Leadership Style Of Mr .Ratan Tata

1. “ I don’t believe in taking the right decisions. I take
decisions and then make them right.”
(Always believe in your ability and efforts.)

2.  Known to be shy and a very private person in his personal life.
 Bachelor who lives alone in his apartment in Mumbai.
 Loves home cooked food.
 Ardent art collector.
 Passion for flying and for cars.
 “He is a very private man. Even his closest business aides
know little about what he does in his free time,” says a
veteran at the group.
 It’s anybody’s guess what he will do after he steps down from
the country’s top private sector job. Those who know him
well believe he will indulge in all his pet interests, things he
didn’t have enough time for while helming the group.

3. From driving cars to flying choppers, from
charity to business strategy, he does it all,
and he does it passionately. But, despite
being the cynosure of all eyes, very little is
known about his life.

4. MR. RATAN NAVAL TATA
A LIVING LEGEND

5. Leadership Style Of Mr
.Ratan Tata
Presented By: Group 2
Aditya Choudary
Ankit Ranjan
Kumar Rahul
Prashant Jaiswal
Rohitha Reddy

6. A SHAKY START
 Left to himself, Ratan Tata would probably have stayed on in the
United States after training as an architect at Cornell University. But
the son of deputy group chairman Naval Tata and the nephew of JRD
Tata couldn’t be allowed to work outside the group (he had an offer
from IBM).
 In 1962, Ratan joined the family business, working on the Tata Steel
shop floor at Jamshedpur, just one of several thousand employees.
 He got his first independent assignment less than a decade later —
as director of National Radio and Electronics (Nelco), in 1971 . Nelco
was in dire straits when Ratan came on board — losses of 40% and
barely 2% share of the consumer electronics market.
 Just when he turned it around, the Emergency was declared. A weak
economy and labour issues compounded the problem and Nelco was
quickly near collapse again.

7. Contd….
 Ratan’s next assignment was just as trouble-stricken. He was asked
to turn around the sick Empress Mills. He did, but was refused the Rs
50 lakh (Rs 5 million) investment required . Empress Mills floundered
and was finally closed in 1986.
 The two ‘failures’ haunted Ratan for decades. His track record was
suspect, he was jinxed, said his baiters. “My first directorship was
that of Nelco and the status of that company has forever been held
against me”.
 The attacks became more vicious after 1981, when JRD stepped
down as Tata Industries chairman, naming Ratan his successor — in
one leap, Ratan had moved to the head of the queue for eventual
leadership of the entire Tata Group, and that was completely
unacceptable to many.

8. Personal Life
 Ratan Tata was born into the famous Tata family on
December 28, 1937.
 A prominent family belonging to Mumbai's
wealthy Parsi community.
 Schooling from Campion school in Mumbai.
 In 1962:- Completed B.Sc degree in architecture
with structural engineering from Cornell university .
 In 1975:- Done the advanced management program
from Harvard business school.

9. Beginning Career in TATA
 December 1962 :- He joined the Tata Group, after turning
down a job with IBM on the advice of JRD Tata. He was first
sent to Jamshedpur to work at Tata Steel.
 In 1971, Ratan was appointed the Director-in-Charge of The
National Radio & Electronics Company Limited (Nelco).
 In 1981, Ratan was named director of Tata Industries, the
Group's other holding company.

10. Personality
 Very dignified
 Ethical
 Dependable
 Believes in keeping promises
 Loyal and believes in relationships
 Risk taker but not a speculator
 Exemplary leadership qualities and a tremendous motivator
of people

11. Organizational Culture
Tata has always been values-driven. These values continue to direct the
growth and business of Tata companies. The five core Tata values
underpinning the way we do business are:
Integrity: We must conduct our business fairly, with honesty and
transparency. Everything we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity
for our colleagues and customers around the world, and always work for the
benefit of the communities we serve.
Excellence: We must constantly strive to achieve the highest possible
standards in our day-to-day work and in the quality of the goods and services
we provide.
Unity: We must work cohesively with our colleagues across the group and
with our customers and partners around the world.
Responsibility: We must continue to be responsible, sensitive to the
countries, communities and environments in which we work.

12. Meeting With Values
 Globally , Tata is recognized as not just another business , but as an
Indian Institution with value systems in place.
 Mr. Ratan Tata brought in a culture where people tried doing things
better than what was being done.
 He brought all the Tata companies under one umbrella of “TATA” ,
with common values and vision.
 The company believes in returning wealth to the society they
serve.Two –thirds equity of the Tata Sons is held by philanthropic
trusts.
 He ensured that the Tata name was not used by any and every
company in the group. Only those abided by a code of conduct &
values were allowed to use the Tata name . This brought a ‘sense of
pride’ to all that used the brand name Tata.

13. Awards & Recognition
 Mr. Ratan Tata was awarded the Padma Bhusan in 2000 and
the Padma Vibhusan in 2008 by the Government of India.
 In 2009,Mr. Ratan Tata was knighted as a Knight Commander
of the Order of the British Empire (K.B.E.).
 The Ohio State University honored Mr. Ratan Tata with the
doctorate degree in business administration and an honorary
fellowship by the London School of Economics
 Recipient of the 'Global Indian Award' at the NASSCOM Global
Leadership Awards 2008.
 In 2010 he was awarded Businessman of the Decade by the
Federation of Indo-Israel Chambers of Commerce
 Listed among the 25 most powerful people in business by
Fortune magazine in 2007

14. Other Roles
 Chairman of the Government of India’s Investment
Commission.
 Respected member of the Prime Minister’s Council on Trade
and Industry, the National Hydrogen Energy Board and the
National Manufacturing Competitiveness Council.
 Member of the American International Group, the Asia-
Pacific Advisory committee, JP Morgan Chase and Rolls Royce.
 One of the Board of Directors of the New York Stock
Exchange.

15. Milestones & Controversies
 The TATA –CORUS Deal: This proposed acquisition
represented a defining moment for Tata Steel and was
entirely consistent with the strategy of growth through
international expansion.
 Tata- Nano Singur Controversy: This controversy cost the
TATA group a huge amount of loss and the question were
raised over TATA’s social record.

16. Conclusion
 Mr. Ratan Tata has accomplished success without taking
shortcuts.
 He has been very conscious of both the quality of the means
and the social significance of the ends , showing the way
forward to entrepreneurs, who wish to succeed without
compromising their integrity and dignity.
 Mr. Rata Tata has been instrumental in transforming
leadership ethos of the Indian business dynamics and placing
India amongst the top Global markets.