA, earning the controlling rights of the company. In January

    2008, the global automobile sector showcased the worlds cheapest car in the form

    of Tata Nano. Launched by Tata Motors, the car cost only Rs.1, 00,000 (US $2,500).

    In the March of that year, Tata Motors also acquired the Jaguar Land Rover (JLR)

    business from the Ford Motor Company, which included the Daimler and Lanchester

    brands.

    Tata Motors formed 51:49 joint venture with Marcopolo of Brazil and came up with

    manufacturing and assembling fully-built buses and coaches targeting the

    developing mass rapid transportation systems. Tata and Marcopolo jointly have

    launched low-floor city buses that are widely used by Delhi, Mumbai, Lucknow and

    Bangalore transport corporations. Tata Motors has been continuously acquiring

    foreign brands to increase its global presence. The company operates in the UK,

    South Korea, Thailand and Spain. Today, Tata Motors has its auto manufacturingand assembly plants in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune in

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    India, and in Argentina, South Africa, South Korea and Thailand. It is further planning

    to set up more plants in Turkey, Indonesia and Eastern Europe.

    Human Resources Management Interventions:-

    Following activities are performed by any organization for the successful

    implementation of the HR Mgt. Intervention. It is done for regular

    meeting the objectives or goal of the organization by assigning different

    works according to the skills of their workers ability to meet or achieve

    their assigned task or work. HR Mgt. Intervention is done for regular

    reviewing the employee performance and giving some reward for

    compensation of their work better performance. This intervention alsoprovides a carrier to individual for moving upward in the organization by

    their regular performance and actively participation in the organization

    work or performance.

    Goal Setting

    Performance Appraisal

    Reward Systems

    Career Planning and Development

    Management and Leadership

    Managing Work Force Diversity

    Employee Wellness Programs

    CAREER DEVELOPMENT

    At Tata Motors, they take the talent seriously! A dedicated team of professionalsworks diligently to identify candidates with high potential to succeed, providingopportunities for their development & deployment in key organizational roles. Theystrive to push the best to their best. With timely developmental feedback & a mix oftrained internal & external assessors TATA Motors endeavor to take our existingtalent to the next level.

    Tata Motors succeeds in your professional success & they are committed to help yourealize your potential as a professional. A number of initiatives are pivotal to our

    endeavours.

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    Catching the young

    The Fast Track Selection Scheme (FTSS) started as an experiment to catch leadersyoung. Introduced in the year 1992, FTSS is our flagship talent scheme. 20 yearsand 18 cycles later, alumni of FTSS are seen occupying some of the best roles in the

    company. The process is a rigorous annual effort with an assortment of ability tests,interviews, assessment centers thrown in.

    Another initiative is the consistent performers scheme which tests for leadershippotential amongst employees who have been consistently performing over the years.

    To apprise our young managers with the business intricacies, we introduce them toreal time business scenarios in a simulated automotive environment. Participantslearn the ropes the industry even as they have fun playing on the simulator.

    Focuses on Development

    Talent identification in Tata Motors today goes beyond selection to include initiatives& opportunities which seek to develop young managers into fine leaders. The TalentManagement team invests in the identified high potentials & helps chart outindividual career development interventions. These plans broadly fall into

    Continuous learning

    Tata Motors has established tie-ups with leading business schools & corporatelearning centers in India like the IIMs, S P Jain, SIBM, Tata Management TrainingCentre etc. which actively leverage to provide our talent with contemporarymanagement education. They offer to our employees prestigious programs like theFulbright Nehru CII Fellowship for Leadership in Management Program among

    various other courses.

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    All in all, the Talent Management function at TML, works to provide its top talent withopportunities to chart their very own career path & shift their learning as well as theircareers into high gear!

    EMPLOYEE ENGAGEMENT

    They believe a well-engaged workforce is the key driver to achieve business goalsand make our operations more sustainable. A well engaged employee they feel is avaluable asset to our organization.As an organization we aim at unifying the Tata Motors workforce with a commoncharge and energizing culture, dramatically enhance employee engagement andbring in operational architecture changes to enable the new culture of Accountability,Customer Focus, Excellence and Speed.

    Vconnect, the Tata Motors Employee Engagement Brandsupports our engagementcharter and to bring in synergy across locations and plants as ONE Tata Motorsculture It encompasses all engagement initiatives across TML and some of thesubsidiaries there by setting the organization in one common direction and bringingin focus on specific areas that create maximum impact.We have our bouquet of engagement initiatives introduced for our employees at alllevels and functions that will surely interest you. We are a Peoples Place!

    V Connect Engagement Calendar

    The bi monthly calendar has has themes that run across the organization for twomonths each and aim at unifying efforts across locations and plants to give the same

    Tata Motors experience. Each theme is selected based on its relevan to the

    business as well as to the employee and is branded in a unique way.COMPENSATION & REWARDS

    The Tata Motors compensation philosophy takes its inspiration from the principle of

    Total Rewards which envisages enriching the employees overall work experience

    through focus on quality of roles, career growth and remuneration. The

    compensation philosophy seeks to reinforce the value of excellence and drive theorganizations vision for growth.

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    Compensation: At Tata Motors they apply a meritocracy and performance centricapproach towards compensation. They have a compensation mix of fixed pay andperformance pay in line with market practices to drive and reward performance. Theperformance pay is linked to individual and corporate performance.

    Benefits:Our basket of benefits caters to employees needs at work and beyond.Benefits are aimed to enhance individual lifestyles and also take care of socialsecurity needs of our employees and their families at every stage.Careers: Tata Motors offering to its employees are exciting roles, challengingprojects and ample opportunities to learn, develop and prove themselves in anenvironment of fair play and a great work culture.Recognition: Tata Motors we encourage performance, identify high potentialemployees, and acknowledge long partnership with Team Tata Motors.

    Managing Work Force Diversity

    The Tata Motors Group employs over 59,000 people. Our people are as diverse asour organisation, because they come from various nationalities and ethnicities, havea wide range of skill sets, knowledge and experience levels. This diversity facilitatesdebate, dialogue and fresh perspectives, and ingrains a lateral thinking mindsetacross the organization.

    Tata Motors believes in a progressive people culture. They ensure that a judiciousmix of people is maintained in our workforce. This is achieved through hiring multi-skilled people both from within the automobile industry and from other sectors. In

    addition, a regular and consistent recruitment programme at engineering andmanagement institutes ensures a steady stream of high quality people gettinginducted to fuel the growth plans. We also have ongoing partnerships with IndustrialTraining Institutes, besides our own professional training centers, to recruit shop-floor workforce.

    A clearly defined HR strategy is based on the premise that people drive annualperformance, (a short-term goal), and also strengthen long-term organizationalobjectives. Programmes like mini-assessments and the Fast Track SelectionScheme (FTSS) ensure that talent is spotted early and given an opportunity tomature into leaders.Capability development, spearheaded by the Tata Motors Academy, has enabledknowledge-sharing through initiatives, such as Learning Management Systems(LMS) and iTeach. The former allows employees to take ownership of knowledge

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    accretion, while the latter provides a platform for senior management to share theirexpertise.

    Enablers, such as the 'One Tata Motors' culture, leverage interdepartmentalsynergies. Therefore, greater opportunities to learn from and contribute to theorganization are created. Combined with a rearticulated compensation philosophy

    and reworked variable pay plan, these initiatives ensure that Tata Motors remainsperformance-oriented and talent-driven.To drive and support our business growth, we have increased our total workforce tonearly 23,000 people at Jaguar Land Rover. We recruited over 6,200 Salaried,Hourly and Agency workers during the course of the year (including the highest everintake of over 330 graduate trainees). Jaguar Land Rover is recognised as apreferred employer in the UK. Increasing numbers of International Serviceassignments have commenced to support global operations, and a new NationalSales Company has been established in China.

    We work hard to retain our talented staff, and during the yearour employeeturnover rate remained low at 1.8% for the salaried population and 0.9% for thehourly population. Relationships with employees and their representatives remainpositive and constructive, with no strikes. The 2011-12 Employee EngagementSurvey was extended to all hourly paid employees for the first time this year, andemployee satisfaction rates for salaried employees rose to an all-time high of 65%,from 57% in the previous year. An extended working week was introduced, with 58%of salaried staff opting to extend their working hours.

    Employee Wellness Programs in TATA Motors

    Tata Motors has a Safety Health and Environment (SHE) policy, which encompassesall regulatory norms along with International Labor Organization recommendations.TataMotors have a process for reporting, recording, analysis and action on accidents andunsafe conditions. The safety issues are addressed through a bipartite (managementand union) arrangement. Safety has been a concern for Tata Motors and theCompany is taking steps to reduce the injuries and accidents. All Tata Motorsmanufacturing units, including the new manufacturing unit at Uttarakhand are

    certified under Occupational Health and Safety Standards 18801 (OHSAS 18001,2007 version). OHSAS 18001 is an Occupation Health and Safety AssessmentSeries for health and safety management systems. It is intended to help anorganization to control occupational health and safety risks. It was developed by theGovernment of India in response to widespread demand for a recognized standardagainst which to be certified and assessed.In addition, Tata Motors manufacturing units at Jamshedpur and Pune have beencertified Social Accountability 8000 compliant. Clause No. 3 of the SA 8000 pertainsto occupational health and safety. A Zero Accident Plan was launched in 2007-08,wherein area ownership was developed by teams comprising of management andsupervisory grade workers called Bay Owners. The Bay Owners met twice a week

    and conducted cross audits and organized awareness building programmes.

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    Goal SettingTATA Management using general brainstorming with your colleagues or on your ownopinion try to list down the objectives you will do to achieve this goal. Once you are done seeattached "DSVAP (Decoding Statement for Valuable Action Plan") analysis of same Goalstatement and compare your action plan with one made by DSVAP.

    How DSVAP Method converts complex goals into easy to understand action plan.

    1st) It break downs all the complex words (complex not in terms meaning but understandingas action) of goal statement into simple meanings or actions so that everyone thinks oncommon platform and there will be no confusion about understanding the goal statementbetween the team.

    2nd) The goal statement is reformatted with simple and easy to understand actions/wordsagrred by every team member in 1st step. So that everyone can focus on common issueswithout any confusion.

    3rd) We further break down goal statement in logical reasons that may cause failure of goal

    to achieve. So once we have list of logical reasons by which Goal achievement may fail wecan make action plan to address those issues. So, in this way solution of each issue formsthe complete solution for Goal achievement by minimizing risk of failure.

    This DSVAP approached is used in attached analysis document. Also, DSVAP can be usedfor making action plan for Goals, Objectives, Problem solving, Strategy etc. by minimizingrisk of failure of execution and thus save time and money of Implementation of task.

    Human Process Interventions in TATA Motars

    Coaching and training

    Process Consultation Team Building Third-party Interventions (Conflict Resolution) Organization Confrontation Meeting Intergroup Relationships Large-group Interventions

    Training and Coaching for good human Capital

    Besides creating employment through its business operations, the company alsoinvestsin communities at large through its initiatives in enhancing employability throughvocational and technical training of youth and of women through the Self HelpGroups.The company also encourages formation of co-operatives and mentors individuals toenable them to start their own enterprises. In each of the manufacturing units of the

    company, apprenticeship training programmers are carried out. An overview of theimpact of some of these initiatives is given below:

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    I. APPRENTICE TRAINING AT MANUFACTURING UNITS:

    This Apprentice training program is launch for building the good and effective human

    resource by providing training on the site or location. It saved the time of training as well asalso helps in giving part in the output creation process. This program is helped in capacity or

    skill building of people according to the need of industry and the company trained them and

    the qualifies candidate are selected for getting the jobs in the TATA motors.

    * Data indicated i s as on March 01, 2009. In 2008, 523 students passedout

    ** NCVT & SCVT students in ITI complete their 3rd year as apprentices

    in TML each year - at a time batch of 400+

    *** No fresh intake in 2008-09 of the FTAs

    ****The above mentioned Apprentices could not be registered due to

    Plant pull -out from Singur

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    II. TECHNICAL TRAINING THROUGH THE PUBLIC-PRIVATE PARTNERSHIP

    The company partners with the state technical education boards to improve the

    quality of technical education imparted in various Industrial Technical Institutesacross the country. The company proposes to partner with additional ITI each year.Support to the ITI:

    Redesigning the course content so as to make it more relevant to the currentindustry requirements

    Training for ITI Instructors within the manufacturing unit on latest technology

    ion Models, Equipment and Visuals

    -the-job

    Representation by Senior Management at Regional / National level for CoreCommittees for Technical Education including Chairmanship of the IndustryManaging Council of ITI

    Support from the ITI:

    TrainersDay-to-day administration of the Institute

    Reference

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