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TAJ CASE ANALYSIS

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TAJ Hotel group culture

Customer centric approach. ATITHI DEVO BHAVA was their guiing philosoph!.

Builing trust an long relationship with customers.

De"elop competencies # $eaership o% results &'usiness anpeople.

Better aligning the compan! towars achie"ing its "ision&mission& an goals

High emplo!ee moti"ation an lo!alt!(haping emplo!ee 'eha"ior at wor)& ena'ling the

organi*ation to 'e more e%%icient.

Empowere emplo!ees .

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+actors leaing to the culture,.

Value ri"en recruitment s!stem. (ee) %resh recruits rather than lateral hires.

Hire nee! people %rom small towns an semi ur'an areas wheretraitional Inian "alues such as respect %or elers an teachers& humilit!&consieration %or others & iscipline an honest! still hol swa!.

-ecruitment 'ase on traitional "alues & respect %or elers&cheer%ulness an neeiness.

Training emplo!ees as customers am'assaors Three s)ills are imparte technical& personalit! s)ills an customer

hanling s)ills. Duration o% training is / months against the stanar 0 months.

Emplo!ee empowerment to ta)e ecisions an act without an!e1planation.

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-ecognition as rewar s!stem. TAJ group 'elie"e that happ! emplo!ees lea to happ! customers.

(TA-( program lin)e customer elight to emplo!ee rewars. Compliment %rom 2uest&

compliment %rom colleagues Own suggestions

Immeiate super"isor was responsi'le %or rewaring an recogni*ing hissu'orinates.

Or'it per%ormance s!stem to recogni*e people.

Customer centric approach. Deication to ut!& esire to protect guest& 3uic) thin)ing& personal caring. Highest le"el o% 3ualit!

# A'ilit! to man! e1tra miles to elight customer..

+actors leaing to the culture,.

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Pros Cons

Di%%icult moel to imitate &gi"ingcompetiti"e a"antage

(election o% emplo!ees is crucial.4ista)es in selection ma! hurt se"erel!.

Contene emplo!ees sta! lo!al to thecompan! & with low attrition.

(trong culture acts to homogeni*e thewor)%orce an reduce diversity. Thisreuces creati"it! an inno"ation.

$ow cost 'ut highl! e%%ecti"e emplo!eeswho are moti"ate.

Barrier to mergers and acquisitionsas it 'ecomes i%%icult %or people toaapt.

Correcti"e actions are eas! to ienti%!an ta)e up

4anagement 5erspecti"e

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Pros Cons

6uic) ecisions 'ecause o%ecentrali*ation

4isuse o% power can happen in aecentrali*e s!stem

(ocial control within the %irm. E"er!'o!is oriente towars the same irection.

(trong culture Can lea to 2roup Thin)which will )ill inno"ation.

2oal alignment ma)es ecision %aster Culture 'eing so strong it is i%%icult %or

the organi*ation to change whenre3uire.

E3ual opportunit! %or each emplo!ee toreali*e their %ull potential within thecompan!

Organi*ational 5erspecti"e