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Mahindra

by-GAURAV BHATIA

Introduction to mahindra
Mahindra is an Indian multinational
automobile manufacturing corporation
headquartered in Mumbai, Maharashtra, India.
It is one of the largest vehicle manufacturers
by production inIndiaand the largest
manufacturer of tractors across the world.It is a
part ofMahindra Group, an Indianconglomerate
.

It was ranked as the 10th most trusted


brand in India, byThe Brand Trust Report,
India Study 2014.It was ranked 21st in the
list of top companies of India in
Fortune India 500in 2011.
Its major competitors in the Indian MARKET
include Maruti Suzuki,Tata Motors,
Ashok Leyland,Toyota,Hyundai ,
Mercedes -Benz (Merc) and others.

Mahindra & Mahindra, branded on its


products usually as 'Mahindra', produces
SUVs,saloon cars, pickups, commercial
vehicles, and two wheeled motorcycles and
tractors.
It owns assembly plants inIndia,
Mainland China(PRC),the United Kingdom ,
and has three assembly plants in the United
States. Mahindra maintains business
relations with foreign companies like
Renault SA,France.

Strategies

Market Reach
Quality Systems & Processes
Latest Technology Product

Leadership Style

Keshub Mahindra, the Chairman Emeritus of Mahindra &


Mahindra, is a graduate ofWharton Business School,
University of Pennsylvania, USA. He joined the company in 1947
and became the chairman in 1963.
During his career he held many key positions, served on the
Board of Directors of several organisations , and continues to be
a member of many organizations and committees. He has also
held many other important positions, such as Chairman of
Bombay Chamber of Commerce and Industry (196667),
President of ASSOCHAM (196970), Chairman of the
Indian Institute of Management, Ahmedabad (197585);
Member of the Foundation Board -
International Management Institute, Geneva (198489);
Chairman, India Nominating Committee 'Single Nation
Programe', Eisenhower Exchange Fellowships, USA (19982005).

Over the years, he has also received numerous


awards, including: NIF-Mody Enterprises Man of the
Year Award (1980), Giants International Business
Leadership Award (197282), Madras Management
Association Business Leadership Award (1983),
Companion - British Institute of Management(1985),
Chevalier de la Lgion d'honneur (1987), Business
India - Businessman of the Year(1989), Honorary
Fellowship of All India Management Association
(1990), Institute of Company Secretaries of India
(ICSI) Lifetime Achievement Award for Excellence in
Corporate Governance (2004), Lakshya Business
Visionary Award - NITIE (2006), ICFAI Business School
(IBS) Kolkata Lifetime Achievement Award presented
by the Institute of Chartered FINANCIALAnalysts of
India (ICFAI)(2007).

MISSION AND VISION OF


MAHINDRA
Mission
Supply highest quality of product at reasonable price.
Proceed always with ambition and youthfulness.
Develop fresh ideas and make most effective use of
time.

Vision

Quality in all jobs, learn, analyse and think, analyse,


evaluate and improve.
Realible products.

Corporate Social Responsibility


The

Mahindra Group defines Corporate Social Responsibility as


making socially responsible products, engaging in socially
responsible employee relations and making a commitment to the
community around it.

At the Mahindra Group, Corporate Social Responsibility is not just a


duty; it's a way of life.

In 2005, the Group celebrated its 60th anniversary by renewing its


commitment to Corporate Social Responsibility. It pledged to
dedicate 1% of its profit (after tax), on a continuous basis towards
Corporate Social Responsibility. A unique kind of ESOPs - Employee
Social Options was launched to enable Mahindra employees to
involve themselves in socially responsible activities of their choice.
The Group also announced a special gift: to provide free cochlear
implants to 60 hearing-impaired, under-privileged children.

There is no restriction on the opportunities for


involvement, which would include Child care,
Community Centers, Crisis Management, Education,
Environmental Protection, Medical Relief, Rural
Development, Sports, Art, Culture and the
Performing Arts and Philanthropy. It is not essential
that these programs be related to the business of
the Company.

The technology used in the manufacture of our


products shall not result in effluents or toxic waste
being released unless treated in accordance with
the prevalent pollution control laws.

How Firms Is Organized

Mahindra began manufacturing tractors for the Indian market


during the early '60s. It is the top tractor company in the world (by
volume) with annual sales totaling more than 200,000 tractors.
Since its inception, the company has sold over 2.1 million
tractors.Mahindra farm equipment division (Mahindra Tractors)
has over 1,000 dealers servicing approx. 1.45 million customers.
In 2003, the Farm Equipment Sector of Mahindra won the
Deming Application Prizeand in 2007 it received the Japan Quality
Medal for implementing Total Quality Management in its entire
business operations . The company has garnered the highest
customer satisfaction index (CSI) in the industry at 88 percent.
It earned a 2008 Golden Peacock Award in the Innovative
Product/Services category for its in-house development of a load
car.In its 2009 survey of Asias 200 most admired and innovative
companies, the Wall Street Journal named Mahindra & Mahindra
one of the 10 most innovative Indian companies.

FORMAL STRUCTURE (ORGANISATIONAL CHART)

DECISION MAKING
PROCESS
Manager of a business shouldnt assume hes right in every
decision he has to make. In that regard, different types of
decision-making should be taken depending on the situation
at hand.

Identifying Problems

Before making any decision, the organization has to identify


exactly what the problem is. Not identifying the problem could
lead to an erroneous decision. The leader of Making decisions
in a company or organization happens at all levels.
A an organization should evaluate the issue with all
employees so everyone knows about it, and then make a
decision that taps into what's worked before if that decision
process is right for solving the issue. This form of decisionmaking can be made into a computer program with a set
pattern of rules to follow in amending a problem.

Multiple Perspective Analysis

Sometimes using multiple perspective analysis to


make a decision is best so a CEO or manager can
force herself out of her usual method of thinking.
Professor Hossein Arsham, in an article titled
Leadership Decision Making at the University of
Baltimore site, notes this method and its steps. By
wearing six different hats, you can make a decision
using different thinking approaches.
For instance, a red hat uses reaction and emotion, or
being aware of how other people will react when the
decision is made. A green hat will use freewheeling
creativity in making a decision. The article also notes
that a decision can be made using differing points of
view from customers or those in different professions.

STRENGHTS
Diversified product portfolio.
Strong brand image.
Four tire (cars) market share in Asia.
Huge investment

WEAKNESS
Weak position in Europe automotive
market.
Product recalls

OPPORTUNITY
Positive outlook for global car industry.
Growth through acquisition.

THREATS
Natural disasters
Strong yen.
Rising raw material prices.

MY INTEREST IN JOINING THE


ORGANISATION

As Mahindra is a branded company, and on


the other hand it is my dream company
because there are so many people with
diverse culture , so I want to learn things
from all those people . And my interest in
joining the organisation is because of its
growth and in automobiles sector is very
good.