TATA

INTERNATIONAL
GROUP

Cross Cultural Management (MGT4030 - A)

SHAIKH, MOHAMMED AAWEZ - 661961
 01
The Tata International Group of Companies.
 INTRODUCTION:
Background
The Tata Group is a multinational conglomerate and
holding company with 30 listed companies and over
660,000 staff globally.
It is controlled by Tata Sons, a holding company where
two family-owned Tata trusts, headed by Ratan Tata,
hold a combined stake of 66%. The trusts have a social
mission to provide grants and partner with
organisations that engage in innovative and sustainable
initiatives with the potential to make a positive impact
on society.
Article 4A of Tata Motors Ltd states
that the company shall have among its
objectives the promotion and growth
of the national economy through
increased productivity, effective
utilisation of material and manpower
resources and continued application of
modern scientific and managerial
techniques.
 TATA INTERNATIONAL GROUP OF COMPANIES

We will be passionate about achieving the highest standards of quality, always

VISION
promoting meritocracy. We will be bold and agile, courageously taking on challenges,
STATEMENT:
using deep customer insight to develop innovative solutions.

We will be bold and agile, courageously taking on challenges, using deep customer
insight to

MISSION develop innovative solutions. We will invest in our people and partners, enable
STATEMENT: continuous

learning, and build caring and collaborative relationships based on trust and mutual
respect.
 TATA INTERNATIONAL GROUP OF COMPANIES
INTEGRITY: We will be fair, honest, transparent, and ethical in our conduct;
everything we do must stand the test of public scrutiny.
CORE VALUES:

RESPONSIBILITY: We will integrate environmental and social principles in our

businesses, ensuring that what comes from the people goes back to the people many
CORE VALUES: times over.

EXCELLENCE: We will be passionate about achieving the highest standards of

CORE VALUES: quality, always promoting meritocracy.

PIONEERING: We will be bold and agile, courageously taking on challenges,

using deep customer insight to develop innovative solutions.
CORE VALUES:

UNITY: We will invest in our people and partners, enable continuous learning, and
build caring and collaborative relationships based on trust and mutual respect.
CORE VALUES:

SLOGAN “Leading Through Legacy”

ORGANIZATIONAL CULTURE:
The specific, pre-defined policies that direct
employees and provide a sense of direction are
represented by the organizational culture. It is a
complicated system that controls how employees
behave within the organization and is made up of
shared beliefs, values, and assumptions. The
psychological and social environment is unique
because of these fundamental assumptions, beliefs,
and values. Using Hofsetede's organizational
culture model, this article examines Tata Motors
Ltd.'s organizational culture.
 ORGANIZATIONAL CULTURE
Organizational Culture
Within the Tata Group:

Tata Motors Ltd.'s vision statement is succinct and to the point. This indicates
that the company has communicated its position to the general public and
relevant stakeholders without resorting to lengthy discourses or dialects. The
vision statement ought to be succinct and comprehensive; it ought to convey the
essence of the company as well as its plans for the future in order to assist
stakeholders in comprehending the company's business philosophy and strategy.
LEVELS OF ORGANIZATIONAL
CULTURE WITHIN TATA GROUP:
There will be three layers to the
organizational culture if it is presented in the
form of a circle. Artifacts will be at the
outermost, values and beliefs will be in the
middle, and underlying
assumptions will be at the innermost. Coca-
Cola's hierarchical culture is its most
grounded esource, and can be broke down
on three levels:
LEVELS OF ORGANIZATIONAL CULTURE WITHIN
TATA GROUP:

1. ARTEFACTS OF TATA GROUP ORGANIZATIONAL CULTURE

2. VALUES WITHIN THE TATA GROUP ORGANIZATIONAL CULTURE

3. ASSUMPTIONS WITHIN THE TATA GROUP ORGANIZATIONAL

CULTURE
 THE ICE-BERG MODEL IN
COGNITION TO TATA GROUP:
 02
The Hofstede’s Model (Theoretical Model)
THEORETICAL MODEL

Tata's organizational culture ensures that all

employees share a common goal that is well-aligned
with the larger goal of the company. The Tata
employees are able to direct their efforts in the right
direction, deliver the highest level of performance,
and guarantee a strong commitment to the company
as a result of the explicit alignment of the behaviours,
objectives, and deeply ingrained philosophies.
Understanding an organization's culture is
essential for the following reasons:
It could be used strategically to learn more about
the Tata's willingness to change.
ii) It demonstrates how employees interact with
the Tata workplace culture.
iii) It might be of assistance to Tata in
determining the gaps between the actual and
desired work culture.
 THE HOFSTEDE MODEL (SIX
DIMEANSION’S) IN COGNITION TO TATA
GROUP:
The Hofstede cultural model and its various dimensions have been utilized
frequently by Tata Motors Ltd. More importantly, Tata Motors Ltd.'s
organizational culture reflects the company's overall international and global
culture, which is also present and practiced internally in all of the company's
locations and offices.
ORGANIZATIONAL CULTURE IN
THE LIGHT OF THE HOFSTEDE
MODEL:
Companies like Tata Motors Ltd. often localize
their campaigns and strategies to better cater to
the needs of the local population because
culture has such a strong influence. The social
aspects under the Hofstede model have
likewise been utilized by Goodbye Engines Ltd
in its development and internationalization
processes. To conform to the cultural norms
and values of the region, Tata Motors Ltd. has
also altered its marketing strategies and
campaigns.
The company has carried out localization in this manner
while at the same time remaining in line with the overall
and broader global strategy
 POWER DISTANCE
The intensity and degree of inequality that exists
between individuals and various groups of individuals
within an organization based on their power is referred
to as power distance. The populace accepts this
inequality. The culture of Tata Motors Ltd. as a whole is
one of low power distance.
POWER DISTANCE

Organizational Hierarchy

Organizational Decision Making:

Compensation Bands:

Power Delegation:

Leadership:
 INDIVIDUALISM VERSUS COLLECTIVISM (IDV)

Collective organizations collaborate more closely with teams and

groups to achieve a common objective that requires cooperation. In
order to maximize employee performance and appropriately fuel
business expansion, Tata Motors Ltd.'s organizational culture
maintains a healthy balance between individualism and collectivism.
INDIVIDUALISM VERSUS COLLECTIVISM (IDV)

Privacy

Time

Challenging Tasks

Individual Accomplishments

Work vs Social Life:

MASCULINITY VERSUS FEMININITY (MAS)

This refers to the manner in which

the organization's male and female
employees have been assigned
responsibilities and job roles. The
fact that the job responsibilities at
Tata Motors Ltd. overlap
frequently between men and
women and that the job
descriptions are neither gender
biased nor stereotyped is reflected
in the company's low MAS score.
MASCULINITY VERSUS FEMININITY (MAS)

Money Orientation

Egoism

Motivation Factors

Gender Roles
 UNCERTAINTY
AVOIDANCE INDEX
(UAI)

A more relaxed and open culture is reflected in uncertainty

avoidance scores that are lower. Again, Tata Motors Ltd.'s
culture combines the two, with a tendency toward lower
uncertainty avoidance scores.
UNCERTAINTY AVOIDANCE INDEX (UAI)

Open to Change

Learning and Decision-Making Processes

Risk Taking:
 LONG TERM ORIENTATION
VERSUS SHORT TERM
NORMATIVE ORIENTATION
(LTO)
Cultures that focus more on the long term tend to be more frugal and practical.
They demonstrate their comprehension of time as having ramifications that
extend well into the future. Short orientation cultures, on the other hand, are
more nationalistic and value-driven. In this strategic focus and development,
Tata Motors Ltd. operates with a long-term orientation, whereas execution and
related activities are driven more by a short-term orientation.
LONG TERM ORIENTATION VERSUS SHORT
TERM NORMATIVE ORIENTATION (LTO)

Focus on Thrift and Education

Values and Rights

How vs Why
 INDULGENCE VERSUS RESTRAINT
(IVR)
A culture with a higher indulgence score prioritizes people's happiness and needs more
than their own personal gratification. On the other hand, a culture that is more
restrained is one that is governed by social norms and rules. The organizational culture
of Tata Motors Ltd. is a healthy mix of the two, with a tendency toward indulgence.
INDULGENCE VERSUS RESTRAINT (IVR)

Optimism

Personal Happiness

Freedom of Speech
 03
As you work with employees from different countries and from different
cultures you will
need to develop competences and practical skills for effectively managing
across cultures and
borders:
Explain the cross-Cultural competence/ skills you will require
Examine the challenges posed by cultural diversity in workplace
Propose measures to mitigate the challenges posed above
 CROSS CULTURE COMPETENCE

In the workplace setting, cross-cultural competence means workers have the ability to

understand, communicate, and effectively interact with people across cultures, be it their
colleagues, customers, clients, or suppliers.
WHY DO WE NEED TO
DEVELOP CULTURE
COMPETENCE
We can better understand, communicate
with, and interact with people from
different cultures if we cultivate
cultural competence. It enables us to
better comprehend the differences
between various cultures and our own.
We bring our own cultural framework of
interpretation to every situation, often unconsciously.
It is not necessarily the case that culture alone
decides how one deciphers what is going on. One's
own novel history and character likewise assume a
significant part.
 HOW DO WE DEVELOP AN ATTITUDE AND
COMPONENTS OF CULTURAL COMPETENCE?
One can improve their ability to interact with people of all cultures by
cultivating attitudes that are open to other cultures. respectable
communication skills that demonstrate cross-cultural competence;
accept the knowledge, abilities, and values of others; and accept,
participate in, and celebrate the accomplishments of others. "The ability
to communicate effectively and appropriately in intercultural situations
based on one's intercultural knowledge, skills, and attitudes” is
unheeded by many Schoolers
 HOW DO WE DEVELOP AN ATTITUDE AND
COMPONENTS OF CULTURAL COMPETENCE?
By demonstrating acceptance of diversity, you can cultivate openness

Acceptance of ambiguity demonstrates flexibility

Through the capacity to learn and the ability to suspend judgment, you can
demonstrate humility

Recognize the differences between cultures and show empathy for others.

Exhibit an adventurous spirit by being inquisitive and recognizing

opportunities in various circumstances

Make use of your sense of humour by being able to laugh at ourselves.

 HOW DO WE DEVELOP AN ATTITUDE AND COMPONENTS
OF CULTURAL COMPETENCE?

Cultural competence, is "a non-linear dynamic process that is never-ending and ever expending."
It is built on expanding one's knowledge and skills in relation to its characteristics,”.
 HOW DO WE DEVELOP AN ATTITUDE AND
COMPONENTS OF CULTURAL COMPETENCE?

Self-information and mindfulness around one's own way of life

Understanding one's own cultural worldview

Knowledge of various cultural practices and experience

Attitude toward differences in culture

 04
Examine the environmental factors that might affect cross cultural
management in the chosen
organization
 ENVIRONMENTAL ANALYSIS

The Tata Group places an increasing emphasis on

removing communication obstacles as it expands globally
and becomes more interconnected. As global markets
expand, the likelihood of being left behind increases if
one does not work in an environment that is multilingual,
international-focused, culturally sensitive, and most
importantly, multilingual. Let's look at four areas of
international communication that cross-cultural training
should cover.
 CULTURAL
DIFFERENCES

Even when two nations speak the same language, they frequently have significant
differences. Travellers' culture shock is a prime illustration of how foreign customs can
appear strange to unprepared travellers.
SOLVING PROBLEMS
 MISUNDERSTANDINGS

The most important details in this text are that lack of cultural
understanding can lead to ineffective communication, failed negotiations,
lost contracts, and stalled access to international markets. Intention is the
most common cause of misunderstanding in cultural exchanges, as a
single cultural lens may obscure its implicit meaning.
LINGUISTIC BARRIERS:
The hardships of conveying in business are
notable. However, speaking a foreign language
can have just as much impact, which is often
overlooked.
The majority of nationalities are either "high
context" or "low context" in their interactions, which
means that nonverbal communication is just as
important. Low-context speakers rely on the verbal
aspect of the interaction or the written word,
whereas high-context communicators rely on
nonverbal cues in practice. Tone can also play a role
at times, as how something is said can sometimes
carry more weight than what is said.
 05
Cultural Negotiations.
CULTURAL NEGOTIATION

Etiquettes

Body Language

Linguistic Skills

Relationship Skills
 USEFUL NEGOTIATION STRATEGIES

Competitive Collaborative Compromising Avoiding Accomodating

USEFUL NEGOTIATION STRATEGIES
 CONCLUSION
According to the overall analysis, these distinct cultural dimensions also interact with one another.
For instance, Tata has a closer affinity for the mean orientation, which is connected to its affinity
for the internally driven dimension. It also tends to strike a balance between its goal orientation
and its means orientation. The analysis of Tata's organizational culture demonstrates that
successful business organizations seek an appropriate balance rather than an extreme cultural
orientation in order to cultivate an effective culture. Tata has successfully developed a robust
organizational culture that is deeply ingrained and widely embraced by its workforce, which is
highly diverse. An organization can use the organizational culture as a tool to gain strategic
benefits when it successfully aligns its structure, culture, and business strategies and
comprehends the intricate connection between underlying assumptions, core values, and
observable behaviours. Tata is an illustration of an organization whose position in the highly
competitive market is secured by a strong work culture.
THANK YOU FOR YOUR ATTENTION

ANY QUESTIONS?