Organisational

behaviour

Task-1
By-
Srijita mitra
10 popular automobile companies

Name Product Strategies Mission Vision

Tata sports  Global to To be the To be
motors utility local most globall
vehicles  Future reliable y
 Trucks focus global signifi
and network cant in
buses for each of
Defence customer our
s and chosen
suppliers businesses by
, that 2025
delivers
value
through
products
and
services.
To be a
responsi
ble value
creator
for all
our
stakehol
ders.

Ashok  Commer The company Mission statement ‘Aapki Jeet,

Leyland cial expects its new of Ashok Leyland Hamari Jeet’.
vehicles modular truck focus on becoming a People, planet and
(trucks, programme will leader in the profit for all
buses) bring a host of commercial vehicle stakeholders
 Defence benefits, market. They focus especially our
Electric vehicles including leaner offering the best customers is at the
inventory, faster product at the most core of ashol
development, reasonable price. Leyland which
higher number of resonates the
variants, global above philosophy.
portfolio, faster
takt time, faster
service and
greater
reliability.
Eicher  Royal Management has To be the most vision is to be
motors Enfield taken strategy to desired and recognized as the
Motorcy introduce small- successful transport industry leader
cles format stores to and driving
  Commer expand its infrastructure solutio modernization in
cial distributor n provider in the commercial
vehicles footprint. The world. transportation in
company wants India and the
to under- developing
penetrate states world. 
where its brand
has lesser market
share compared
to its national
average.
Mahind  SUV  Good “We Indians are second
ra and  Pick-ups looking don’t to none in the
Mahind  Small feature have a world. The
ra commercial loaded group- founders of our
motors cars SUV, wide nation and of our
 Electric good mission company
vehicles hatchback statemen passionately
 Trucks family t. Our believed this. We
 Buses cars, core will prove them
rough and purpose right by believing
tough is what in ourselves and
cars- all makes all by making M&M
at low of us Ltd. Known
budget to want to world-wide for
suit the get up the quality of its
Indian and product and
mindset. come to service.
work in
 Safety the
concerns morning
addressed ”
.
----
 Features Anand
under Mahindr
improvem a
ent

BMW  Sedans BMW targets a BMW’s mission BMW’s vision

 SUV specific class of statement is “to statement is “to
 Bikes customers, become the world’s be the most
mainly the rich leading provider of successful
class, producing premium products premium
and providing and premium manufacturer in
expensive cars at services for the industry.” 
premium level. individual
Very recently, it mobility.
took the strategy
to enter the
 middle class
market segment
by launching
affordable EV
BMW sedans.

Honda  SUVs  Efficient “A dynamic growth Serve people

cars  Hatchbac and oriented company worldwide with
ks strong through market the joy of
 Sedans R&D leadership, expanding their
 Motorcy strategy. excellence in quality life s potential -
cles  Systemati and service and Lead the
 Minivans c way of maximizing export, advancement of
and focusing ensuring attractive mobility and
trucks on returns to equity enable people
 Electric resemblin holders, rewarding everywhere in the
cars g, focus associates according world to improve
Hybrid on to their ability and their daily lives
durability performance,
, fostering a network
reliability of engineers and
and basic researchers ensuing
performa unique contribution
nce to to the development
establish of the industry,
a creative customer
and satisfaction and
innovativ protection of the
e environment by
technical producing emission
foundatio friendly green
n products as a good
 “Honda corporate citizen
goes fulfilling its social
beyond” responsibilities in
is a new all respects.”
campaign
launched
to
connect
with
brand
enthusiast
s and new
generatio
n of
consumer
s by
showcasi
ng Honda
 values of
offering
innovativ
e and
futuristic
technolog
y
products.
Hyunda  SUV Hyundai To create Our Team
i  Sedan realigns exceptional provides value for
 Hatch- business automotive value your future.
back strategy, for our customers by
 Electric moves harmoniously
away blending safety,
from quality and
entry- efficiency. With our
level diverse team, we
small cars will provide
to more responsible
profitable stewardship to our
segment. community and
environment while
achieving stability
and security now
and for future
generations.
community and
environment while
achieving stability
and security now
and for future
generations
Maruti  Sedans  Caters “To motorize the “The Leader in
Suzuki  MUV needs of country”. the Indian
 SUV price- Automobile
sensitive Industry, creating
Hatchbacks middle customer Delight
class and Shareholder’s
customers wealth; A pride of
. India”

 Economic
al in
maintena
nce cost.

 Targets
all classes
of
consumer
 s- middle
class,
upper
middle
class,
high class
and
affluent
class.

 Serves as
per
specific
needs and
desire of
specific
classes.

Toyota  MPV Minimize It’s mission is to “Toyota will lead

 SUV production costs provide a “safe and the way to future
Hybrid to attain cost sound journey” of mobility,
leadership enriching lives
around the world
with safest and
the most
responsible ways
of moving people.
Through our
commitments to
quality and
respect to the
planet, we ain to
exceed
expectations and
be rewarded with
a smile. We will
meet our
challenging goals
by engaging
talents and
passion of people,
who believe there
is always a better
way”

Nissan  SUV Nissan has Our mission is to Nissan’s

 Sports announced its enrich people’s corporate vision is
car strategy for India lives, building trust to “enrich
that will see the with other people’s lives”.
 company launch employees,
new products, customers, dealers,
strengthen partners,
Nissan and shareholders and the
Datsun brands, world at large.
expands its
dealership
network,
optimise flexible
manufacturing
and strengthen
R&D facilities
together with its
alliance partners
in the country.

Bibliography
1. https://www.celebrities-galore.com/celebrities/azim-hashim-premji/home/
2. https://www.livemint.com/opinion/online-views/opinion-swaraj-s-personality-and-
charisma-will-continue-to-inspire-us-1565199649178.html
3. https://astrolinked.com/native/223/sushma-swaraj/traits/personality/
4. https://www.nissan.in/
5. https://www.honda2wheelersindia.com/
6. https://www.hyundai.com/in/en
7. https://www.bmw.in/en/index.html
8. https://www.toyotabharat.com/
9. https://www.marutisuzuki.com/channels/arena/all-cars?
form=testdrive&utm_source=google&utm_medium=cpc&utm_campaign=13799391
098&utm_term=maruti
%20suzuki&utm_content=c&gclid=Cj0KCQiA99ybBhD9ARIsALvZavVkOTvQwrn
thDSqzHS5SwxI43ChPgYO8AkBzQl5rUH6T_n75lL9_akaAv4yEALw_wcB
Organisational
behaviour

Task-2
By-
Srijita mitra
 A few motivational schemes for salesperson of a cosmetics company

During the Pandemic time market performance of every company went down in the Cosmo
industry as well. To pump up the sale the sales team of the cosmetics companies selling
different kinds of cosmetics product like lipstick, eyeliner etc, can be motivated by using the
following tips-
• By setting attainable and measurable sales goals- The setting up of attainable and
realistic sales targets would motivate the employees and would also help the company to
maintain a sustainable sales performance of the company.
• Empathize with the salesperson and care about their troubles – During the
pandemic time, every sales employee feared the layoff and pay cuts which can affect the sales
performance of that person. The company should take care of the salesperson by providing
them with job security and prerequisites as per their performances to keep them motivated
and also providing family support to that salespeople who are in crisis.
• Introduce performance dashboards and rewards- The company can introduce
more attractive performance evaluation techniques and rewards to keep the salesperson in
constant motivation. You might want to offer an individual bonus as a reward for the most
successful seller. Apart from the aforementioned rule, competitions for employees can be
organized. It is a method that introduces healthy competition, not mutual struggle. The best
employee with the highest sales results will receive a financial or some other type of reward.
• Enabling a healthy working environment – Providing a healthy working
environment to the sales employees and taking time to time feedback on the current market.
Taking their thoughts and experiences into consideration while developing marketing
strategies will create a feeling of belongingness among them.
Organisational
behaviour

Task-3
By-
Srijita mitra
 10 personality I consider a leader
NAME ABILITY
Ratan Tata Visionary, hardworking,
excellent motivator,
analytical mind
Virat Kohli Hardworking, excellent
team coordination, in-depth intelligent, stubborn,
knowledge of cricket
A.P.J Abdul Kalam Scholar, creative,
innovative thinking
abilities, visionary,
communication skills
Sourav Ganguly Quick decision-making
ability, intelligent, in-depth disciplined, dedicated,
knowledge of cricket,
excellent team
coordination, excellent
motivator, communication
skill, hardworking
Anand Mahindra Visionary, hardworking,
analytical mind
MS Dhoni Quick decision-making
ability, intelligent, in-depth sincere, optimistic,
knowledge of cricket,
excellent team
coordination, excellent
motivator, communication
skill, hardworking,
analytical mind
Netaji Subhash Chandra Bose Diplomatic, analytical
mind, hardworking,
excellent communication
skill, great observant and
decision maker
Sushma Swaraj Skilled Politian and a
lawyer, hardworking,
efficient decision-making
ability
PERSONALITY TRAIT
Gentle, humanitarian,
humble, disciplined,
dedicated, patriotic,
optimistic
Aggressive, energetic,
disciplined, risk-taker,
ambitious
Humble, moralistic,
philanthropist, optimistic,
dedicated
Aggressive, energetic,
sincere, optimistic,
emotionally stable, risk-
taker, ambitious
Humble, moralistic,
philanthropist, optimistic,
dedicated, disciplined,
patriotic
Disciplined, dedicated,
emotionally stable, keen
observant, confident
Selfless, patriotic,
courageous, optimistic,
stubborn, intelligent,
strongly opinated
Humble, caring,
approachable, dedicated,
emphatic, humanitarian,
moralistic, determination,
optimistic, bold
Azim Premji Great motivator, analytical
mind, communication
skills,
Priyanka Chopra Hardworking, analytical
mind, creative
Philanthropist, social,
adaptability, determined,
stubborn, creative and
practical
Dedicated, determined,
ambitious, stubborn,
disciplined, intelligent,
confident, bold, optimistic,
risk-taker
Organisational
behaviour

Task-4
By-
Srijita mitra
 Maruti Suzuki: the Manesar plant incident

Maruti Suzuki, one of the most prominent car companies of the Indian automobile sector was
founded in the year 1983, when it was beyond dream for a common man to own a locally-
made car which could match the imported ones. The company had few labour problems
which exaggerated with time. In 1997, a change in ownership had taken place fuelling the
conflict between the United Front Government and the Suzuki.
In 2000, the employees went on to an indefinite strike and resorted to a slow down. The
standoff between the Union and the Management continued through the year 2001. The
Management refused to fulfil union’s demand citing increased competition and lower
margins.
In 2011, production at Manesar plant was severely hampered due to labour unrest. A young
labour leader demanded on creating another union due to its non-alignment with the existing
one. But the company in a rather sneaky way chose to solve the matter.
On 18th July, 2012 Manesar was hit by violence and it became the worst ever incident for
Suzuki in India. Workers from one of its factories attacked supervisors, engineers and other
management personnel, burnt a senior HR executive, 100 managers including two Japanese
expatriates and nine policemen. Buildings and factories were burnt, attacks and violence were
done until the police forces succeeded in bringing the situation under control, cleared the
place, evacuated and sealed the Manesar plant.
WHAT WERE THE ISSUES RAISED BY THE WORKERS?
The workers of Manesar plant demanded for a regulation of wages, pensions, perks and
incentives. Apart from this there was differences in pay, allowances and assets between the
permanent and the contractual workers. The permanent employees enjoyed a good salary,
medical and insurance facilities along with retirement benefits while the contractual workers
suffered from job insecurity. There were several other causes why the violence had taken
place. They include the harsh working conditions, discriminatory words to low caste
employees, misbehaviour by managers and supervisors towards the workers.
The workers demanded not only a hike in salary, healthy working conditions or job security
but also perks like conveyance allowances, gifts with launch of new cars, vacations and
leaves, flexible working hours and lodging facilities or cheap home loan facilities for
workers.
WHAT WERE THE PROBLEMS CITED?
 One of the main areas of problem was the lack of trust between the workers and the
HR managers. They visualised the HR employees as the agents of the management
and not their well-wishers.
  Lack of communication between management and workers.
 Lack of intelligence and information. The management failed to find out through its
informal network the brutal plans made by the workers.
 Workers, both permanent and contracted feel that they are not being given their due
share of the huge profits Maruti Udyog.

WHAT ARE THE PROBABLE SOLUTIONS?

1. Since automobile industry goes through cyclic fluctuations, thus, they need to hire
contractual workers for flexible business operations, so contractual workers are an
essential part to save cost and continue production. So, they should be given industry
standard wage rate and also be paid overtime, according to their working hours.
2. Both the permanent workers and the contractual workers should be given healthy
working conditions as per the labour laws.
3. Senior management employees should maintain a healthy and respectful relations
with their subordinates and labours.
4. There should be a proper and two ways communication between all the levels of
management. The top and the middle management should keep aside their egos to
listen the problems and opinions of the lower levels of management.
5. Monthly meetings should have been held between management and workers.
6. Provide communication between HR people and workers.
 Bibliography
The Hindu- Survey of Indian Industry 2011 edition.
Annual report of Maruti Udyog Limited- Jun 2012 for FY 2011-12.
Economic Times, 20 Jul 2012, " Stand off at Manesar plant may hit
investment” by Pankaj Doval.
Economic Times, 22 Jul 2012, " Four Reasons behind MUL- Manesar
Problems" by Malini Goyal.
Economic Times, 29 Aug 2012, " Maruti Suzuki shareholders chide
management of poor handling of labour unrest" by Chanchal Pal
Chauhan.
The Hindu, 21 Jul 2012, " Violence at Maruti symptomatic of simmering
worker discontent" by Aman Sethi.
The Wall Street Journal, 01 Sep 2012, " Maruti Suzuki sales hit by labour
unrest, others gain" by Anirban Chaudury.
The Hindu Business LIne, 07 Nov 2012, " Maruti Suzuki Continues to
Walk the labour tight rope" by Roudra Bhattacharya.
Business Standard, 15 Sep 2011, "