A Project Report

On

“Principles of Management, Organizational & Sustainability Culture of TCS”

By

Priyanka Dhamgaye

Roll No. 19159

Submitted in partial fulfilment of the requirement of

Summer Project Programme

Under the Guidance of

Dr. H. GAYATHRI

Deputy Director, Professor- Marketing

Chairperson- Academics, SDMIMD, Mysore

SDM Institute for Management Development

Mysore, Karnataka, India

June 2020
 CERTIFICATE BY THE FACULTY GUIDE

SDM INSTITUTE FOR MANAGEMENT DEVELOPMENT, MYSORE

This is to certify that Roll No 19172 SOORAJ JAIN M of PGDM Batch 2019-21 has
satisfactorily completed Summer Internship Project titled “Principles of management,
Organizational & Sustainability culture of TCS” to partially fulfil the requirements of the
PGDM program under my guidance.

Signature: Date:

Name:

Designation:

SDM Institute for Management Development, Mysore

Institutional Stamp

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 ACKOWLEDGEMET

“It is not possible to prepare a project report without the assistance and encouragement of
other people. This one is certainly no exception”

I would like to take opportunity to acknowledge the innumerable guidance and support
extended to us by all the group members of SIP team in execution of our projects.

“With immense please I am presenting “Principles of management and Organizational culture

of TCS” project report as part of the curriculum of PGDM. I wish to thank all people who
gave us unending support.

In this project, we have given brief description about the organization, which has been started
by the women’s organization, followed by the marketing concepts and frameworks.

I express my profound thanks to our head of the SIP team Dr. Neetu Ganapathi and my
project in-charge Dr. H. Gayathri for her valuable guidance and support on completion of
this project.

I extend my gratitude to SDMIMD, Mysore for giving me this opportunity.

At last but not the least gratitude goes to all who directly or indirectly helped me to complete
this project.

Any omission in this brief acknowledgement does not mean lack of gratitude.

Thanking you,

Priyanka Dhamgaye

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Table of Contents
CHAPTER- 1 INTRODUCTION OF THE COMPANY.................................................................6
COMPANY PROFILE....................................................................................................................7
HISTORY........................................................................................................................................8
CHAPTER- 2 STRUCTURE OF HR PROCESS IN TCS.............................................................11
RECRUITMENT AND SELECTION AT TCS..........................................................................12
TRAINING AND DEVELOPMENT AT TCS............................................................................14
RETENTION STRATEGIES USED BY THE TCS:..................................................................14
PERFORMANCE APPRAISAL AT TCS...................................................................................15
CHAPTER- 3 PRINCIPLES OF MANAGEMENT.......................................................................17
MISSION........................................................................................................................................18
VISION...........................................................................................................................................18
CORE VALUE...............................................................................................................................18
TCS – Decision Making Process...................................................................................................19
TCS – Organizational Structure & Design..................................................................................21
TRADITIONAL ORGANIZATIONAL DESIGN......................................................................23
TCS STRATEGIC MANAGEMENT..........................................................................................24
Types of Corporate Level Strategies............................................................................................24
CHAPTER-4 ORGANIZATIONAL CULTURE OF TCS.............................................................28
ORGANIZATIONAL CULTURE AT TCS................................................................................28
CHAPTER- 5 CORPORATE SOCIAL RESPONSIBILITY BY TCS..........................................32
INTRODUCTION:........................................................................................................................32
CSR FOR YEAR:2017-18.............................................................................................................33
INTRODUCTION.....................................................................................................................33
1.PROFIT...................................................................................................................................35
2.PEOPLE..................................................................................................................................35
3.PLANET..................................................................................................................................37
CSR FOR YEAR:2019..................................................................................................................39
INDTRODUCTION..................................................................................................................39
Key Highlights of Expenditure:................................................................................................39
CSR FOR YEAR:2020..................................................................................................................46
INTRODUCTION.....................................................................................................................46
TCS RESPONSE TO COVID-19.............................................................................................46
TCS CONTRIBUTION.............................................................................................................47

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 CRITICISM:..............................................................................................................................49
CHAPTER- 6 LEARNINGS FROM THE PROJECT...................................................................50
LEARNINGS.................................................................................................................................51
CHAPTER- 7 CONCLUSION.........................................................................................................52
CHAPTER- 8 REFERENCE............................................................................................................54

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 EXECUTIVE SUMMARY

Tata Consultancy Services is an IT services, consulting and business solutions organization

that delivers real results to global business, ensuring a level of certainty no other firm can
match. TCS offers a consulting-led, integrated portfolio of IT, BPO, infrastructure,
engineering, and assurance services. This is delivered through its unique Global Network
Delivery Model, recognized as the benchmark of excellence in software development. A part
of the Tata Group, India’s largest industrial conglomerate, TCS has over 238,500 of the
world's best trained consultants in 42 countries. The Company generated consolidated
revenues of US $10.17 billion for year ended 31 March 2012 and is listed on the National
Stock Exchange and Bombay Stock Exchange in India.

A report titled “Principles of management, Organizational & Sustainability culture of

TCS on Tata Consultancy Services had given a few insights into their principles, value,
ethics, and corporate social responsibility

“The wealth gathered by Jamshedji Tata and his sons in half a century of industrial
pioneering formed but a minute fraction of the amount by which they enriched the nation.
The whole of that wealth is held in trust for the people and used exclusively for their benefit.
The cycle is thus complete. What came from the people has gone back to the people many
times over.”

All the data about Principles of management, Organizational & Sustainability culture of TCS
has been collected from the company profile, product profile, internal and external factors
effecting to the organization. Based on analysis of data, conclusion was drawn. The research
gave knowledge about customer’s satisfaction, loyalty and their feel about the brand and what
strategy is done in market. The research gave an insight into organized market and welfare
work for society.

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 CHAPTER- 1
INTRODUCTION OF THE
COMPANY

7
COMPANY PROFILE
“

TATA Consultancy Services Limited (TCS) is the biggest Indian multinational information
technology (IT) service and consulting company, and is headquartered in Mumbai,
Maharashtra, India. It is a subsidiary of Tata Group and operates in 149 locations across 46
countries.

TCS is the largest Indian company by market capitalisation. Tata consultancy services is now
placed among the most valuable IT services brands worldwide. In 2015, TCS was ranked
64th overall in the Forbes World's Most Innovative Companies ranking, making it both the
highest-ranked IT services company and the top Indian company. It is the world's largest IT
services provider. As of 2018, it is ranked eleventh on the Fortune India 500 list. In April
2018, TCS became the first Indian IT company to reach $100 billion market capitalisation,
and second Indian company ever (after Reliance Industries achieved it in 2007) after its
market capitalisation stood at ₹6,79,332.81 crore ($102.6 billion) on the Bombay Stock
Exchange.

In 2016–2017, Parent company Tata Sons owned 72.05% of TCS and more than 70% of Tata
Sons' dividends were generated by TCS. In March 2018, Tata Sons decided to sell stocks of
TCS worth $1.25 billion in a bulk deal.

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HISTORY

1968–2003

Tata Consultancy Services Limited, initially started as “Tata Computer Systems” was
founded in 1968 by division of Tata Sons Limited. Its early contracts included punched card
services to sister company TISCO (now Tata Steel), working on an Inter-Branch
Reconciliation System for the Central Bank of India, and providing bureau services to Unit
Trust of India.

In 1975, TCS delivered an electronic depository and trading system called SECOM for the
Swiss company SIS SegaInterSettle it also developed System X for the Canadian Depository
System and automated the Johannesburg Stock Exchange. TCS associated with a Swiss
partner, TKS Teknosoft, which it later acquired.

In 1980, TCS established India's first dedicated software research and development centre,
the Tata Research Development and Design Centre (TRDDC) in Pune. In 1981, it established
India's first client-dedicated offshore development centre, set up for clients Tandem. TCS
later (1993) partnered with Canada-based software factory Integrity Software Corp, which
TCS later acquired.

In anticipation of the Y2K bug and the launch of a unified European currency (Euro), Tata
Consultancy Services created the factory model for Y2K conversion and developed software
tools which automated the conversion process and enabled third-party developer and client
implementation. Towards the end of 1999, TCS decided to offer Decision Support System
(DSS) in the domestic market under its Corporate Vice President and Transformation Head
Subbu Iyer.

2004 to present

On 25 August 2004, TCS became a Publicly listed company.

In 2005, TCS became the first India-based IT services company to enter the bioinformatics
market. In 2006, it designed an ERP system for the Indian Railway Catering and Tourism

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Corporation. By 2008, its e-business activities were generating over US$500 million in
annual revenues.

TCS entered the small and medium enterprises market for the first time in 2011, with cloud-
based offerings. On the last trading day of 2011, it overtook RIL to achieve the highest
market capitalisation of any India-based company. In the 2011/12 fiscal year, TCS achieved
annual revenues of over US$10 billion for the first time.

In May 2013, TCS was awarded a six-year contract worth over ₹1100 crore to provide
services to the Indian Department of Posts. In 2013, the firm moved from the 13th position to
10th position in the League of top 10 global IT services companies and in July 2014, it
became the first Indian company with over ₹5 lakh crore market capitalization.

In Jan 2015, TCS ends RIL's 23-year run as most profitable firm. In Jan 2017, the company
announced a partnership with Aurus, Inc., a payments technology company, to deliver
payment solutions for retailers using TCS Omni Store, a first of its kind unified store
commerce platform. In the same year, TCS China was associated as a joint venture with the
Chinese government.

TCS announced its FY19 Q3 results posting 24 percent year-on-year (YoY) rise in profit at
₹8,105 crore. The stock plunged 2.5 percent intra-day as brokerages cut price target.

TCS received 2019 American Business Awards from Four Stevie’s.

Products and services:

TCS and its 67 subsidiaries provides a wide range of information technology-related products
and services including application development, business process outsourcing, capacity
planning, consulting, enterprise software, hardware sizing, payment processing, software
management and technology education services. The firm's established software products are
TCS BaNCS and TCS MasterCraft.

Service lines

TCS' services are currently organised into the following service lines (percentage of total
TCS revenues in the 2012-13 financial year generated by each respective service line is
shown in parentheses):

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  Application development and maintenance (43.80%) value.
 Asset leverage solutions [clarification needed] (2.70%).
 Assurance services (7.70%).
 Business process outsourcing (12.50%).
 Consulting (2.00%).
 Engineering and Industrial services (4.60%).
 Enterprise solution (15.21%); and
 IT infrastructure services (11.50%).[77]
 Cognitive Business Operations
 Cloud Infrastructure
 Automation and AI

Operations:

Tata Consultancy Services has 285 offices across 46 countries and 147 delivery centres in 21
countries. At the same date TCS had a total of 58 subsidiary companies.

Locations:

TCS has operations in the following locations:

India: Ahmedabad, Bengaluru, Baroda, Chennai, Coimbatore, Delhi, Gandhinagar, Goa,

Gurugram, Guwahati, Hyderabad, Bhopal, Indore, Jamshedpur, Kochi, Kolkata, Lucknow,
Mumbai, Nagpur, Noida, Nashik, Patna,[82][83] Pune, Trivandrum, and Varanasi

Asia (excluding India): Bahrain, China, Israel, UAE, Hong Kong, Indonesia, Japan,
Malaysia, Philippines, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, and Qatar.

Oceania: Australia

Africa: South Africa, Morocco (closed)

Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Republic of

Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, and
United Kingdom.

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North America: Canada, Mexico, and United States.

South America: Argentina, Brazil, Chile, Colombia, Ecuador, Peru, and Uruguay.”

CHAPTER- 2 STRUCTURE
OF HR PROCESS IN TCS

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RECRUITMENT AND SELECTION AT TCS

The recruitment process at TCS starts at the Project/ISU by the Resource Management Group
(RMG). Any requirement or vacancy in a project, the business/ISU is first checked against
internal availability of resources with the RMG. The requisition is thus opened by RMG with
the creation of RGS ID. These IDs map the requirement with an act as a reference number for
that vacancy (skills, experience, and the role taken in tandem). Once the RMG reports the
unavailability of internal resources, the requisition is then passed on to the Talent Acquisition
Group (TAG).

TAG at TCS is broadly classified into teams, one dealing with recruitment of Experiences
Professionals (EP) and the other with Campus Recruitment. The EP teams has an internal
sourcing team and a team of recruiters handling specific technology skill set like Java,
Oracle, Sap, Mainframes, Testing, etc.

Once the requirement for the projects reach TAG, it allocates the task of sourcing profiles of
eligible and interested candidates to the Internal Sourcing Team. The internal sourcing team
makes the task of corresponding with the candidates who have applied through TCS’s online
portal careers.tcs.com and scheduling interviews for them during the planned weekend
recruitment drives.

The Sourcing team also sources profiles through job sites like Naukri.com, monster.com etc.
And sends invites to candidates who clear the basic eligibility criteria of TCS. There might
also be candidates who have been referred by employees in TCS through the BYB referral
(Bring Your Buddy) scheme or those who have been referred by placement vendors who are
in contract with TCS. The initial screening of profiles is done by the sourcing team. (Ajit C.,
2010)

One the day of the walk-in the candidates are first screened during the registration process at
the venue. Scheduled candidates or those referred through Placement Vendors are usually
informed to create their online profile in the TCS online portal. These candidates also
undergo the initial screening process at the registration.

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Information about a person’s professional qualifications and experience can be obtained from
their Curriculum-vitae (CV) and their written applications. This information needs to be
verified as far as possible before the person is hired.

The First Step is to affirm the candidates meet the basic eligibility criteria of TCS. During the
review of CV and written application certain clarifications are asked for such as:

• Unexplained gaps in employment history

• Unanswered or partly answered questions

• Inconsistent information

• Past Employers

• Frequent job changes

After the registration Process eligible candidates are put through the Interview

Process. The interview process of TCS has three stages:

• Technical Interview

• Management Review

• HR interview

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TRAINING AND DEVELOPMENT AT TCS

In TCS there is ILP the initial learning program for 23 days at their main training centres that
is induction after that, they will be sent to the locations where they are recruited for stream
specific training. There are exams in between and performance will affect their salary. The
most effective learning and development programs have following features in corporate:
Strategy driven: All training and development programs should align with overall
organization strategic goals and yield business results. In TCS, the function of the training
group is to interact with the functional group heads and business leaders and understand the
skill sets needed for the organization to compete in the market and develop them.

ROI: The training program should be measured as every other business activity; it must show
a return on investment either on short term or long term. In TCS training feedbacks collected
at regular periods from both the trainees and the functional heads help in measuring the
impact of training.

Methodologies: Learning & Development methodology used on TCS are e-learning,

computer-based training, classroom training, knowledge sharing sessions &continuous
educational program in reputed institutions.

RETENTION STRATEGIES USED BY THE TCS:

Compensation: Compensation constitutes the largest part of the employee retention process.
The employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. Compensation includes salary and
wages, bonuses, benefits, prerequisites, stock options, bonuses, vacations, etc. While setting
up the packages, the following components should be kept in mind:

 Salary and monthly wage: This are the biggest component of the compensation
package. It is also the most common factor of comparison among employees. It
includes basic wage, House rent allowance, Dearness allowance, City compensatory

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 allowance Salary and wages represent the level of skill and experience an individual
has. And this increase should be based on the employee’s performance and his
contribution to the organization.
 Bonus: Bonuses are usually given to the employees at the end of the year or on a
festival. Economic benefits: It includes paid holidays, leave travel concession, etc.
Long-term incentives: TCS provides long term incentives include stock options or
stock grants. These incentives help retain employees in the organization's start-up
stage.
 Health insurance: Health insurance is a great benefit to the employees. It saves
employee’s money as well as giving them a peace of mind that they have somebody
to take care of them in bad times. It also shows the employee that the organization
cares about the employee and its family.
 After retirement: It includes payments that an Employee gets after he retires like
EPF (Employee Provident Fund) etc. Miscellaneous compensation: It may include
employee assistance programs (like legal assistance, etc.), discounts on company
products, of a company car, etc.

PERFORMANCE APPRAISAL AT TCS

The objectives of performance appraisal point out the purpose which such an exercise seeks
to meet. What needs emphasis is that performance evaluation contributes to TCS’s
competitive strength. Besides encouraging high levels of performance, the evaluation system
helps identify employees with potential, reward performance equitably and determine the
employee's need for training. Specifically, performance appraisal has helped the TCS gain
competitive edge in the following ways.

TCS conducts two appraisals:

 At the end of the year

 At the end of the project.

Appraisals are based on Balanced Scorecard, which tracks the achievement of employees
based on targets at FOUR levels.

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1. Financial - The financial perspective quantifies the employee’s contribution in terms
of revenue growth, cost reduction, improved asset utilization and so on.
2. Customer - The customer perspective looks at the differentiating value proposition
offered by the employee.
3. Internal - The internal perspective refers to the employee’s contribution in creating
and sustaining value.
4. Learning & Growth - The learning and growth are self-explanatory. The weightage
given to each attribute is based on the function the employee performs. Based on their
individual achievements, employees are rated on a scale of one to five (five =
“superstar”). If employees get a low rating (less than two) in two consecutive
appraisals, the warning flags go up. If the poor performer continues getting low
scores, then the exit option may be considered. Over the years the TCS has found the
pattern that leads to maximum decline performance- boredom. TCS's performance
management system has metamorphosed into one that emphasizes objectivity and a
system that mandates performance evaluation against pre-determined criteria. What
deserves special mention is the active participation of the senior management in the
determination of guidelines for the performance appraisal process. The process
ensures buy in of the employees since the guidelines for the rating system and its
conversion into money terms is not unilaterally decided by HR but is a consensus of a
cross functional team with representation from all levels. TCS's performance appraisal
system is supported by an online system called the Human Resource Management
System- an Oracle Developer 2000 based tool. TCS however widely encourages
informal feedback discussions between Project Leaders and Team Members and this
concept has found an overwhelming appeal among the people.

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CHAPTER- 3 PRINCIPLES
OF MANAGEMENT

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MISSION
“

To help customers achieve their business objectives by providing innovative, best-in-class

consulting, IT solutions and services. To make it a joy for all stakeholders to work with us.

VISION

TCS vision is to decouple business growth and ecological footprint from its operations to
address the environment bottom-line. The green approach is embedded in our internal
processes and services offerings. From green buildings to green IT to a green supply chain,
our mantra is to grow sustainably and help our customers achieve sustainable growth through
our green solutions and service offerings.

CORE VALUE

 Quality- TCS people should direct every effort to deliver maximum value and
satisfaction to our customers.
 Profitability through Efficiency- Efficiency will be the hallmark of TCS people to
optimize profitability and growth.
 Ethics- Nothing unethical shall be practiced by TCS people in relation to our
customers and the world at large.
 Justice- Justice to be the guiding principle of TCS people.
 Creative Growth- In its quest for expansion TCS shall encourage innovative thinking
amongst its people.

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TCS – Decision Making Process

Step 1: Identifying a problem

TCS express training programs for new employees are poor and not up to the mark.
Haphazard and unprepared seem to be the themes of the times when it comes to training new
employees. Many problems that come up with new employees can be avoided by a good
training system because often the things that turn into performance issues can be traced back
to how the person was trained.

Step 2: Identifying Decision Criteria

To solve this issue, we mainly recommend TCS Express to go for On-boarding. On-
boarding also known as organizational socialization refers to the mechanism through which
new employees acquire the necessary knowledge, skills, and behaviours to become effective
organizational members and insiders.

Step 3: Allocating Weights to the Criteria

Tactics used in this process include formal meetings, lectures, videos, printed materials, or
computer-based orientations to introduce newcomers to their new jobs and organizations.
Research has demonstrated that these socialization techniques lead to positive outcomes for
new employees such as higher job satisfaction, better job performance.

CRITERIA WEIGHT
Formal meetings 10
Computer based orientation 09
Lectures 08
Printed material 06
Videos 04

Step 4: Developing Alternatives

• Develop a new orientation program

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• Engage seasoned employees to perform skits about topics such as disciplinary and
performance appraisal meetings.

• Invite executive leaders of the company to make brief presentations to the new
employees.

Step5: Analysing alternative

TRAINING MEETINGS VISUALS LECTURES

New orientation 10 10 10
program
Seasoned Employees 03 10 07
Executive leaders 09 07 08

Step 6: Selecting an Alternatives- Select new orientation program because of high scoring

TRAINING MEETINGS VISUALS LECTURES TOTAL

10 10 10 30
03 10 07 20
09 07 08 24

Step 7: Implementing the Alternative

Here we implement a new orientation program for managers who are joining the company.
Meetings are held with each department manager or supervisor is effective. Depending on the
length of time spent with a department manager, this process can last up to six weeks. There
is a tremendous amount of coordination and scheduling for this type of orientation; however,
it is particularly effective for a new human resources manager, for instance. It is an
alternative to all- staff meetings where the new employee merely stands up when his or her
name is called. This type of orientation encourages networking, peer-to-peer relationships
among employees.
Step8: Evaluating Decision Effectiveness

The outcomes of socialization organization have been positively associated with the process
of uncertainty reduction. Employees' job training is particularly important from an
organization's perspective because of their link to employee engagement and performance on
the job. Employee engagement attitudes, such as satisfaction with one’s job and
organizational commitment or loyalty, have important implications for an employee's work

21
performance and intentions to stay with or quit an organization. This translates into strong
monetary gains for organizations as research has demonstrated that individuals who are
highly trained and satisfy with their jobs and who exhibit high organizational
commitment are likely to perform better and remain in an organization, whereas individuals
who have developed negative attitudes or become un trained (are highly dissatisfied
and unattached to their jobs) are characterized by low performance and high turnover
rates.

TCS – Organizational Structure & Design

Work Specialization - TCS divided the work into smaller units which is completed by a
single individual. It includes division of labor in which a single person completes repetitively
a single step of the complete task. It enables workers to become experts at a single task, but
the repetitive nature of the task can be boring. Different tasks are performed by different
employees to enhance the business activities and to keep check and balance regarding each
process of TCS enterprise.

Departmentalization - The basis on which jobs are grouped together. Types of

Departmentalization are:

 Functional Departmentalization - TCS create an inventory department, marketing

department, an accounting department, and a human resources department.
Functional departmentalization may be advantageous as it can increase efficiency and
expertise because all related activities are performed in one place by one group of
people that specialize in that activity
 Geographical Departmentalization - Organizing departments along geographic lines is
often a good idea for TCS with offices around the world. All activities related to the
organization's activities in each region are handled by a department in that region.
One advantage of this method is that it ensures the development of expertise specific
to the political, social, and cultural needs of the region. TCS has provides his services
in region of Pakistan, Canada, United Kingdom and United Arab Emirates with
thousands of outlets.

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  Process Departmentalization – TCS organizes work and workers into separate units in
the basis of product or customer flow. TCS with this departmentalization have
departments named as specific parts of the process such as planning and controlling,
finishing, inspection and shipping, etc.
 Customer Departmentalization - Each type of customer usually has different needs
and organizations often departmentalize along differing customer types such as
consumers, businesses, and governments. TCS divide its customers into different
segments which are control by customer department to fulfil customer requirements
and feedback. This structure may be advantageous because it allows its personnel to
specialize in developing products and serving the needs of markets and classes of
customers.

Chain of command- Refers to the unbroken line of authority that starts from the top level of
the organization to the lower level. It shows the relationship between individuals working in
an organization and to whom they report to and who they are responsible for.

In TCS it works on the principle of unity of command which states that worker should have
only one superior to report to in order to avoid confusion. It is an increasingly obsolete
phenomenon in the dynamic firms that do not follow the strict hierarchical organization
structure.

Span of control - In TCS span of control can be wide-with a larger number of subordinates
working under one manager but in some cases, it is also narrow with lesser number of
subordinates working under a manger. TCS believes that wider span of control is regarded as
beneficial because it shortens the chain of command and bureaucratic structure in an
organization and leads to more delegation to employees.

Centralization - Centralization is when the entire decision-making authority is in the hands of

the central management of the TCS and no lower level involvement is required in making
decisions for the TCS. It is useful when the decisions are strategic and serious in nature and
involve a lot of risk. However, the lower level employees feel alienated and de motivated as
they feel that they have no say in the decisions that affect their work life. TCS practice
centralization because as a franchise all the advertising decisions must be approved by the
top-level management. Every decision involving the procedure and employee training is
decided by the top-level management.

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Decentralization - It is when the decision-making authority is delegated to the managerial
levels just below the top level i.e. not all the decision-making authority lies in the hands of
the top-level management. TCS also practice this phenomena because decentralized
organizations are often more flexible and productive at deciding because the managers are
closer to the action and the workers are motivated as they feel more involved in the
decision making process, however it is not suitable for strategic decisions.

Formalization - Formalization refers to the extent to which jobs are standardized within an
organization. It refers to the degree to which the employee has to follow the given pattern to
do his/her job. A highly formalized job-is when the worker knows exactly what is asked
from him, he cannot add any innovations to performing the task and there are a great
many organizational rules to follow and a given set of procedures to follow.

TCS is highly formalized as there are strict procedures at every step for the workers to
follow. The time to wake up, delivery of consignment everything is standardized, and no
discretion is allowed at jobs.

A lowly formalized job-is when the job behaviour of the work is less programmed or
subjected to numerous rules ,he can exercise much discretion in the job and has a
somewhat free hand to add his inputs in the job and there are no strict procedures to follow.

TRADITIONAL ORGANIZATIONAL DESIGN

24
TCS STRATEGIC MANAGEMENT

Types of Organizational Strategies:

Corporate Level Strategies

TCS operates in a large, growing global market for courier services. Offering unique
opportunities to gain a competitive advantage. Further, the proportion of courier services
budgets that is spent on external providers is going up as the shelf-life of reducing and
corporations are looking for greater efficiency and variability in their costs.

Business Level Strategies

 Business unit objective and strategies by maximizing resource productivity

 Using expertise and insight gained from engagements with global market leaders,
TCS delivers result-oriented solutions to facilitate business service alignment.
 Quality data, consistent across the enterprise, can drive significant business benefits.
 Distinctive competencies where capabilities are superior to competition

Functional Level Strategies

 Core competencies
 Marketing strategy
 Financing strategy
 Logistics strategy
 HR management strategy
 Information system strategy

Types of Corporate Level Strategies

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Growth Strategy - TCS is an IT services, consulting and business solutions organization
offering transformational as well as outsourcing services to global enterprises. We have a
global presence, deep domain expertise in multiple industry verticals and a rich portfolio of
services – consisting of consulting and service integration, digital transformation services,
and cognitive business operations – targeting every C-suite stakeholder. We use all these, and
our industry leading suite of products and platforms to deliver high quality, high impact
solutions leveraging the latest technologies to customers across the world.

TCS Strategy for Long Term Growth

TCS has successfully navigated through multiple technology cycles over the last five
decades, pivoting and adapting each time to build relevant new capabilities and helping our
clients realize the benefits of that new technology. Our responsiveness, agility and
adaptability to change have been core to our longevity.

Customer-centricity is at the core of TCS’ strategy, organization structure and investment

decisions. The philosophy has been to expand and deepen customer engagements by
continually looking for new areas in the customer’s operational value chain where TCS can
add value, and to proactively invest in building newer capabilities to participate in those
opportunities. This has resulted in a continual expansion of every customer relationship in
terms of the services consumed, revenue and share of wallet. The willingness to invest in the
relationship, the commitment to deliver outstanding outcomes and the track record of
execution excellence has resulted in high satisfaction levels and long, enduring customer
relationships. The participation in multiple areas of our customers spend, has significantly
expanded the addressable market for TCS and offers very high head room for sustaining our
longer-term growth.

Key elements of our strategy, their outcomes and the validation metrics are provided below:

26
Business level/Competitive level Strategies- Types of Business level Strategies

 Focus on customer relationship management, customer retention

 Timely delivery with the help of proven delivery & quality framework

Cost leadership Strategies/Differentiate Strategy

 Low cost Global delivery 24X7 model.

 Protection from currency fluctuations with the help of currency hedging.
 Differentiation in low end services in terms of cost, resources
 Due to its strong knowledge management system and resource strength, TCS has been
successful in getting the cost leadership in the industry.

Focus/Niche Market Strategy: Differentiation in high end services such as consulting in term
of niche offerings, expertise.”

27
 CHAPTER-4
ORGANIZATIONAL
CULTURE OF TCS

28
ORGANIZATIONAL CULTURE AT TCS

Culture of TCS relevant from the employees' perspective: The Culture of TCS is observed to
be highly ethical as is the case with most TATA Group Companies. The culture according to
the various interviews was found to be highly networked although the job responsibilities and
positions of employees were clearly defined.

The work environment at TCS is built around the belief of growth beyond boundaries. Some
of the critical elements that define the work culture are global exposure, cross-domain
experience, and work-life balance. Each of these elements go much deeper than what it
ostensibly conveys.

 Culture potpourri: People from diverse backgrounds and geographies have come
together in pursuit of a common vision.

 Open door policy: Our corporate culture is open and inclusive; irrespective of your
experience, you will immediately be welcomed into the team, and would always have
a significant role to play.

 On-the-job learning: Intense training and development programs facilitate on-the-

job learning.

 Mentor programs: Our mentor programs foster supportive relationships that help
develop skills, behaviour, and insights to enable you to attain your goals.

 'Global Family' identity: What sets TCS apart is the support, encouragement, and
nurturing provided to you at every step... just like a family.

29
 Community Services: Maitree was started with an objective of bringing TCS
associates and their families closer and include them as a part of the TCS extended
family.
 Experience Certainty: At TCS, achieve real business results are achieved that allow
to transform, and not just maintain the operations. The IT services, business solutions
and outsourcing bring a level of certainty that no other competitor can match. Clients
will experience your requirements being met on time, within budget and with high
quality; greater efficiency and responsiveness to business; and the ability to shift
investment to strategic initiatives rather than tactical functions.
 Career Path, Freedom to work across Domains: At TCS, it has an established
environment that focuses on individual aptitude, talent, and interests. As a proven
practice, cross-domain experience is promoted that provides employees with
opportunities to function across different industry verticals, service practices, and
functional domains as well as varied technology platforms. While all these factors
help hone the skills across platforms, they also offer customers a talent pool with
expertise that exceeds their industry benchmarks; at the same time, they continuously
present employees with the opportunity to explore the domain where they believe they
would fit the best.
 Work life balance: TCS have extended the work culture to include 'life' as an integral
part. The many work-life programs respond to the needs and aspirations of the
employees while retaining fun as a key element. At TCS, employees strive to address
the need for an increased flexibility to navigate the different spheres of life.
A part of TCS' work-life balance programs, 'Maitree' actively promotes a series of
scheduled fun and cultural events and activities, and keenly promotes community
development projects. While continuing the initiative to strengthen the bond amongst
TCS employees and ingrain fun as a significant part of the culture, employees
participate in various initiatives to develop the community. At TCS, employees
experience life from a holistic perspective and would consistently be awarded the
opportunity to participate in various social development initiatives that touch many
lives.
 TCS Maitree: Maitree was started with an objective of bringing TCS associates and
their families closer and making them feel a part of the TCS extended family. Soon

30
 after, with a view to carry on the TATA tradition of enabling the community, the
scope of Maitree was enhanced to include socially relevant activities and endeavours.
 Knowledge Sharing: It has been an integral part of the TCS culture and ‘knowledge
sharing’ is the buzz word. Knowmax is a platform provided to every TCS employee
where they can go through various knowledge sharing sessions online and also can
share their knowledge for the improvement of the organizational knowledge pool.
There are also other platforms such as iCalms, IdeaMax etc.
 Compensation and Benefits: Leadership Review Management is used to evaluate the
performance of leaders across the organization and TCS Gems are awarded to each
employee on accomplishment of a milestone or any reward. The TCS Gems are
redeemable according to the need of the employee.

31
 CHAPTER- 5
CORPORATE SOCIAL
RESPONSIBILITY BY TCS

32
INTRODUCTION:

CSR demonstrates that you are a business that takes an interest in wider social issues, rather
than just those that impact your profit margins, which will attract customers who share the
same values. Therefore, it makes good business sense to operate sustainably.

Corporate Social Responsibility (CSR) is being harnessed to create systemic solutions that
address the root causes of societal challenges in India. Tata Consultancy Services (TCS), a
global leader in technology and consultancy, has demonstrated its commitment to the socio-
economic development of society. TCS helps empower people through its CSR programs,
ethical governance, and environmental initiatives.

TATA is known for their commitment to CSR stems from all Tata Group's abiding concern
for society and environment. TCS demonstrates care for the community through its focus on
education & skill development, health & wellness and environmental sustainability including
biodiversity, energy & water conservation.

Following are the brief explanation of TCS CSR activities in past years 2017-2020 which
explains the activity organised by them for the welfare of society their remarkable charity for
need full people, and how they became the best CSR activist among countries.

CSR FOR YEAR:2017-18

INTRODUCTION
TCS publishes the Sustainability Report on an annual basis. The last report was published for
FY 2016-17. The 12th Sustainability Report, for financial year 2017-18 (1st April 2017 to
31st March 2018), uses the GRI Sustainability Reporting Standards. 71.9% of TCS equity is
held by Tata Sons Ltd, and two thirds of the holding company is owned by the philanthropic
Tata Trusts which fund community initiatives in education, healthcare, nutrition, and rural
livelihoods. Below is the sustainability approach by TCS.

33
TCS’ CSR initiatives in the areas of Education and Skill Development, Environment and
Health are aligned with the UN’s sustainability development goals as below:

34
1.PROFIT

TCS has a strong legacy of fair, transparent, and ethical governance practices. They have
adopted a Code of Conduct for their employees, including the managing director and the
executive directors. In addition, TCS has adopted a Code of Conduct for its non-executive
directors, independent directors that suitably incorporates their duties as laid down in the
Companies Act, 2013 (‘Act’).

2.PEOPLE

TCS believes People are the most important assets of an organisation. However, an important
point is that organisations need to nurture and create an environment which enables to free
the talent of people and one of the ways is by empowering their employees.

TCS business is extremely people-centric, and therefore the ability to attract, develop,
motivate, and retain talent is critical to their sustainability. At a time of profound and rapid
technology change, TCS’ HR strategy is focused on providing our global, diverse workforce
with a stimulating environment that is flexible, nurtures social contract, fosters innovation,
builds a result-oriented, high-performance culture, and motivates today's multi-generational
and mobile workforce to develop itself personally and professionally.

TCS has done the social activities for people within the organization and outside the
organization. Below is the list that is created by TCS within the organization:

 Talent Management, Acquisition, Diversity, Development

 Career Management
 Talent Engagement and Retention
 Occupational Health and safety
 Community Initiatives

35
Social welfare for the society is listed below:

 Science Lab at the Doorsteps

program involves a travelling educator and a curriculum offering quality, hands-on education
to promote creative thinking and communication skills in students from Class. 5-10. Every
day, an instructor travels to a different government school, carrying a set of science
experimental kits to conduct fun, practical lessons in physics, chemistry, and biology over a
half/full day. Launched in April 2017, the project is a collaborative effort between TCS and
Tata Trusts, where the latter acts as an advisory and supervisory partner.

 No limits to learning

With the belief that literacy is related to economic

development, TCS worked on a paradigm shift using Information Technology, where the
learning hours were shortened to 50 from 200, if done manually. Traditional manual methods

36
had led to a high dropout rate of learners TCS’ Computer Based Functional Literacy program
was and is successful in sustaining the interest of learners and has achieved literacy in high
numbers. In FY 2018, ALP reached 173,876 learners, with a total reach of 561,884
beneficiaries since its inception, up to end March 2018.

 CANCER CARE

India reports over 1.5 million new cancer cases every

year. This takes an ominous turn when the country has a dismal doctor-patient ratio of 0.7
doctors per 1000 patients, cost is exorbitant and specialist care is far. No wonder, the dreaded
'C' is the second most common cause of mortality in the country. Taking cognizance of the
need for 'Technological & Transformational' intervention, in 2017, TCS launched the Digital
Nerve Centre or DiNC; the first of its kind digital healthcare platform aimed at overcoming
health-system challenges to deliver patient centric healthcare service.
DiNC has opened new avenues of communication and connectivity between Specialists,
Patients, and healthcare workers. The impact has been phenomenal, especially in the doorstep
reach of care management and control.

3.PLANET

TCS’ Environmental Policy focuses on integrating environmental considerations into

business processes, aspiring for beyond- compliance leadership, and adopting a lifecycle
approach across their value chain. The environmental stewardship efforts across the four
material aspects of TCS operations are as below:

37
  26 Carbon footprint reduction: Energy efficiency and use of renewable energy
 Water management: Efficient use, recycling, and rainwater harvesting
 Waste management: Reduction, reuse, and recycling
 Supply chain sustainability

CSR FOR YEAR:2019

38
INDTRODUCTION
“

“TCS' CSR initiatives reached more than 1.66 million beneficiaries globally, in FY 2019,
once again creating a considerable societal impact in the countries in which we operate.”,
report said. TCS partnered with Tata Trusts, NGOs and various not-for- profit organizations
to scale up social programs. Company has invested Rs. 434 crores on various sustainable
development programmes, against its prescribed CSR expenditure of Rs. 542 Crore,
Company’s annual report 2018-19

Including overseas spend, the Company’s total pending on CSR is Rs. 527 crores. CSR
programmes are focused on education and skill building, health and wellness, and
environment. The CSR projects undertaken are within the broad framework of Schedule VII
of the Companies Act, 2013.

“As per section 135 of the Companies Act, 2013, amount required to be spent by the
Company during the year ended March 31, 2019 and 2018 is Rs. 542 cores and Rs. 497
crores, respectively, computed at 2% of its average net profit for the immediately preceding
three financial years, on Corporate Social Responsibility (CSR).”

According to the report, TCS incurred an amount of Rs. 434 crore and Rs. 400 crores during
the year ended March 31, 2019 and 2018, respectively, towards CSR expenditure for
purposes other than construction / acquisition of any asset.”

Key Highlights of Expenditure:

1. Total Turnover: Rs 146,463 crore

2. Total profit after taxes- Rs 31,472 crore
3. Average net profit of the company for last three financial years for the purpose of
computation of CSR- Rs 27,078 crore.
4. Prescribed CSR Expenditure (2% of the amount as in item 2 above) Rs. 542 crores
5. Amount unspent- Rs. 108 crores
6. Total Spending on Corporate Social Responsibility (CSR) as percentage of profit after
tax (%) 1.6 % of average net profit for previous three years.

List of activities in which expenditure in 4 above has been incurred:

39
Category (CSR in India only) Rs. Crore
Health and Wellness 292
Education and Skill Building 39
Environmental Sustainability 3
Restoration of Heritage Site 1
Disaster Relief 7
Contribution to TCS Foundation 92
TOTAL 435

40
TCS publishes the Sustainability Report on an annual basis. The last report was published for
FY 2018. The current report, for FY 2019 (year ending March 31, 2019), is the 13th such
report published by TCS till date. This report has been prepared in accordance with the GRI
Standards: Core option. The report's boundaries and exclusions have been listed below:

DATA BASIS EXCLUSIONS

Financial TCS' consolidated global None
3 operations
Human Resources TCS’ global operations, Subsidiaries not wholly
including wholly owned owned by TCS, accounting
subsidiaries for 2.5% of the consolidated
headcount
Environmental Delivery centers in India, Remaining delivery centers,
the accounting for ~4% of the
UK, Hungary, Singapore, headcount
China,
Peru, Argentina, Philippines,
Brazil, Chile, Uruguay,
Colombia, and Mexico

TCS’s Sustainability report along with CSR activities across the globe:
1. TCS Digital Explorers
TCS United Kingdom & Ireland is leading change with a simple aim - to enthuse a
generation of young people into technology. The UK’s multi-award-winning IT
Futures program in the community works with schools, colleges, and universities
across UK. In 2018-19 TCS reached approximately 250,000 with its various
initiatives.
TCS Digital Explorers, a part of the “IT Futures” targets talented diverse
young people largely from disadvantaged backgrounds. This program runs
an intensive week-long “Experience Work” event for students to learn core IT
skills through real-world projects.

41
 2. Artificial Intelligence (AI) and Robotics

TCS has brought a unique, hands-on learning experience to

students and teachers at Diepsloot Combined School, Johannesburg. Over the 15 weeks of the
program which started in August 2018, more than 157 Grade 9 students have participated in
hours of learning using complex Artificial Intelligence concepts to create solutions to existing
challenges in their community.

3. Australia GoIT Girls - Women in STEM

The GoIT Girls program is TCS Australia's flagship CSR

program launched in 2014 and aims to alleviate the shortage of skills and increase gender
diversity in the Australian and New Zealand IT industry by inspiring young women to pursue
careers in technology.

4. STEM Education through Drones

42
 TCS Japan has been working with Nara Women's University

secondary school to promote STEM education for the future. TCS has also assisted in a
Drone Programming Competition held at the school.

5. STEM in China

In October 2018, TCS China successfully completed its

first big scale STEM-CSR Program – goIT China in Shanghai. This program aimed at
increasing interest in STEM and computer science and developing innovation and problem-
solving skills. In 2018 TCS China partnered with a local non-profit organization “Project
Volunteer Online” to launch a STEAM (science, technology, engineering, art, and
mathematics)

6. Launchpad and Insight

Launchpad, developed by TCS in 2016 was introduced to

school students of classes 8, 9 and 10. It is a free online course that lays a strong foundation

43
for understanding programming logic by teaching the fundamentals of C++ and Python
through gamification. It dovetails into Insight, which prepares students for the Class 12
Exams. Designed as a self-learning course, it nurtures the concept of independent learning.
Launchpad has reached out to more than 18,000 students across India (Gujarat, Tamil Nadu,
West Bengal, Kerala, Delhi, Uttar Pradesh, and Maharashtra), Dubai, and Singapore, since
inception.

7. Digital skills for the visually impaired

TCS is empowering visually impaired individuals, by providing an Advanced Computer

Training program (ACTC) enhance their employment opportunities. This program conducts 2
batches in a year, one at National Association for the Blind, Mumbai and the other at Mitra
Jyothi, Bengaluru. ACTC offers courses that are in sync with industry requirements,
providing trainees with life-affirming employment opportunities and a prospect to overcome
their disability with the help of technology, guidance, recognition, and the right operating
environment.

PLANET:
TCS takes its responsibility for environmental stewardship very seriously and has been
continuously striving to reduce its ecological footprint and pursue a strategy of
environmentally sustainable growth. TCS’ overall approach aims to mitigate climate change-
related risks through resource optimization and impact minimization. Their environmental
sustainability strategy is implemented through standardized processes, environmental impact

44
performance monitoring and strong partnerships with stakeholders, including customers,
employees, and suppliers. The four key focus areas of our strategy are:

 Carbon footprint reduction- Energy efficiency and use of renewable energy

 Water management- Efficient use, recycling, and rainwater harvesting
 Waste management- Reduction, Reuse and Recycling
 Supply chain sustainability

These were the major CSR activities performed by the TCS in year 2019, TCS also take part
in various events and they are famous for their supportive nature during needful situation,
they also do the charities to various institution where people are in need.

CSR FOR YEAR:2020

INTRODUCTION

We never when can uncertainty comes which can often involves danger through an inability
to predict or to place confidence in the unknown: The time of pandemic arrival is uncertain.
Year 2020 is all about fighting for lives. The COVID-19 pandemic coronavirus disease 2019
(COVID-19) caused by severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2). It
was first identified in December 2019 in Wuhan, China, and has since spread globally,
resulting in an ongoing pandemic and the first case of COVID-19 in India, which originated
from China, was reported on 30 January 2020. Due to this pandemic situation world is facing
crises and corporate companies are facing problem in sales, profit, employment retention, etc.

TCS RESPONSE TO COVID-19

Message from TCS - Over the past weeks and months, the COVID-19 pandemic has emerged
as a significant and very global challenge that is creating disruption across the world. We
strongly believe that all global challenges need global solutions. We are engaged with our
employees, clients, partners, public institutions, and community organizations to rise to the
occasion. As the world comes together to fight this, human endeavour and ingenuity will
surely prevail over this crisis.

45
  The safety and well-being of our employees is our top priority
Our priority has been to safeguard the health and well-being of our 446,000 associates
in the 46 countries where we operate, while continuing to support mission critical IT
backbones globally.
Early on, we took proactive measures like travel restrictions, cancellation of events
and large internal meetings, and safe working environments and processes, which
helped to minimize the impact. We launched a massive program to ensure business
continuity using our Secure Borderless Workspaces™ (SBWS™) model, which
allows TCS associates to work from home with support from minimal associates
working from offices. The safety of our people is and will remain our foremost
priority.

 TCS continues to support mission critical technology backbones for leading

global organizations, keeping them open for business
We are living in a world where technology is embedded in every aspect of our lives.
As a leading technology provider, we are working with more than 1,000 organizations
across the world to keep them up and running. We power the financial backbones of
several countries, support some of the largest health care and pharmacy companies in
the world, manage integrated systems – including online channels – for retail
companies, and run technology for governments and public services organizations.
The smooth functioning of all these organizations will be vital during a period of
lockdown and social distancing.

TCS has been a pioneer in location independent work practices for the last 50 years.
We proactively deployed collaboration platforms, cloud enabled infrastructure and
robust security practices, which positions us well to deal with this unprecedent
situation. Our clients have trusted TCS to manage their technology. We will continue
to keep earning their trust by working together to navigate these difficult times.

TCS CONTRIBUTION

46
 Our group had pledged over US$ 200 m to protect and empower all affected
communities, working closely with governments and institutional partners
At a group level, Tata Sons and Tata Trusts have pledged INR 1500 crores
(equivalent to US$ 200 million) to protect and empower all affected communities.
These will include efforts to provide personal protective equipment for medical
personnel on the frontlines, respiratory systems for treating increasing cases, testing
kits to increase per capita testing, setting up modular treatment facilities for infected
patients and training of health workers as well as the general public.

The Indian government, for example, is proactively acting to prevent a large-scale

outbreak in the country. We believe this is the right approach, learning from the
experience in Europe, East Asia, and the US, and we are fully supporting the
government in executing its social distancing program. We have proactively worked
with the government to allow the IT industry exemption from the lock down orders to
support critical service delivery across India, which will be needed during this period.

As a strategic partner to the World Economic Forum, our group is also part of their
COVID action platform, which is galvanizing the business community in support of
multilateral organizations like the WHO (World Health Organization) that are leading
the charge.

 TCS Not to Lay Off Employees Amid Covid-19 Lockdowns, Freezes Salary
Hikes
Tata Consultancy Services Ltd. will not affect any layoffs due to coronavirus
lockdowns nor will it give any salary hikes this year, India’s largest software services
exporter said while announcing its March quarter results on Thursday. The Tata group
company, which has about 4.5 lakh employees worldwide, also said it will not rescind
job offers to 40,000 new hires and get all of them onboard.
TCS’ quarterly profit met analysts’ estimates in the January-March period as record
deal wins offset impact of Covid-19 on business. The company, however, expects
revenue to contract in 2020-21 with recovery likely only in the third quarter of the
fiscal.

47
  Post-COVID, 75% of 4.5 lakh TCS employees to permanently work from home
by '25: from 20%
Post-coronavirus: New model called 25/25 will require far less office space. Decision
came after the firm briskly moved 90% of its workforce to an operating model called
Secure Borderless Workspaces
Not all is negative about the lockdown aimed at curbing the spread of coronavirus,
certainly not for India's largest IT service firm Tata Consultancy Services (TCS). The
crisis has provided an opportunity to India's largest IT firm to discard its 20-year-old
operating model and leapfrog into a new mode of work.
Running up to 2025, TCS will ask a vast majority of 75% of its 4.48 lakh employees
globally (including 3.5 lakh in India) to work from home, up from the industry
average of 20% today. The new model called 25/25 will require far less office space
than occupied today. “We don't believe that we need more than 25% of our workforce
at our facilities in order to be 100% productive,” says TCS's chief operating officer
NG Subramaniam.

CRITICISM:

The Economic Times stated that - TCS fails to follow CSR limit for all five years despite
its chairman being on govt’s CSR panel.

The government made it mandatory for companies to spend 2% amount of their profits on
corporate social responsibility, CSR. But even Tata Consultancy Services, TCS India's largest
IT company and flag bearer of Tata Sons is not following this. During 2014-15 to 2018-19,
TCS spent less than the prescribed amount mandated under the law.

Due to this several questions arises against TCS that Why did TCS spend less amount on
CSR? Why do not companies follow CSR? Why is CSR mandatory?

 has been unable to comply with the corporate social responsibility law in all the five
years of the regulation’s existence. The company’s CSR spends in each of the years
during 2014-15 to 2018-19 have been less than the prescribed amount mandated under
the law. TCS in its annual reports stated multi-year projects as the reason for the
unspent money.

48
  TCS did not comment on the ETCFO’s detailed questionnaire seeking the company’s
comments on its CSR spends being lower than the prescribed, and if it received any
notice or not from the concerned authorities on the same.

The CSR spends though showed a mixed trend. The expenses were Rs 13,326 crore in 2017-
18, down from over Rs 14,000 crore in preceding two years of 2016-17, and 2015-16. The
CSR contribution was lowest in 2014-15 at Rs 10,065 crore, when the regulation had just
come.

49
 CHAPTER- 6 LEARNINGS
FROM THE PROJECT

LEARNINGS

 I learned structure of HR process is different from other companies, the structure is

systematic as well as they give the value of single employee’s opinion. Also, the HR
department of TCS focuses on improving the employee experience at each point in
the employee lifecycle. Learned all HR frameworks of TCS like recruitment and
selection, Training and development, compensation, and performance appraisal.
 I learned how to analyse a company’s organizational in different segments. Even
though it was difficult to understand the structure and organizational design of such a
big company, they differentiate the structure and design for every different product&

50
 services of TCS. They follow traditional design of organizational structure and
different types of strategic management.
 By studying organizational structure and TCS sales & distribution it was found that
TCS follows management principles for the Core Transformation’s Success of
organization. With core mission & vison of the company and they apply Henry
Fayol’s management principles. It Set up a clear operating model and design
objectives. Identify what to retain and what to leverage.
 I understand the importance of organisational culture that the culture at organization
sets expectations for how people behave and work together, and how well they
function as a team. In this way, culture can break down the boundaries between siloed
teams, guide decision-making, and improve workflow overall.
 I learned how to stay positive. The COVID-19 pandemic has brought about change
across the board in our lives: from jobs, to relationships, financial stability, and
health. But all doors are not closed we can be productive at the same time and we can
think about new ideas for business by staying calm and motivated.
 Many large corporations like TCS, with guidance from behavioural scientists, are
implementing various measures through innovative employee engagement programs
to ensure that employees are empowered to manage stress. These programs are
designed for short- and long-term employee emotional well-being.
“

51
 CHAPTER- 7
CONCLUSION

Tata Consultancy Services Limited (TCS) is a subsidiary of the Tata Group, an Indian
information technology consulting and business solutions company which operates in 46
countries worldwide. TCS Limited was founded in 1968 by a division of Tata Sons Limited.

TCS is an organization with its vision and continuously working to achieve it. They are
giving their services across the globe. Due to their trust and reliability and effective service
the word product and service has been replaced by TCS. They are building the good relations
with customer.

52
Tata set the benchmark by its value underpinning the way of doing business with fair, honest,
transparent, and ethical in conduct; everything they do must stand the test of public scrutiny.
Their five core values are Responsibility, Excellence, Pioneering and Unity.

The principles of management followed by the TCS is a clear operating model and design
objectives. Which Define roles of the retained organization, it enables to choose the approach
most suited to the organization, invest in change management and communication.

TCS also stand out in social welfare they are famous for their honesty and concern for the
society. Corporate Social Responsibility is the way that company; Tata Consultancy Services,
can use the core business to create a positive impact in community. They focus particular
attention on the areas of environmental sustainability, health, and education.

53
CHAPTER- 8 REFERENCE

https://www.tcs.com/

https://www.tata.com/about-us/tata-values-purpose

54
https://www.tcs.com/content/dam/tcs/pdf/discover-tcs/investor-relations/corporate-
sustainability/GRI-Sustainability-Report-2017-2018.

http://nitieim19pomb115.blogspot.com/organizational-culture-tcs.html

https://www.tcs.com/content/dam/tcs/pdf/discover-tcs/investor-relations/corporate-
sustainability/GRI-Sustainability-Report-2018-2019.

https://www.tcs.com/company-overview/tcs-response-covid-19

https://www.bloombergquint.com/business/tcs-not-to-lay-off-employees-amid-covid-19-
lockdowns-freezes-salary-hikes

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