1. TATA STEEL – AN ADAPTIVE ORGANIZATION
S. Subramanian
ABSTRACT
Steel is an old industry and hence not expected to have dramatic changes in its structure or technologies. Hence the steel companies were also generally not prepared to face such shocks. But Tata Steel, India’s oldest private sector integrated steelmaker, faced many such life threatening situations between 1991 and 2013. It had overcome three such scenarios successfully. In 2007, the company acquired the British-Dutch Steel maker Corus, which was five times bigger than itself in revenue terms. Within a year of acquisition, the steel demand fell sharply in Europe, which severely affected the financial performance Corus seriously. Tata Steel also had other problems like poor efficiency at the European Plants, burgeoning debt and lack of integration between Indian and European operations. As on 2013 the company was struggling to turnaround the European operations which in turn resulted in overall loses.
Key words: Adaptive Organization, Turnaround Management, Tata Steel, Steel Industry, Merger & Acquisitions, Emerging Market Multinationals.
2. RYANAIR LOW COST STRATEGY: IS IT SUSTAINABLE?
Atul Gupta1
ABSTRACT
Michael O’Leary, who closely modelled after the Southwest low-cost strategy, restructured Ryanair to much success. It is a leader in the European industry and of low-cost carriers. The strategy of Ryanair is truly a notable one despite lack of quality customer service. It’s able to maintain low costs while also charging low fare prices. In essence, keeping fares cheap and affordable is what drives consumers to keep dealing with Ryanair. Creating a niche in short-haul and national destinations, now Ryanair seeks market share in the long-haul sector. You may ask, what implications do trans-Atlantic routes have on Ryanair’s future profitability? And will this create a sustainable competitive advantage for Ryanair as competition increases and also embarks on the same route? With experience in the short-haul industry, Ryanair has to make sure it keeps up with market demands and remain prominent as an efficient services airline
Key Words: Commercial Aviation, Low-cost Airline, European Airline Industry, Customer Service, Profitability.
3. WORK-INTEGRATED-LEARNING BUSINESS MODEL: A CASE STUDY IN PEOPLE’S REPUBLIC OF CHINA
Tan Cheng Ling, Wong Kang Ying
ABSTRACT
The top management of Australian China Investment Corporation (ACIC) is considering the future competition will impact to its business model on Work-Integrated-Learning (WIL), which specialize in bringing undergraduate students from western universities (Australia and United Kingdom) to place them as the practical teachers for English as a Second Language (ESL)in People’s Republic of China (PRC). Nonetheless, the growth of the demand of ESL preschool teachers is still encouraging. The business team is assigned to review the company’s existing business strategy in order to continuously sustain its business performance and remain its competitiveness in PRC. An assessment on the globalization agenda of the country, company’s business model, comparative advantages, challenges and performance were done to identify the problems, and overcome the challenges that will lead ACIC to the better competitive position.
Keywords: Work – Integrated – Learning, English as Second Language, Competitiveness, Business Model, Education.
4. THE TRAVAILS AND CHALLENGES OF PROMOTION
T. Frank Suni Justusl, T. Sunitha
ABSTRACT
This is a real life compilation of two persons in an organization over a three year period. This covers the travails of a person who gets promoted as an officer from staff cadre and in his desire to perform pokes too much into the role of his subordinates. With experience and after a short training he turns out to be a top class officer going on to receive the top appraisal remarks. It also talks about a subordinate who unable to meet his job demands and because of his own making ultimately walks out. The case study is basically about two personalities, one an officer who wants to outperform and another subordinate with no interest in his job and the dual that goes between them. The dual again has got two focus the first the hard line where action is being taken and the second a humanitarian angle where the superior goes out of the way to restrain him from opting a way out.
Keywords: HR Appraisal, Organization Dynamics, HR Performance, Operations, Culture
