# MAN POWER PLANNING THROUGH MOST IN TATA MOTORS

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```					MAN POWER PLANNING THROUGH
MOST IN TATA MOTORS

TATA MOTORS LTD. PANTNAGAR   1
METHODOLOGY FOLLOWED

The project is divided into different stages

STAGE 1

PROBLEM IDENTIFICATION: Firstly the problem is identified on the
mechanical line that the manpower is over than required. The line is
not balanced and for that work measurement technique (MOST)
training is given

STAGE 2

TRAINNING PROGRAMME: Training is given to the managers on the
MAYNARD OPERATION TECHNEQUE a work measurement
technique.A trainer Mr.MOHAN GANTA is invited FROM Pune who is
expert of MOST

It’s a 3 days program

1st day: Basic concept of MOST

2nd day: practice through various example

3rd day:Explaning how to feed data in MDAT software and
making teams of the member for every line in TCF-1C and BIW

TATA MOTORS LTD. PANTNAGAR                     2
STAGE 3

IMPLEMENTATION OF MOST:

MOST was implemented in mechanical line and in this the every
movement of the operator is recorded and feeding the MOST element
is the MDAT software

STAGE 4

VALIDATION AND CALCULATION OF MANPOWER :

In this Mr. Mohan came in his second visit and all the check the
whole elements of the line and made some corrections so that the
estimation of manpower planning may not get wrong. For calculation
a specific formula is applied

MANPOWER REQUERED = SUM OF CYCLE TIME
TAKT TIME

STAGE 5

DECLARATION AND TRAINNING AND FEEDBACK

After calculation of manpower the declaration and training is given to
the operators so that there should not be any ambiguity and
negativity in their mind. They have to train about the MOST so that

TATA MOTORS LTD. PANTNAGAR                         3
they will be confident about their managers and line supervisors
feedback is invited from the operators

ACTUAL IMPEMENTATION: After taking operators into confidence
the manpower is implemented in mechanical line and proper
feedback is taken from the operators after specific time period

TATA MOTORS LTD. PANTNAGAR                      4
INTRODUCTION

Employees are the most valuable asset of any organization. Hence
for any organization, to improve its performance and to gain a
competitive advantage, it is very necessary that the employees of the
organization imbibe the organizational culture and goals in
themselves and work towards their fulfillment.It is important that the
employees are equipped with knowledge that will be necessary for
the day to day fulfillment of their job roles.
Man power planning in Human Resource Management is a core
factor. Here the penalties for not being correctly staffed are costly.
Understaffing loses the business economies of scale and
specialization, orders, customers and profits. Overstaffing is wasteful
and expensive, if sustained, and it is costly to eliminate because of
modern legislation in respect of redundancy payments, consultation,
minimum periods of notice, etc. Very importantly, overstaffing
reduces the competitive efficiency of the business.

TATA MOTORS LTD. PANTNAGAR                             5
INTRODUCTION OF TATA MOTORS

VISION STATEMENT

To develop TATA into a world-class car brand for innovative and
superior value vehicles.

MISSION STATEMENT

To,

 Be the most admired multi-national Indian car company
producing vehicles that people love to buy.

 Create an organization that people enjoy working for, doing

The Tata Group was founded by Jamshetji Tata in the mid 19th
Century. Today the Tata Group comprises of 96 operating companies
in    seven   business     sectors   viz.   Information   systems   and
communications, engineering, materials, services, energy, consumer
products and chemicals.

Tata companies’ today employ around 2,46,000 people. In Tata
Group the purpose is to improve the quality of life of the Communities
they serve.

TATA MOTORS LTD. PANTNAGAR                         6
They do this through leadership in sectors of national economic
significance, to which the Group brings a unique set of capabilities.

This requires them to grow aggressively in focused areas of
with trust. Leveraging this asset to enhance Group synergy and
becoming globally competitive is the route to sustained growth and
long-term success.

The Tata Group has always sought to be a value-driven organization.

 These values continue to direct the Group's growth and
businesses. It is the leader by far in commercial vehicles in each
segment.

 Tata Motors Limited is amongst the India's largest automobile
company.

 The company is the world's fifth largest medium and heavy
commercial vehicle manufacturer.

Values

The Tata Group has always sought to be a value-driven organization.
These values

Continue to direct the group's growth and businesses. The five core
Tata values Underpinning the way we do business are:

TATA MOTORS LTD. PANTNAGAR                            7
• Integrity - we must conduct our business fairly, with honesty and
transparency.

Everything we do must stand the test of public scrutiny.

• Understanding - we must be caring, show respect, compassion and
humanity for our colleagues and customers around the world and
always work for the benefit of India.

• Excellence - we must constantly strive to achieve the highest
possible standards in our day-to-day work and in the quality of the
goods and services we provide.

• Unity - we must work cohesively with our colleagues across the
group and with our customers and partners around the world, building
strong relationships based on tolerance, understanding and mutual
cooperation.

• Responsibility - we must continue to be responsible, sensitive to the
countries, communities and environments in which we work, always
ensuring that what comes from the people goes back to the people
many times over.

TATA MOTORS LTD. PANTNAGAR                         8
Board of Directors

 Mr. Ratan N Tata (Chairman)
 Mr. Ravi Kant
 Mr. N A Soonawala
 Dr. J.J Irani
 Mr. R Gopalakrishnan
 Mr. S M Palia
 Dr. R A Mashelkar
 Mr. Nasser Munjee
 Mr. Subodh Bhargava
 Mr. V K Jairath
 Mr. P M Telang

Senior Management

 Mr. P M Telang                Managing Director – India
Operations
 Mr. Rajiv Dube               President (Passenger Cars)
 Mr. C Ramakrishna             Chief Financial Officer

TATA MOTORS LTD. PANTNAGAR                9
 Mr. R Pisharody             President (Commercial Vehicles
 Mr. S N Ambardekar          Head (Manufacturing Operations
CVBU)
 Mr. S B Borwankar           Head (Jamshedpur - Plant)
 Mr. B B Parekh              Chief (Strategic Sourcing)
 Mr. U K Mishra             Vice President (ADD and Materials -
CVBU)
 Mr. S Krishnan            Vice President (Commercial -
PCBU)
 Mr. P Y Gurav              Vice President (Corp. Finance - A/c
and Taxation)
 Mr. S J Tambe              Vice President (Human Resources)
 Mr. A Gajendragadkar       Vice President (Corp. Finance -
 Mr. N Pinge                Chief Internal Auditor
 Mr. R Bagga                Vice President (Legal)
 Mr. M L Bapna               Chief Executive Officer (HVAL &
HVTL)

Company Secretary

Mr. H K Sethna

TATA MOTORS LTD. PANTNAGAR                      10
PRODUCTS IN INDIA:

 Passenger cars: TATA Indica, TATA Indigo, TATA Nano
 Utility vehicles: TATA Safari, TATA Sumo, Sumo Grande, TATA
Xenon XT
 Trucks: Medium and heavy commercial vehicles, TATA Novus,
Intermediate commercial vehicles, Light Commercial vehicles,
TL 4 X 4, Small Commercial vehicles (ACE)
 Commercial passenger carriers: Buses, Wingers, Magic

PROUDCTS MANUFACTURED IN TATA MOTORS,
PANTNAGAR:

 Passenger Cars: Tata Nano
 Utility Vehicle: Microbus
 Trucks: Ace, Ace 1 Ton
 Commercial passenger carriers: Magic

TATA MOTORS LTD. PANTNAGAR                         11
Organisation Structure (TML, Pantnagar)

Manufacturing
HR                          Central Quality                                               SCM
Small Car

Vendor
Development

Kaizen        Manufacturing    Manufacturing
Maintenance   Planning
Promotion          TCF              BIW

Customer
QMS                   QA
Service

TATA MOTORS LTD. PANTNAGAR                                                           12
CORPORATE PROFILE

TATA MOTORS

Tata Motors Limited is India’s largest automobile company, with
consolidated revenues of Rs.70,938.85 crores (USD 14 billion) in
2008-09. It is the leader in commercial vehicles in each segment, and
among the top three in passenger vehicles with winning products in
the compact, midsize car and utility vehicle segments. The company
is the world’s fourth largest truck manufacturer, and the world’s
second largest bus manufacturer. The company’s 23,000 employees
are guided by the vision to be ''best in the manner in which we
operate best in the products we deliver and best in our value system
and ethics.''

Established in 1945, Tata Motors presence indeed cuts across the
length and breadth of India. Over 4 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) 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 power trains. The company
is establishing a new plant at Sanand (Gujarat). The company’s
dealership, sales, services and spare parts network comprises over
3500 touch points; Tata Motors also distributes and markets Fiat

TATA MOTORS LTD. PANTNAGAR                             13
branded cars in India. Tata Motors, the first company from India’s
engineering sector to be listed in the New York Stock Exchange
(September 2004), has also emerged as an international automobile
company.

Through subsidiaries and associate companies, Tata Motors has
operations in the UK, South Korea, Thailand and Spain. Among them
is Jaguar Land Rover, a business comprising the two iconic British
brands that was 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 2005, Tata Motors acquired a 21%
stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, with an option to acquire the remaining stake as well.
Hispano’s presence is being expanded in other markets. In 2006, it
formed a 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 and select international markets. 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.

The new plant of Tata Motors (Thailand) has begun production of the
Xenon pickup truck, with the Xenon having been launched in

TATA MOTORS LTD. PANTNAGAR                           14
Thailand in 2008. 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 and South America. It has franchisee/joint venture
assembly operations in Kenya, Bangladesh, Ukraine, Russia and
Senegal. The foundation of the company’s growth over the last 50
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 2,000 engineers and
scientists, the company’s Engineering Research Centre, established
in 1966, and has enabled pioneering technologies and products. The
company today has R&D centres in Pune, Jamshedpur, Lucknow, in
India, and in South Korea, Spain, and the UK. It was Tata Motors,
which developed the first indigenously developed Light Commercial
Vehicle, India’s first Sports Utility Vehicle and, in 1998, the Tata
Indica, India’s first fully indigenous passenger car. Within two years of
launch, Tata Indica became India’s largest selling car in its segment.
In 2005, Tata Motors created a new segment by launching the Tata
Ace, India’s first indigenously developed mini-truck. In January 2008,
Tata Motors unveiled its People’s Car, the Tata Nano, which India
and the world have been looking forward to.

TATA MOTORS LTD. PANTNAGAR                          15
The Tata Nano has been subsequently launched, as planned, in India
in March 2009. A development, which signifies a first for the global
automobile industry, the Nano brings the comfort and safety of a car
within the reach of thousands of families. The standard version has
been priced at Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger
compartment with generous leg space and head room. It can
comfortably seat four persons. Its mono-volume design will set a new
benchmark among small cars. Its safety performance exceeds
regulatory requirements in India. Its tailpipe emission performance
too exceeds regulatory requirements. In terms of overall pollutants, it
has a lower pollution level than two-wheelers being manufactured in
India today. The lean design strategy has helped minimise weight,
which helps maximise performance per unit of energy consumed and
delivers high fuel efficiency. The high fuel efficiency also ensures that
the car has low carbon dioxide emissions, thereby providing the twin
benefits of an affordable transportation solution with a low carbon
footprint. In May 2009, Tata Motors introduced ushered in a new era
in the Indian automobile industry, in keeping with its pioneering

TATA MOTORS LTD. PANTNAGAR                           16
tradition, by unveiling its new range of world standard trucks. 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. In June 2009, the
exciting new range of premium luxury vehicles from Jaguar and Land
Rover were introduced for the Indian market. These include the
Jaguar XF, XFR and XKR and Land Rover Discovery 3, Range Rover
Sport and Range Rover. The years to come will see the introduction
of several other innovative vehicles, all rooted in emerging customer
needs. Besides product development, R&D is also focussing on
environment-friendly technologies in emissions and alternative fuels.
Through its subsidiaries, the company is engaged in engineering and
automotive solutions, construction equipment manufacturing,
automotive vehicle components manufacturing and supply chain
activities, machine tools and factory automation solutions, high-
precision tooling and plastic and electronic components for
automotive and computer applications, and automotive retailing and
service operations. True to the tradition of the Tata Group, Tata
Motors is committed in letter and spirit to Corporate Social
Responsibility. It is a signatory to the United Nations Global Compact,
and is engaged in community and social initiatives on labour and
environment standards in compliance with the principles of the Global
Compact. In accordance with this, it plays an active role in community
development, serving rural communities adjacent to its manufacturing
locations. With the foundation of its rich heritage, Tata Motors today
is etching a refulgent future.

TATA MOTORS LTD. PANTNAGAR                            17
TATA CODE OF CONDUCT

“Ethical business behaviors – in every sphere and with all
constituents – has been the bedrock on which the Tata Group has
built and operates its enterprises. This has been an article of faith for
the Group ever since its inception, a fundamental element of our
cherished heritage and the essence of our way of life. The Group's
ethics and value system was enshrined in the Tata Code of Conduct,
finalized in December 1998 as an explicit canon of business
principles to guide our companies and our people in ensuring the
highest ethical standards in all their transactions. The code has been
a significant step in the journey towards institutionalizing and
embedding the ethical approach in the business dealings of every
Tata organization. The management of business ethics (MBE) is an
integral part of the overall excellence initiatives undertaken by the
Group. The adoption of a common code of conduct reinforces our
commitment to a shared set of ideals and beliefs. More importantly,
the code has strengthened our determination to work together in our
common goal to maintain our leadership position in the industries and
markets which we serve. There can be no exceptions within the

Group to the precepts embodied in the code, even in the face of
extraordinary situations Tata companies often encounter as we seek
to manage and grow our businesses. It has been our endeavor to
percolate these precepts, in letter and spirit, to all our employees so
as to enable them to recognize and fulfill their responsibilities and
obligations. In this context, the efforts of our ethics counselors across

TATA MOTORS LTD. PANTNAGAR                             18
the Group in propagating and understanding of the code is
commendable. Equally commendable is the enormous effort made by
the task force that has painstakingly compiled the detailed and
practical interpretations of the code. This manual is the fruit of their
labors. It is, at the same time a template of ethical conduct for every
Tata person and every Tata company. I am pleased to recommend
the MBE Manual 2006 to the Group.”

— Ratan N Tata

The Tata Code of Conduct is a guide to each employee on the
values, ethics and business principles expected of him or her. Each
employee should take pride in upholding the high standard of
corporate and personal behavior on which the Tata Group's
reputation and respectability has been build over the past 120 years.
As an employee it is obligatory on your part not only to adhere to the
code but also to be concerned if there is an actual or possible
violation of any clause and bring it to the attention of the Ethics
Counselor.

TATA MOTORS LTD. PANTNAGAR                              19
INTRODUCTION TO TATA MOTORS COMPANY

Tata Motors is India’s largest automobile company. It is the leader by
far in commercial vehicles in each segment, and the second largest in
the passenger car market with winning products in the compact,
midsize car and utility vehicle segments. The company is the world’s
fifth largest medium and heavy commercial vehicle manufacturer and
the world's second largest medium and heavy bus manufacturer.
Established in 1945, Tata Motors’ presence indeed cuts across the
length and breadth of India. Over 3 million Tata vehicles ply on Indian
roads, since the first rolled out in 1954. The company’s manufacturing
base is spread across Jamshedpur, Pune and Lucknow, supported
by a nation-wide dealership, sales, services and spare parts network
comprising about 1,200 touch points. The company also has a strong
auto finance operation, Tata Motor Finance. At the core of the
Excellence Model. Incorporating sound business principles, like
customer satisfaction, quality, attention to detail, conservation of
resources and protection of the environment, this model shapes the
way Tata Motors designs, manufactures and markets its products.

Jamshedpur:
Established in1945, the Jamshedpur unit was the company's first unit
and is spread over an area of 822 acres. It consists of 4 major
divisions - Truck Factory, Engine Factory, Cab & Cowl Factories, and
the Novus

TATA MOTORS LTD. PANTNAGAR                          20
Pune:
The Pune unit is spread over 2 geographical regions- Pimpri (800
acres) and Chinchwad (130 acres). It was established in 1966 and
has a Production Engineering Division, which has one of the most
versatile tool making facilities in the Indian sub-continent.

Lucknow:
Tata Motors Lucknow is one of the youngest production facilities
among all the Tata Motors locations and was established in 1992 to
meet the demand for Commercial Vehicles in the Indian market.

Uttarakhand

The company has set up a plant for its mini-truck Ace and the
passenger carrier Magic (based on the Ace platform) at Pantnagar in
Uttarakhand. The plant began commercial production in August 2007.
This is the company's fourth plant, after Jamshedpur (commercial
vehicles), Pune (commercial vehicles and passenger vehicles) and
Lucknow (commercial vehicles). The plant is spread over 953 acres,
of which 337 acres is occupied by the vendor park. State-of-the-art
facilities include weld shops, paint shops, engine and gear box shops
and assembly lines. The company has invested over Rs.1000 crores
investments to set up their plants in the vendor park adjoining the
plant. The operation has generated about 7500 direct and indirect
jobs in the plant, among vendors and service providers in the area.

TATA MOTORS LTD. PANTNAGAR                         21
PRODUCTS

The company’s main product lines are:

• Passenger Cars: the compact car, Indica, launched in 1998, the
mid size, Indigo, launched in 2002, and the Indigo Marina, launched
in 2004 in both petrol and diesel versions.

• Utility Vehicles: the Tata Sumo launched in 1994, the Tata Safari
launched in 1998 and their variants

• Small Commercial Vehicles: the company created a new segment in
2005 by launching the Tata Ace, India’s first indigenously developed
mini-truck.

• Light Commercial Vehicles: which include pickups, trucks and buses
ranging from 2T GVW to 7.5T GVW

• Medium and Heavy Commercial Vehicles: which include trucks,
buses, dumpers and multi- axled vehicles from 9T GVW to 40T GVW.
Through Tata Daewoo Commercial Vehicle Company Limited. It now
offers a range of high horsepower trucks ranging from 220 HP to 400
HP in dump truck, tractor-trailers, mixers and cargo applications.
Adopting the principle of Kaizen or continuous learning, the company
is constantly improving its standards. The versatile yet simple 5S
approach to process improvement - sort, straighten, simplify and
standardize in a self-disciplined manneris a way of life at Tata Motors.
These principles help optimize various operations of the company

TATA MOTORS LTD. PANTNAGAR                          22
and conserve precious resources. By working closely with vendors
and partners, at the design and manufacturing stages, the company
ensures that they too follow the same principles.

Tata Motors, the first company from India’s engineering sector to be
listed in the New York Stock Exchange (September 2004), has also
emerged as an international automotive company. While currently
company’s objective is to expand its international business, both
through organic and inorganic growth routes. Over the years, the
company has received more than 50 awards from the Government of
India for its exports initiatives. In 2004, it acquired the Daewoo
Commercial Vehicle Company, Korea’s second largest truck maker.
The rechristened Tata Daewoo Commercial Vehicle Company has
already begun to launch new products. In 2005, Tata Motors acquired
a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, with an option to acquire the remaining stake as well.
Hispano’s presence is being expanded in other markets. These
acquisitions will further extend Tata Motors’ 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 and Australia. It has assembly operations in Malaysia, Kenya,
Bangladesh, Ukraine, Russia, Spain and Senegal.

TATA MOTORS LTD. PANTNAGAR                            23
SUBSIDIARIES

Through its subsidiaries, the company is engaged in engineering and
automotive solutions, construction equipment manufacturing,
automotive vehicle components manufacturing and supply chain
activities, machine tools and factory automation solutions, high-
precision tooling and plastic and electronic components for
automotive and computer applications, and automotive retailing and
service operations.

RESEARCH & DEVELOPMENT

The foundation of the company’s growth over the last 50 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. The company’s Engineering Research Centre
(ERC), in Pune which has 1400 scientists and engineers, was
established in 1966. Tata Daewoo Commercial Vehicle Company and
Hispano Carrocera also have R&D establishments at Gunsan in
Korea and Zaragoza in Spain. These three facilities together enable
the company to share and access knowledge and technology for
designing and developing world-class products. Besides product
development, R&D also focuses on environment-friendly technologies
in emissions and alternative fuels. The ERC has enabled pioneering
technologies and products. It was Tata Motors, which developed the
first indigenously developed Light Commercial Vehicle, India’s first
Sports Utility Vehicle and, in 1998, the Tata Indica, India’s first fully

TATA MOTORS LTD. PANTNAGAR                               24
indigenous passenger car. Within two years of launch, Tata Indica
became India’s largest selling car in its segment.

The pace of new product development has quickened through an
organization-wide structured New Product Introduction (NPI) process.
The process with its formal structure for introducing new vehicles in
the market, brings in greater discipline in project execution. For
example, the NPI process helped Tata Motors create a new segment
by launching the Tata Ace, India’s first mini-truck. The years to come
will see the introduction of several other innovative vehicles, all
rooted in emerging customer needs. The ERC in Pune, among whose
facilities are India’s only certified crash-test facility and hemi-anechoic
chamber for testing of noise and vibration has received several
awards from the Government of India. Some of the more prominent
amongst them are the National Award for Research and
Development Efforts in Industry in the Mechanical Engineering
Industries sector in 1999, the National Award for Successful
Commercialisation of Indigenous Technology by an Industrial
Concern in 2000, and the CSIR Diamond Jubilee Technology Award
in 2004.

CORPORATE SOCIAL RESPONSIBILITY

True to the tradition of the Tata Group, Tata Motors is committed in
letter and spirit to Corporate Social Responsibility. It is a signatory to
the United Nations Global Compact, and is engaged in community

TATA MOTORS LTD. PANTNAGAR                            25
and social initiatives on human rights, labour and environment
standards in compliance with the principles of the Global Compact.
Tata Motors has led the automobile industry’s anti-pollution efforts
through a series of initiatives in effluents and emission control. The
company introduced emission-friendly engines in its products in India
even before such norms were made statutory. It ensures that its
products are environmentally sound by reducing hazardous materials
in vehicle components, developing extended life lubricants, fluids and
using ozone-friendly refrigerants. The company uses some of the
world's most advanced equipment for mission check and control.
Tata Motors undertakes soil and water conservation programmes and
extensive tree plantation drives.

The company is committed to restoring and preserving environmental
balance, by reducing waste and pollutants, conserving resources and
recycling materials. Simultaneously, it also plays an active role in
community development, serving rural communities adjacent to its
manufacturing locations in Jamshedpur, Pune and Lucknow. Among
them are cooperative societies, such as the Tata Motors Grihini
Udyog. This society provides inputs on skill development to women.
The women work for four hours per day, in activities ranging from
preparing spices and condiments to cable harness and electronic
items. The society has provided employment to nearly 1200 women.
Tata Motors also focuses on improving the health of rural
communities through women trained as village health workers. They

TATA MOTORS LTD. PANTNAGAR                             26
are trained in basic diagnostic skills and first aid, and are at the
forefront of all development initiatives.

Through this initiative, the women gain financial independence which
in turn improves their social stature and makes them change agents
in their community. These continuing initiatives received national
recognition from the Institute of Directors and the World Environment
Foundation in 2004, when the company was awarded the ‘Golden
Peacock Award’ for Corporate Social Responsibility. With principles
and practices, which others want to emulate, Tata Motors today is
recognized as among the most respected countries in India. With the
foundation of its rich heritage, it is today is etching a refulgent future
across the world.

AUTOMOBILES

An automobile is a wheeled vehicle that carries its own motor.
Different types of automobiles include cars, buses, trucks, vans, and
motorcycles, with cars being the most popular. The term is derived
from Greek 'autos' (self) and Latin 'movére' (move), referring to the
fact that it 'moves by itself'. Earlier terms for automobile include
'horseless carriage' and 'motor car'. As of 2005 there are 600 million
cars worldwide (0.074 per capita).

TATA MOTORS LTD. PANTNAGAR                               27
UPHOLDING TATA VALUES

JAMSHEDJI TATA

(MARCH 3,1839 – MAY 19,1904)

We do not claim to be more unselfish, more generous or more
philanthropic than other people. But we think we started on sound
and straightforward business principles, considering the interest of
the shareholders as our own and the health and welfare of
employees the sure foundation of our prosperity.

Jamsetji Tata

TATA MOTORS LTD. PANTNAGAR                           28
JRD TATA

(JULY 29, 1904-NOVEMBER 23, 1993)

The most significant contribution an organized industry can make is
by identifying itself with the life and problems of the community to
which it belongs, and by applying its resources, skills and talents, to
the extent that it can reasonably spare, to serve and help them.

JRD Tata

TATA MOTORS LTD. PANTNAGAR                              29
(DECEMBER 28, 1937)

The values and principles that have governed the manner in which
the Tata Group of companies and their employees have conducted
them have never been articulated. It was, therefore, considered
worthwhile to prepare a clearly defined document that could serve as
a guide to each employee on the values, ethics and business
principles expected of him or her. I urge each employee to read this
document and take pride in upholding the high standards of corporate
and personal behavior on which the Tata Group's reputation and
respectability have been built over the past 124 years. One hundred
years from now, I expect the Tata’s to be much bigger, of course,
than it is now. More importantly, I hope the Group comes to be
regarded as being the best in India, best in the manner in which we
operate, best in the products we deliver, and best in our value system

TATA MOTORS LTD. PANTNAGAR                           30
and ethics. Having said that, I hope that a hundred years from now
we will spread our wings far beyond India, that we become a global
Group, operating in many countries; an Indian business conglomerate
that is at home in the world, carrying the same sense of trust that we
do today.

Ratan Tata

TATA MOTORS LTD. PANTNAGAR                         31
INTRODUCTION TO MANPOWER PLANNING

Personnel management is productive exploitation of manpower
resources. This is also termed as ‘Manpower Management’.
Manpower Planning is choosing the proper type of people as and
when required. It also takes into account the upgrading in existing
people. Manpower Management starts with manpower planning.
Every manager in an organization is a personnel man, dealing with
people.

DEFINITION OF MANPOWER PLANNING:

Manpower Planning is nothing but using the available assets for the
effective implementation of the production plans. After the preparing
the plans, people are grouped together to achieve organizational
objectives.
Planning is concerned with coordinating, motivating and controlling of
the various activities within the organization. Time required for
acquiring the material, capital and machinery should be taken into
account. Manager has to reasonably predict future events and plan
out the production. The basic purpose of the management is to
increase the production, so that the profit margin can be increased.
Manager has to guess the future business and to take timely and
correct decisions in respect of company objectives, policies and cost
performances. The plans need to be supported by all the members of

TATA MOTORS LTD. PANTNAGAR                           32
the organization. Planning is making a decision in advance what is to
be done. It is the willpower of course of action to achieve the desired
results. It is a kind of future picture where events are sketched. It can
be defined as a mental process requiring the use of intellectual
faculty, imagination, foresight and sound judgment.
It involves problem solving and decision making. Management has to
prepare for short term strategy and measure the achievements, while
the long term plans are prepared to develop the better and new
products, services, expansion to keep the interest of the owners.

OBJECTIVES AND NATURE OF MANPOWER
MANAGEMENT

Manpower and HR planning involves applying the basic planning
process to the human resource needs of the organization. To be
effective any MP/ HR plan must be derived from the CORPORATE
strategic plan of the organization. The success of the MR/HR
depends largely on how closely the HRdepartment can integrate
effective people planning with the organization's business planning
process.

Corporate business planning seeks to identify various factors critical
to the success of the organization. It also focuses on how the
organization can become better positioned and equipped to compete
in the market. This provides

TATA MOTORS LTD. PANTNAGAR                          33
-a clear statement of the organization's mission.
-a commitment from senior management to the mission.
-an explicit statement of assumptions.
-a statement of objectives / strategies.
-a plan of action in light of available or acquirable resources, including
human resources.

MP/HR planning contributes significantly to the corporate business
process by providing the means to accomplish the outcomes desired
from the planning process. In essence
the HR demands and needs are derived from the corporate strategic
business plan and then compared with HR availability

IMPORTANCE OF MANPOWER PLANNING

Every organization has to plan for Human resource due to:
1. The shortage of certain categories of employees and/or variety of
skills despite the problem of unemployment.
2. The rapid changes in technology , marketing, management etc.,
and the consequent need for new skills and new categories of
employees.
3. The changes in organization design and structure affecting
manpower demand.
4. The demographic changes like the changing profile of the
workforce in terms of age, sex, education etc.
5. The Government policies in respect to reservation ,child labor,
working conditions etc.

TATA MOTORS LTD. PANTNAGAR                          34
6. The labor laws affecting the demand for and supply of labor.
7. Pressure from trade unions, politicians ,sons of the soil etc.
8. Introduction of lead time in manning the job with most suitable
candidate

Manpower planning ensures optimum use of available human
resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labor.
5. It provides smooth working even after expansion of the
organization.
6. It opens possibility for workers for future promotions, thus providing
incentive.
7. It creates healthy atmosphere of encouragement and motivation in
the
organization.
8. Training becomes effective.
9. It provides help for career development of the employees.

TATA MOTORS LTD. PANTNAGAR                          35
Factors which affect the efficiency of labor:
1. Inheritance: Persons from good collection are bound to work
professionally. The quality and rate of physical as well as mental
development, which is dissimilar in case of different individuals is the
result of genetic differences.
2. Climate: Climatic location has a definite effect on the efficiency of
the workers.
3. Health of worker: worker’s physical condition plays a very
important part in performing the work. Good health means the sound
mind, in the sound body.
4. General and technical education: education provides a definite
impact n the working ability and efficiency of the worker.
5. Personal qualities: persons with dissimilar personal qualities bound
to have definite differences in their behavior and methods of working.
The personal qualities influence the quality of work
6. Wages: proper wages guarantees certain reasons in standard of
living, such as cheerfulness, discipline etc. and keep workers satisfy.
This provides incentive to work.
7. Hours of work: long and tiring hours of work exercise have bad
effect on the competence of the workers.

Downsizing of manpower:
Downsizing of manpower gives the correct picture about the number
of people to be employed to complete given task in the
predetermined period. It is used for achieving fundamental growth in
the concern. It can work out the correct price by the resource building

TATA MOTORS LTD. PANTNAGAR                              36
or capacity building. It aims at correct place, correct man on a correct
job.
Thus manpower planning is must to make the optimum utilization of
the greatest resource available i.e. manpower for the success of any
organization

MANPOWER SYSTEM

Once the corporate objectives , strategies and plans are outlined, the
directions are filtered down to the business units and departments,
involving all levels of management in the organizational planning
process.

The business units management and departments management work
closely with the HR management to determine the people
requirements to achieve their objectives.
Manpower planning has five essential elements:

* Analyzing the current manpower resource
* Reviewing employee utilization
* Forecasting the demand for employees
* Forecasting supply
* Developing a manpower plan

While these can be seen as sequential steps, in practice thinking
about manpower can begin with almost any of these. This is what

TATA MOTORS LTD. PANTNAGAR                          37
makes manpower planning a dynamic process. For instance, a
manufacturing function might want to introduce new machinery that
will do a job to a better standard and more quickly. To justify the
expenditure, the manufacturing manager will be expected to show a
saving on labor, which may translate into fewer people. In another
case, a downturn in business may provoke an urgent drive to reduce
overheads and cuts in office staff. The point is that manpower
decisions have been triggered outside the HRM function, and most
certainly outside the hands of anyone who carries the title of
manpower planner.

The other point that the two examples highlight is that planning can
have a short, medium-, and long-term aspect. The long term is
necessary to provide a framework for managing broad trends.
Long-term planning should be done regularly and systematically, and
plans kept under review. The short to medium term, however, is what
matters to most managers.

KEY INFLUENCE ON MANPOWER PLANNING—

1) INDICATORS

Analyzing the current manpower resource
Analysis and investigation
Internal labor
Market

TATA MOTORS LTD. PANTNAGAR                         38
Turnover
Cohort analysis
Profiles
Skills audit
Succession
Manpower system
External labor Market
Quality
Availability
Sources
Price [rewards ]
Organization
Assessment
Performance
Productivity
Structure
Technology
Skill change
Rewards
Corporate Strategy
Growth/decay
New markets
opportunities
Objectives
Manpower system
Work methods

TATA MOTORS LTD. PANTNAGAR   39
KEY INFLUENCES OF MANPOWER PLANNING-CURRENT
STATUS

The starting point for planning is to have proper records of existing
employees. Basic records cover:

* Personal data - including date of birth (age), qualifications,
special skills, and training record

* Position data - including current job and work history in the
organization

* Financial data - including current pay, how this is made up (for
example, overtime and shift premia), incremental scale, and
pension rights.

Many of these details will traditionally be kept for payroll purposes.

department. The overall profile of the workforce generated in this
way is basic to any manpower planning system, and a vital aid to
management decision making on things like redundancy. It can
highlight impending problems, such as the retirement of a whole
cohort of employees, and the need for fresh recruitment and
training.

TATA MOTORS LTD. PANTNAGAR                         40
KEY INFLUENCES OF MANPOWER PLANNING--WASTAGES

*Employee turnover, using data on joiners and leavers over a
year. Along with headcount analysis, this is basic to forecasting
supply. It may also identify problems - for example, particular jobs
where there is high turnover - and stimulate corrective action

*Absenteeism and sickness. This will be especially geared to
alerting management to problems and the need for corrective
action. It will interact with other indices concerned with productivity
(such as the amounts of overtime that are incurred simply to
provide cover for absenteeism and sickness). Like turnover data,
this information clearly needs to be generated on an on-going
basis, as distinct from basic records (the 'inventory'). It is likely to
be a natural product of payroll data and the subject of regular
reports from line functional management.

*Overall structure of the pay bill, including how salary costs will
rise with increments and reduce with new entrants at lower points
in a scale

*Actual pay bill against budget, with areas of variance.

Analysis in these various ways can identify significant issues of
performance and productivity, and imbalances that may need to

TATA MOTORS LTD. PANTNAGAR                                 41
be corrected. It underpins the shift in manpower planning from
macro-forecasting towards the more problerncentred approach.

KEY INFLUENCES OF MANPOWER PLANNING - labor utilization

The audit activity described above may be supplemented from
time to time by data from other sources concerned with how
efficiently people are being used. Whether this is part of a normal
auditing process will depend from company to company. Data on
analysis of manning ratios ('directs' to 'indirects') is a case in point.
This may come under review only when cost pressures or the
example of a competitor cutting indirect staff focuses attention on
labour costs. Many large organizations have permanent staffs
using work study and O&M (organization and methods) techniques
to undertake periodic reviews of working methods and the
efficiency of staff levels.

Forecasting the demand for labour

At first, forecasting the demand for labour might seem
straightforward. Unfortunately, it is not. The problem is how to
convert volumes of work into numbers of people. Two of the
favoured means for doing this are ratio-trend analysis and the use
of work study standards.

Ratio-trend analysis

TATA MOTORS LTD. PANTNAGAR                            42
The basic principle here is to say if it takes six people, for
example, to perform an existing amount of work, it will take twelve
people to do twice as much. Organizations measure activity levels
in a variety of different ways. The ratio between 'directs' and
'indirects' in manufacturing is a classic one.

Individual departments in an organization also will have their own
rule-of-thumb measures. A sales department, for instance, may
have an idea of the number of customer calls a salesperson
should make in a week, and, indeed, use this as one criterion for
monitoring sales efficiency. If the business plan projects an
increase in the number of new customers, this can be translated
into a proportionate increase in the sales force.

The problem with measures like these is that they are crude. They
take no account of economies (or diseconomies) of scale which
affect efficiencies; nor of local conditions; nor of the potential of
new methods and technology to increase efficiencies.

What ratio-trend analysis can do is to provide ballpark figures,
which then focus attention on ways of improving efficiencies and a
closer look at the underlying implications.

Work study

TATA MOTORS LTD. PANTNAGAR                              43
Work study is a more systematic method, but limited to
manufacturing, certain other areas of manual work, and large
clerical functions. For it to be worth while and do-able in the first
place, an activity has to be repeated sufficiently often to generate
a reliable standard and justify the cost of measuring it.

KEY INFLUENCES OF MANPOWER PLANNING - Forecasting
supply

Forecasting supply has two components, internal and external.
Forecasting external supply means understanding the impact on
recruitment and retention of such factors as:

•Demographic patterns

•Levels of unemployment

•Developments in the local economy like transport, education, and
housing

•The pay policies of other employers, locally and nationally, and
their plans for growth and contraction

TATA MOTORS LTD. PANTNAGAR                              44
PROCESS OF MANPOWER PLANNING

Analysis of current
manpower resource

Reviewing employee
utilization

Forecasting the demand

Forecasting supply

Developing manpower
plan

TATA MOTORS LTD. PANTNAGAR   45
Maynard Operation Sequence Technique (MOST)

MOST is a predetermined motion time system that is used primarily in
industrial settings to set the standard time in which a worker should
perform a task. To calculate this, a task is broken down into individual
motion elements, and each is assigned a numerical time value in
units known as time measurement units, or TMUs, where 100,000
TMUs is equivalent to 1 hour. All the motion element times are then
added together and any allowances are added, and the result is the
standard time. It is an easier to use form of the older and now less
common Methods Time Measurement technique, better known as
MTM.

The most commonly used form of MOST is BasicMOST, which was
released in Sweden in 1972 and in the United States in 1974. Two
other variations were released in 1980, called MiniMOST and
MaxiMOST. The difference between the three is their level of focus—
the motions recorded in BasicMOST are on the level of tens of TMUs,
while MiniMOST uses individual TMUs and MaxiMOST uses
hundreds of TMUs. This allows for a variety of applications—
MiniMOST is commonly used for short (less than about a minute),
repetitive cycles, and MaxiMOST for longer (more than several
minutes), non-repetitive operations. BasicMOST is in the position
between them, and can be used accurately for operations ranging
from less than a minute to about ten minutes.

TATA MOTORS LTD. PANTNAGAR                            46
Another variation of MOST is known as AdminMOST. Originally
developed and released under the name ClericalMOST in the 1970s,
renamed. It is on the same level of focus as BasicMOST.

MOST, including the Basic, Mini, and Maxi versions, makes the
measurement of work a practical, efficient, and inexpensive task for
the industrial engineer.

A powerful analytical tool that helps increase productivity, improve
methods, facilitate planning, establish work loads, estimate labor
costs, improve safety, and maximize resources, MOST can be
applied to any type of work for which a method can be defined and
described. Because of its universal applicability, MOST has become
the standard for thousands of companies in a broad range of
industries. In fact, there are now approximately 25,000 certified
MOST applicators in the United States, Japan, and at least 30 other
countries.

User-friendly and easy to learn, MOST has been accepted by
countless industries as one of the most efficient work measurement
techniques available. In addition, a majority of the colleges and
universities that teach industrial engineering now include an
appreciation of MOST in their curricula

1. Reduces the costs and paperwork and improves productivity.

2. Streamlines operations and quickly identifies inefficient methods.

TATA MOTORS LTD. PANTNAGAR                            47
3. Provides consistent standards and accuracy to within ± 5%

with a 95% confidence level.

4. Can be applied to any method-defined manual work.

5. Reduces the time required for data development and standard

setting.

6. Is easy to learn and use; even non-Industrial Engineers require

little training.

7. Can be applied largely from memory.

The basis for each of the three versions of the MOST Work
Measurement Technique is – not surprisingly –

BasicMOST. In turn, BasicMOST is built on a concept that is, well,
basic. Put simply, work is defined as the

product of force times distance. So if “work is the displacement of a
mass or object”, then all basic units of work is organized for the sole
purpose of accomplishing some useful result (i.e., “moving object(s)”).

Within MOST, however, the primary work units are no longer basic
motions. They are fundamental activities dealing with the entire event
of “moving one or several objects from one location to another.”
These

TATA MOTORS LTD. PANTNAGAR                           48
activities are described in terms of basic parameters (or sub-
activities) that are fixed in “activities sequence.”

As a result, the basic “move object” pattern is described by a
universal sequence model instead of detailed

and independent basic motions.

Analysis of extensive work measurement data indicates that certain
sequences of motions repeat consistently.

Through research and experimentation, these sequences were
verified and organized to form the basics of

MOST. The most common activity sequence represents the spatial
movement of objects. For BasicMOST,

three sequence models have been established; General Move,
Controlled Move, and Tool Use.

General Move

This covers the movement of none or more objects from one location
to another freely through the air. This activity is represented by

the following sequence of sub-activities or parameters:

TATA MOTORS LTD. PANTNAGAR                        49
ABGABPA

in which:

A = Action Distance (mainly horizontal)

B = Body Motion (mainly vertical)

G = Gain Control

P = Placement

Meanwhile the variation for each sub-activity based on workplace
conditions and the method used is indicated by an index value.

For example:

A6, B6, G1, A1, B0, P3, A0,

in which:

A6 = Walk three or four steps

B6 = Bend and rise

G1 = Simply grasp of an object

A1 = Move within reach

B0 = No body motion

P3 = Place object with adjustment

TATA MOTORS LTD. PANTNAGAR                      50
A0 = No return move

In addition, the sub-activities within each activity sequence are
“slotted” into fixed time ranges represented by an index value

corresponding to the median of each range. The time intervals for
each of these index values are calculated using standard statistical

principles based on predetermined accuracy requirements.

The common scale of index numbers for all MOST sequence models
is 0, 1, 3, 6, 16, 24, 32, 42, etc. The time value for a sequence

model in BasicMOST is obtained by simply adding the index numbers
for each individual sub-activity (or parameter) and multiplying

the sum by 10. For instance, the standard time in TMUs (time
measurement units) for the sequence in the above example is:

6+6+1+1+0+3+0=17x10=170

Since one TMU equals 1/100,000 of an hour, 170 TMUs are equal to
approximately 6 seconds.

Note, however, that the sequence model with index values provides
more than just the total time value (normal time) for the activities.

It also describes the method used. In Computer MOST, all index
values are automatically assigned to a sequence model by entering
workplace data and a method description based on “keywords.”

TATA MOTORS LTD. PANTNAGAR                           51
Allowances are also automatically added to yield the allowed orb
standard time.

Controlled Move

This sequence model is applicable when the object retains contact
with another object during the move (i.e. a lever, crank, or
pushbutton).

The Controlled Move sequence model is similar to the General Move:

ABGMXIA

with three different parameters:

M = Move Controlled

X = Process Time

I = Alignment

Tool Use

This covers more than just conventional hand tools like wrenches,
screwdrivers, gauges, writing tools, etc. It also covers fingers and

mental processes. However, the Tool Use sequence model does not
define a third basic activity --normally it is a combination of General
Move and Controlled Move activities

TATA MOTORS LTD. PANTNAGAR                             52
Study Methodology:
We believe on the basic Japanese philosophy of Genchi Genbutsu
i.e. observing the things critically by going at that place. Considering
this we have observed & analyzed each operation critically, written
down the MOST Elements of the given operation & uploaded the
same along with parameter indexing. We concentrated on the
methods improvement, eliminating the non-value added activities,
reducing the operating motion losses in the given operation. The
movements/ motions have been studied from the Ergonomics point of
view.
Common Sub-operations:
After standardizing the operations on respective lines we concluded
that common sub-operations can be used to study respective
operations. Sub-operations are basically repetitive activities in given
operation activities. We dwelled on this & prepared common sub-
operations for packing, inspection operations.

Operations Analysis:
With the help of these common sub-operations, Operations were
prepared with MDAT software.

Routing Preparation:
As per the already defined process flow/ VSM, the operations were
linked against the respective routing code. The cycle time & work
content at each level i.e. element level, sub-operation, operation,
routing was be used to do further analysis

TATA MOTORS LTD. PANTNAGAR                          53
IMPLEMENTATION OF MOST IN MECHANICAL LINE

FUEL TANK COVER FITMENT
MOVE 5-7 STEPS, GRASP FUEL TANK COVER, ,     G      A   10   B   0    G   1   A   1   B   0    P    0   A   0
HOLD ON HAND                                 FRQ.
SIMO
VA
REACH, GRASP FUEL TANK COVER AND             C      A   1    B   0    G   1   M   1   X   0    I    0   A   0
REALSING PAPER, PULL ( <= 30 CM) TO          FRQ.
REMOVE
SIMO
VA
MOVE 3-4 STEPS, TOSS ON DUST BIN             G      A   0    B   0    G   0   A   6   B   0    P    0   A   0
FRQ.
SIMO
VA
MOVE 5-7 STEPS, GRASP FRONT DOOR             C      A   10   B   0    G   1   M   1   X   0    I    0   A   0
HANDLE, PULL ( <= 30 CM) THE LATCH           FRQ.
SIMO
VA
MOVE 1-2 STEPS, GRASP FRONT DOOR, MOVE       G      A   3    B   0    G   1   A   3   B   16   P    0   A   0
1-2 STEPS, CLIMB ON, CLIMB ON                FRQ.
SIMO
VA
SIT WITH ADJUSTMENTS, MOVE 1-2 STEPS,        C      A   3    B   10   G   1   M   3   X   0    I    0   A   0
GRASP CARPET, PULL ( <= 30 CM) , PULL WITH   FRQ.
RESISTANCE CARPET TO REMOVE
SIMO
VA
REACH, GRASP WIRING HARNESS, PULL ( <=       C      A   1    B   0    G   1   M   1   X   0    I    0   A   0
30 CM) HARNESS                               FRQ.
SIMO
VA
REACH, GRASP GROMMET, PUSH / PULL 3 - 4      C      A   1    B   0    G   1   M   1   X   0    I    0   A   0
STAGES GROMMET, PUSH ( <= 30 CM)             FRQ.
GROMMET
SIMO
VA
REACH, GRASP HARNESS, REACH, PLACE           G      A   1    B   0    G   1   A   1   B   0    P    3   A   0
WITH ADJUSTMENTS ON FUEL TANK                FRQ.
SIMO
VA
REACH, GRASP FUEL LID, PLACE WITH            G      A   1    B   0    G   1   A   0   B   0    P    3   A   0
ADJUSTMENTS ON LOCATION, PLACE WITH          FRQ.
SIMO
VA
GRASP FUEL LID, PUSH ( <= 30 CM) LID TO      C      A   0    B   0    G   1   M   1   X   0    I    0   A   0
ENGAGE LOCK                                  FRQ.
SIMO
VA
REACH, GRASP CARPET, PUSH ( <= 30 CM)        C      A   1    B   0    G   1   M   1   X   0    I    0   A   0
CARPET COVER                                 FRQ.
SIMO
VA

TATA MOTORS LTD. PANTNAGAR                                            54
BEFOR INTRODUCING MOST

290                  TAKT TIME
276
280
230                                230
240
200

200
150
160
120
80
40
0
Op 1    Op 2    Op 3    Op 4   Op 5       Op 6

OPERATOR

Manpower is 5.04

TATA MOTORS LTD. PANTNAGAR                      55
AFTER INTRODUCING
MOST

TAKT TIME

269             271      270   269
280           260                               255

240

200
160
120
80
40
0
Op 1    Op 2    Op 3    Op 4   Op 5       Op 6

OPERATOR

Manpower is 4.01

FORMULA OF CALCULATING MANPOWER

MANPOWER REQUERED = SUM OF CYCLE TIME
TAKT TIME

TATA MOTORS LTD. PANTNAGAR                     56
Conclusion
MOST ensures optimum use of available human resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labor.
5. It provides smooth working even after expansion of the
organization.
6. It opens possibility for workers for future promotions, thus providing
incentive.
7. It creates healthy atmosphere of encouragement and motivation in
the organization.
8. Training becomes effective.
9. It provides help for career development of the employee

TATA MOTORS LTD. PANTNAGAR                         57

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Description: Employees are the most valuable asset of any organization. Hence for any organization, to improve its performance and to gain a competitive advantage, it is very necessary that the employees of the organization imbibe the organizational culture and goals in themselves and work towards their fulfillment.It is important that the employees are equipped with knowledge that will be necessary for the day to day fulfillment of their job roles