HR7002 Organisational Behaviour And Global Strategy Assignment Sample 2023
Introduction
Overview of the organisation
Tata Consultancy Services is one of the potential multi-national organisations under Tata Groups that has taken their decision to enhance the services and innovation.
Figure 1: Annual revenue collection of TCS in global perspectives
(Source: statista.com, 2022)
Image has been showing the growing range of the revenue collection of TCS through global perspectives by exploiting their innovation of services and management. In this context, TCS has collected the highest revenue almost up to 1641.8 billion USD and has no evidence of business recession within 2020 (statista.com, 2020). TCS has globally expanded their projects to enhance the digitalisation along with the IT services to enhance the collaboration with the competitors.
Usually, TCS has faced multiple issues and challenges during the time of pandemic when it has received a financial surge of up to 7.23% in India and 8.56% in the US market (tcs.com, 2022). Global business association has revealed the global business loss of up to 40% where TCS has denied showing their footprint of business loss as well (tcs.com, 2022).
Hence, the company has already been promoting their career opportunities and path of enhancing the future with different project development as well as modification within the transformation or acquisition within the global market.
Intention of the pursuing the context
The reason or intention for pursuing the study has enlarged the role of developing ideas and knowledge regarding the innovations and operational development of TCS. Researchers have stated their focus on the internal and external challenges and the way it has affected the organisational strategies (Asthana et al. 2020).
On the other hand, study has also explained the contribution of the organisational strategies that can efficiently reduce the chances of growing challenges and lack of projects and internal management.
Critically analyse the organisational strategies
Range of strategy
Range of strategy shows the growth and point of developing the career within the organisation with proper self-actualisation. Balabhaskaran (2019) has claimed to increase the internal strategies to justify the actual needs and point of merging the developing roles as well. TCS has major organisational sections such as brand name, leadership, investments with the presence of customer-centricity strategy.
TCS has developed their client in Europe and US market with the collaboration with Deutsche Bank AG, SAP AG, ASML Holding NV, Infineon Technologies AG, and ABB Ltd. Customer-centricity strategy has taken the decision to increase the revenue almost up to USD 50 billion within 2023 through their maintenance, development and customer dealing as well (tcs.com, 2022).
Figure 2: Stages of growth strategies of TCS
(Source: tcs.com, 2022)
Image has been showing the strategy structure to develop the business growth and client dealing to show their process of enhancing the brand value and ethics. In this structure, financial structure is the actual source of investment to proceed four major sections such as intellectual capital, human capital, natural capital, social and relationship and manufacturing capital (tcs.com, 2022).
Gupta (2021) has mentioned the characteristics of the operations and values to enhance the customer engagement along with the value assessments. In this case, TCS has developed the rages of the strategy content to justify the characteristics of the customer engagement to develop the values of the company with technological innovations.
Identification of competitive advantages
Porter’s five forces model is one of the suitable models to justify the roles and characteristics of the strategic growth and competitive advantages. Morriss et al. (2021) have expressed the internal innovative capabilities to understand the demands of the consumers and the way it has resisted the external challenges. Supplier power is a positive power for TCS as the company has used it as a competitive advantage.
On the other hand, the organisation has to highlight the collaboration with the European and US investors to develop the source of investments. Usually, TCS has the challenges with the lack of employee contribution and lack of project development after the impacts of the pandemic. TCS has not claimed to justify their business recession and threats of newcomers however; it has faced multiple eternal challenges as well.
Change management model is one of the developing theoretical approaches or concepts that help to clear out the ideas to cope with the turmoil within management and their auctions. Iglesias and Ind (2020) have explained to justify their procedure to make the organisation sustainable and cope with the different challenges and business issues.
TCS has faced different issues with technology, market acquisition, and transformation within the leadership where change management would try to make the situation suitable. Advantageous part of the model is that it enlarges the customer centric behaviour of TCS as the competitive advantage to defend the unfavourable situation after the hit by COVID-19.
Identification of significant external and internal challenges
External and internal challenges are the most important sport within the business activities that helps to justify the characteristics of the internal integrity. Perini et al. (2021) have narrated the absurdist business condition rooted within the impact of the pandemic.
It has claimed to focus on the changes within leadership strategies and communication as internal challenges and market acquisition and lack of collaboration as external challenges as well. Internal challenges break the organisational bond along with the role of developing the employability and commitments to achieve the goals.
TCS has faced the challenges with the threat of new entrants, the bargaining power of customers, the threat of substitutes and the spirited rivalry between the existences after implementing the digital leadership during the time of pandemic. Digital leadership is not definite and compact ideas to precede the business action by assimilating the capitals and princess of including the innovations accurately (Cable and Graham, 2018).
It has increased the chances of business loss with threats of the existing organisations such as Wipro, Cognizant, Concentrix, HCL, and Infosys within the global market during pandemic. On the other hand, poor digital leadership has hampered the communication within the employees and with the consumers, which has affected the business during pandemic.
TCS has not collected proper revenue during the time of COVID-19, as it has not performed well regionally to show the fiscal year earning. The differences between revenue collections in 2020 have depicted only up to lack of cooperation and transformation within the leadership activities. TCS has revealed their revenue earning of up to $25 billion in 2017 where it has only hit almost up to $16.5 billion in 2020-21 with lack of communication and cooperation (tcs.com, 2022).
The global market is expected to have 65% business growth of TCS where it has only presented 36% business growth after the fiscal calculation in 2021 (tcs.com, 2022). Hence, the financial diversity has put up the role of depicting the challenges and issues within the internal uniformity and cooperation due to COVID-19.
External challenges have included the merging of the organisations to increase the financial growth properly. Kunamaneni (2019) has explained to justify the roles and characteristics within the business organisations to mitigate the issues and merge up to growth the financial scale. TCS has received the proposal for the market acquisition with Citigroup Global Services Limited (CGSL) that would share the internal documents and process of growth (tata.com, 2022).
It becomes 2the challenging perspective for TCS and it has to share the equity almost up to 100%. TCS has received assurance from the third party to get up to € 75 million revenue hike that would definitely mitigate the problems within the organisation (tata.com, 2022) Apparently, TCS has faced challenges with the repercussions of acquisition and the way it would reveal the confidential data and organisation information during COVID-19.
Both of the challenges are showing the partial business recession of TCS where it has d[ended on the organisational strategy. Majority of the organisational strategy would suggest to focus on the customer dealing and customer satisfaction along with the eligibility within the recruitment. Recruitment for different regions would help TCS to collect adequate revenues from different regions as well.
Analysis of the organisational strategies to manage the challenges
Organisational strategy can easily mitigate the issues and challenges with their modification within the actions and activities to develop the workability. Jain (2018) has explained the strategic development within the organisational behaviour that needs to change the convenient structure. TCS has faced multiple challenges where it has promoted the organisational strategy with customer-centricity as well.
TCS has claimed to have proper organisational strategy to make the system better and researchers have focused on three strong pillars such as leadership capabilities, communication and organisational culture properly.
Figure 3: Organisational strategy and the key factors
Leadership capabilities
Leadership capability is one of the challenging roles to mitigate the issues and problems within the organisation with proper employee management. Gupta et al. (2021) have explained the actions of the leaders for providing better management and working flow within their team members. Advantageous part of the leadership capability has portrayed the skill development, innovative approaches along with integrity, responsibility, excellence, pioneering, and unity (Dey et al. 2020).
These factors will help the organisation to focus on the team leaders and the hierarchy so that it can easily mitigate the hesitation and enrich the performance efficiency. TCS has preferred to imply integrity, responsibility, excellence, pioneering, and unity as the potential leadership capabilities to mitigate the internal challenges properly.
Communication
Communication is one of the developing characteristics within any or the organisation that can enhance the connection within the employees, hierarchy and will the consumer. Datta et al. (2020) have explained how to develop the communication skills to understand the necessity of proper interaction.
TCS has focused on both face-to-face and digital communication to proceed within national and international boundaries. Digital communication is one of the latest and potential communication skills to handle the project within the distant areas and has to provide proper advices regularly. Communication enhances the creativity within the employees and productivity within the TCS operations and management.
Organisational culture
Organisational culture describes the roles of human relations along with the strategies to respect human behaviour properly. Eapen et al. (2022) have explained the characters of the organisational hierarchy to enrich the human relations for developing organisational culture.
Tata Consultancy Services has expanded their business globally where regional recruitment is important to explain the diversity within the organisational structure. Consequences will increase the flexibility within the human interaction and the way it will increase the innovative activities within the internal management as well. On the other hand, it will work as a competitive advantage for TCS and will enhance the internal integrity to face the challenges altogether.
Discussing the organisational strategies impacted on the challenges
Organisational strategy has the productive impacts on the challenges that help to mitigate the issue properly with definite actions. Singh (2021) has explained the concepts of the organisational strategy and roles to imply the strain action to manage the issues for the business growth. TCS has portrayed their organisational strategy with customer-centricity that helps to deal with the global consumers for the business values.
After the hit by pandemic, TCS has faced different issues to imply their innovative actions and efficiency to earn better revenues. The European and US market has highlighted the definite actions of the organisational strategy that could develop the business actions. TCS has to align the characteristics of the customer centric activities depending on the complex, incomplete and ambiguous information to mitigate the issues and challenges.
Customer centric strategy derives the invested amount with calculating the business capital to enhance the innovations and infrastructure development as well. Singh (2020) has mentioned to justify the roles and actions of the customer centric attitude that may meet the demands as well.
On the other hand, TCS becomes unable to pay the remuneration to the employees during the time of pandemic and the organisation strategy has helped to grow the dedication and proper financial support to the employees with a variety of facilities.
Customer-centricity has included the roles and characteristics of four major sections such as capture and organise customer data, advantage analytics and predictive analytics, engage customers based on their unique journey and create an insight-driven culture (Papadopoulos et al. 2020). Eventually, TCS would highlight the strategic plan to increase the communications with the global consumers and within the team members so that it could face the impacts of the pandemic.
TCS has enlarged the idea with alternative paths to mitigate the challenges with skill development within the employees and the team members. Kumar (2019) has highlighted the necessity of incorporating the additional roles to develop the sustainability within the organisation.
TCS has incorporated the change management and strategic proposal to mitigate the problems with the changing market and deal with the potential consumers. It becomes the mandatory purpose of the organisational hierarchy to satisfy the customers with insight-driven culture along with the development within the organisational culture also. On the other hand, TCS has focused on the digital leadership capabilities and communication interruptions to figure out the characters of the internal operational disequilibrium.
Organisational strategy has the definite contribution to mitigate the issues within the organisation with properly incorporating the actions as well. Kakade (2019) has justified the alternative actions and activities that can help the employees to develop the skills and ideas. TCS has justified the necessity of developing the equal contribution of the consumers regionally and aligned the organisational culture properly.
It has to mention the developing ideas to incorporate the skills and customer-dealing attitudes that may enhance the business growth with forecasting the revenue increment as well (Ageron et al. 2020). Moreover, the researchers would definitely portray the mitigating approaches of the organisation towards the challenges to make the business sustainable and imply the business strategy.
Critically discuss the impact of challenges on the organisational strategy
Impact of the challenges has included the factors that could make the organisational strategy justifiable and prepared for implying the renovation of organisational actions. Goworek et al. (2020) have mentioned the characteristics of the challenges that can affect the conventional infrastructure of the business. Apart from that, it has to include the changes within the policy and practices and the way HRM has changed their decisions for recruiting better employees.
Apart from that, it has also included the lack of cooperation within the employees due to the lack of leadership management and contributions (Wardman, 2020).. It has also included the perspectives of both of the external and internal challenges that might make the organisational performance decreased.
HRM of TCS has focused on the new strategic role to imply integrity, responsibility, excellence, pioneering, and unity to develop the business activities. Usually, TCS has expressed their challenges with lack of communication along with the events of market acquisition. Tsai et al. (2019) have mentioned the value of the organisational branding and the way it has continued their business operations.
Challenges have affected the business retention of TCS that could break the collaboration with regional business organisations. On the other hand, TCS has shown the high attrition rate along with the lack of capacity to proceed with the internal startup incubation programme. It has even explained the roles of the communications within the organisation that has to enrich the employee connection as well.
HRM practices within TCS have justified the situation within the marketing section that has included the characteristics of the pandemic impacts. Mirzania et al. (2019) have included the ideas and strategies to understand the concepts of focusing on the internal management and technical actions of the employees. After the hit by endemic, employees became unable continue the projects and TCS has forcefully stopped 10-12 projects due to lack of financial flow.
Even, TCS has issues with the marketing recession and lack of demands of the consumers with the business retentions. HRM practices have decided to renovate their programs and management so that it could develop the internal business growth along with adequate business strategic planning.
Organisational behaviour is also one of the important sports that have made the business enriched with proper ethics and values. Thomas-Seale et al. (2018) have justified the situation with the lack of values and branding due to lack of capitals and operations within the business cycles. Pandemic has the derogatory impacts on the TCS business performances and behaviours that had received high attrition rate as well.
On the other hand, it has included the information with pandemic impact on the IT services of TCS and the way HRM has claimed to implement the business is developing strategies. After the pandemic and data breaching, TCS has implemented the policy to “protect the security and confidentiality of individuals’ Personal Data and implement physical, technical and organisational measures against accidental, unlawful or unauthorised destruction, loss, alteration, disclosure or access”.
Hence, it would work as the simple and strategic planning and proposal to enrich the organisational performances with definite actions and repercussions.
Conclusion
Present study has assimilated the information regarding the organisational behaviour and global strategy of Tata Consultancy Services to justify the context of the research. It has included the overall classification of the revenue growth throughout the years along with the situation during the pandemic. Apart from that, it has included the possibilities within the financial growth by enhancing their business strategies and roles of employ abilities with innovative actions as well.
On the other hand, it has also included the ideal role of the competitive advantages as customer-centric business strategy of TCS that might make the business opulent and sustainable. On the contrary, study has traced the root of competitive advantages with internal communication, practices and organisational culture that has enhanced the definite growth within the employees.
Internal and external challenges have focused on different sections on which TCS has faced obstacles to enhance the business growth. Internal challenges have included digital leadership and communication and external challenges have included marketing acquisition. Usually, the challenges have affected the internal management of the organisation with the changes within HRM practices and policies along with business retentions.
Apart from that, researchers have also highlighted the contribution of the organisational strategies to mitigate the challenges within the organisation. Hence, the intention of the study has expressed the roles of the organisation and the way it has expressed the behaviour and global strategies along with challenges and growth strategies.
References
Journals
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Asthana, S., Gradinger, F., Elston, J., Martin, S. and Byng, R., 2020. Capturing the role of context in complex system change: an application of the Canadian context and capabilities for integrating care (CCIC) framework to an integrated care organisation in the UK. International Journal of Integrated Care, 20(1).
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Websites
statista.com, 2022. Annual revenue of Tata Consultancy Services (TCS) worldwide from FY 2013 to FY 2021. Available at: https://www.statista.com/statistics/759883/india-tcs-annual-revenue/ [Accessed on: 10.08.2022]
tata.com, 2022. HOME: Jehangir Ratanji Dadabhoy Tata. Available at: https://www.tata.com/ [Accessed on: 10.08.2022]
tcs.com, 2022. Cloud with capacity, control, and customization. Available at: https://www.tcs.com/ [Accessed on: 10.08.2022]
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