PROJECT GUIDE MR. AJIT PANDEY Sr. Manager‚ TMDC‚ TATA STEEL Submitted by: ANSHU AMAN 2012MB0022 ISM DHANBAD 2012-2014 ACKNOWLEDGEMENT “A journey of one thousand miles begins with a single step”‚ so goes an old adage. This is exactly how I am feeling when I have to finish my project. There are many people who have helped and supported me in completing my project. It will be injustice if I do not remember them at this juncture‚ and highlight their contribution towards
Premium Tata Group Jamshedpur
A STUDY OF REWARDS AND RECOGNITION SYSTEM IN JHARIA DIVISION‚ TATA STEEL LTD AKNOWLEDGMENT First of all I would like to express my hearty gratefulness to almighty for his great kindness to us. I want to express my heart full gratitude and indebtedness to Mr. P.K Patnaik my guide for his scholastic guidance‚ salutable instructions‚ constructive criticism and constant help in carrying out this research work with the very successful completion. I am lucky to get
Premium Tata Group Corus Group Steel
Semi-variable Cost PROFILE OF TATA STEEL founder; Jamsetji Nusserwanji Tata.‚ that on 27th February‚ 1907. Tata Steel Limited -Bombay House‚ MUMBAI. Backed by 100 glorious years of experience in steel making. It is listed in Fortune 500 Company. World ranking stands 5th position. Turnover in FY 11 rose 17.5% to 29‚396 crores (US$6.59 billion) from 25‚022 crores (US$5.61 billion) in FY 10 Current chairperson of TATA GROUP is Mr. CYRUS MISTRY. VISION OF THE COMPANY PLANT LOCATION & LAYOUT
Premium Costs Variable cost Cost
Collaboration between Tata Consultancy Services’ IT services and NEST Organization in articulating the U. K’s Universal Workplace Pension Scheme through Business Process Outsourcing and its Subsequent technological Impacts on The Home Country; India. Geography of Transnational Production Networks 1 Introduction I believe that Tata Consultancy Services (TCS) is a good example of a transnational corporation with capabilities of worldwide learning‚ economies of scale and flexibility. TCS
Premium Business process outsourcing
up with the expectations of the employees and the employees felt they were being left out of the employee favorable culture Infosys was always known for. Most of this was experienced when Infosys‚ while expanding from a “large” small company to a “small” large company‚ brought about measures in its HR policy which the employees didn’t take to‚ including variable pay‚ broad-banding and the change in promotion policy. Despite Infosys’ efforts in improving its relationship with its employees by offering
Premium Management Employment Leadership
The Factories Act‚ 1948‚Section 51 to 60: 51.Weekly hours: * No employee will work more than 48 hoours in a week. 52.Weekly Holidays: * NO worker will work on the first day of the week. * Incase he is made to work the he should get a holiday 3 days immediately before or after the first day for which the responsible manager has to send a notice to the inspector for approval which must be displayed in the factory notice board. 53.Compensatory holidays: * In case an employee
Premium Employment Working time Employment compensation
SOUTHEASTERN STEEL COMPANY Dividend policy Southeastern Steel Company (SSC) was formed 5 years ago to exploit a new continuous casting process. SSC’s founder‚ Donald Brown and Margo Valencia‚ had been employed in the research process (which Brown and Valencia had developed)‚ they decided to strike out on their own. One advantage of the new process was that it required relatively little capital in comparison with the typical steel company‚ so Brown and Valencia have been able to avoid issuing new
Premium Dividend
case of Tata Steel acquiring Corus throws up several interesting questions on emerging multinationals and traditional multinationals in the steel industry and particularly the complexities of the acquisition in the above context. What has been surprising in the above case is that how could a small steel maker‚ Tata Steel from a developing country like India buy up a large steel company‚ Corus PLC from the United Kingdom. Prior to the acquisition‚ Corus was four times bigger than Tata Steel. However
Premium Tata Group Tata Group Corus Group
METAMORPHOSIS OF TATA STEEL -THE CHALLENGES OF CHANGE MANAGEMENT "There is nothing more difficult to take in hand‚ more perilous to conduct‚ or more uncertain in its success‚ than to take the lead in the introduction of a new order of things." — Niccolo Machiavelli The Prince (1532) "In times of rapid change‚ experience could be your worst enemy." — J. Paul Getty INTRODUCTION 1. Tata Steel is the largest steel company of the country and at present stands as the 10th largest steel firm in
Premium Steel Tata Group Steelmaking
Tata Steel and Corus Deal Tata Steel Europe (formerly Corus)‚ a subsidiary of Tata Steel‚ last fortnight announced that it is restructuring its construction steel business‚ which will affect 500 jobs. This sent out another signal that Tata Steel is grappling with an acquisition which -at $13 billion- was too expensive and came at the wrong time. In 2007‚ the demand for steel was at its peak in Europe. A little over a year later‚ it plummeted‚ thanks to the economic meltdown triggered by the collapse
Premium European Union United Kingdom Steel