Professional Documents
Culture Documents
MANAGEMENT
SUBMITTED TO:
Prof. D.I. Cabral
SUMBITTED BY:
Rajeev Saigal
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PGeMBA, Div –B, Roll No- 08111
INDEX
SR NO. CONTENTS PAGE NO.
1. Acknowledgement 3
2. Synopsis 4
3. Company Information 5
5. Organizational Culture 9
6. Methodology 11
7. Unfilled Questionnaire 12
8. Analysis of Questions 13
9. Conclusion 19
10. Bibliography 20
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ACKNOWLEDGEMENT
SYNOPSIS
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Culture plays an important role in the growth, expansion,
productivity and success of any organization. When the culture
changes, it brings along a change in the form of new values,
working styles, structure, beliefs and mission and vision of the
company.
For understanding the same, I have targeted employees of
TCS BPO who were earlier a part of Airline Financial Support
Services (AFS) group. A questionnaire was designed to analyze
the understanding and interpretation of the organizational
values, beliefs and traditions of both the companies by the
employees.
The experience of interviewing them was amazing as some
of the employees spoke their heart out and a few of them
expressed their desire to go back to the old culture and style of
working. I have made my best effort in presenting the views and
opinions of all the employees regarding the transition from old
culture to the new culture.
COMPANY INFORMATION
Airline Financial Support Services (AFS)
AFS, formed in 1992, was set up as a joint venture of
Swissair (holding 75.1 per cent) and Tata Sons (holding 24.9 per
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cent) as a captive BPO arm of the airlines, to perform revenue
accounting services.
AFS offers a range of services extending from airline revenue
accounting services, traffic accounting and cargo revenue
accounting to passenger interline billing, navigation support,
Level 1 h/w support and frequent flyer programme
administration.
AFS is poised to offer its services not just to the airlines, but
also cater to the broad spectrum of the hospitality industry.
Some of its other customers include Swiss, Tyrolean Airlines,
Sabena, Austrian Airlines, Lauda Air, Malmoe Aviation, Loyalty
Gate and Unit Pool, among others.
With a strong focus on quality, based on its internally
developed Total Quality Leadership model and a passion for its
customers, AFS has retained its position as one of the leading
providers of BPO solutions for the airlines industry.
"AFS started as a 'pure play captive arm', to provide the core
critical and complex services in airline revenue accounting for
Swissair. Over the years, the company has grown its business,
added new customers and now provides allied airline back-office
processing services as well.
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management services, command centre services and managed
security services.
Full service offerings: Integrated services across consulting, IT
services, BPO, engineering services, business and enterprise
solutions, etc.
Innovation catalyst: TCS has innovation labs that work in new
technology areas and attempt to achieve breakthroughs in new
products and standards. The areas include next-generation
software processes, human-computer interface, bioinformatics,
nanotechnology, embedded solutions and grid computing.
The company has over 1,000 global clients including eight of the
US Fortune10 companies, namely, General Motors, Ford Motors,
General Electric, Citigroup, ChevronTexaco, IBM, Verizon
Communications and AIG.
ORGANIZATIONAL CULTURE
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Sometimes an organization fells the need to change its
culture. This may be due to drastic changes in the external
environment, for which it needs to adapt in order to survive.
However it is not east to change cultures and sometimes it
cannot be done successfully. Some of the hindrances include
entrenched skills, staffs, relationships, roles and structures that
work together to reinforce traditional cultural patterns. Moreover,
power stakeholders like union, management or even customers
may lend support to the existing culture.
In spite of these prominent barriers and resistance to
change, cultures could be managed and changed over a period of
time to match the competitive global requirements.
METHODOLOGY
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the positive and negative impacts the new culture has had on the
employees and the profitability of the company.
Since I knew most of the respondents personally, I had a
healthy discussion with all of them, the length of the individual
discussion being between 10 to 20 minutes.
Descriptive answers enabled me to gather as much as
information needed to understand and present the details of the
transition from old culture to new culture.
QUESTIONNAIRE
Q3. What kind of changes did you observe during the transition
period?
Q4. How are the organizational values of TCS different from AFS?
Q5. How difficult was it for you/was there any resistance from
your end in accepting the new culture?
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Q6. Which of the 2 cultures do you feel is more favourable for
healthy growth and competition amongst the employees as well
as the organization?
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Others said that TCS has a dynamic culture and there are
lot of social activities which the company undertakes to help the
poor and needy. One such initiative is the TCS Maitree, it is a
non profit subsidiary of TCS which engages the employees to
come ahead and teach the under privileged children or hold a
camp in a rural area to educate them about the use of
computers. This makes them a proud employee and they are
happy to be associated with the brand name TATA.
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digest one policy, you will be surprised to find that it has been
changed or something new is in store for you.
AFS was not much into corporate social responsibility and
the culture was very work centric. The level one associates did
the same routine job for years with very less inter departmental
transfers.
But the company functioned like one big family and the
owners had a sense of oneness and belonging with all the
employees of the organization. More than 75 % of the employees
were Paarsis and everyone knew everybody in the company.
Most surprising is the fact that the company did not have a
HR department for more than 10 years and it was only recently
that they had something called HR with a single women employee
who called herself “one women army”.
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for any request being difficult. Worst was that employees did not
know whom to contact in this new hierarchy and no one knew
who their Project Owner or Group Leader was for a while.
The billing system changed completely and the management
found it very difficult to learn the new TCS system of client
management and employee allocations.
Tie was now not required and the employees could wear
casuals on Fridays, there were many projects that required
employees to work round the clock and now the canteen was
thrown open 24/7.
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But there was one respondent who felt that the performance
appraisal was more fare in AFS rather than TCS. In AFS an
employee was promoted after certain years of service in a
particular grade, everyone was given an equal opportunity to
perform and excel. Only if the employee was incompetent he was
denied a promotion. But here in TCS, it is only the high
performers to get promotions and the average performers at the
managerial level hardly get a chance to get promoted. This was
observed to be a strong dissatisfier amongst the old AFS
employees.
CONCLUSION
BIBLIOGRAPHY
Book References
• Handouts on Organizational Culture given to me my
Cabral sir.
Websites
• www.google.com
• www.tcs.com
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