英文論文范文塔塔集團(tuán)市場(chǎng)

　　本文是英文論文范文，主要是研究和分析塔塔集團(tuán)的市場(chǎng)營(yíng)銷，及其全球擴(kuò)張戰(zhàn)略。《電子科學(xué)技術(shù)與應(yīng)用》(ISSN刊號(hào)：2251-2608)衷心邀請(qǐng)來(lái)自世界各地的學(xué)者們投稿，來(lái)稿會(huì)進(jìn)行同行評(píng)審。本刊屬開放獲取刊，可以即時(shí)查看或訪問研究結(jié)果，同時(shí)允許免費(fèi)使用學(xué)者的研究成果。本刊致力于出版電子和電子工程領(lǐng)域全面和最新發(fā)展的高質(zhì)量學(xué)術(shù)論文。我們?yōu)殡娮雍碗娮庸こ填I(lǐng)域廣泛的研究人員和專業(yè)人士提供了一個(gè)交流和信息交換平臺(tái)。

　　塔塔集團(tuán)采用全球擴(kuò)張戰(zhàn)略，使其集團(tuán)進(jìn)入全球市場(chǎng)。作為一個(gè)結(jié)果，成為世界上最大的企業(yè)，塔塔已經(jīng)擴(kuò)展到多個(gè)企業(yè)通過汽車、電信、電力、采礦、鋼鐵、酒店行業(yè)、化工行業(yè)等的收購(gòu)，最根本的問題是在不同市場(chǎng)的運(yùn)作，在80多個(gè)國(guó)家的100家公司業(yè)務(wù)多元化。于是，塔塔集團(tuán)面臨的最大挑戰(zhàn)是在二十一世紀(jì)全球競(jìng)爭(zhēng)中，不斷培養(yǎng)優(yōu)秀人才，保留傳統(tǒng)價(jià)值體系，同時(shí)提高管理帶寬，保持同樣的道德原則。

　　Source problems

　　Tata group uses the global expansion strategy to bring his group into a global market. As a result of becoming one of the world’s largest businesses, Tata has expanded into multiple businesses through acquisition of the automotive, telecom, power, mining, steel, hotel industries, chemical industries, etc. The fundamental problem is the diversification of businesses in different market that operate for over 100 companies in more than 80 countries. Thereupon, the biggest challenges faced by Tata Group are the continuum of recruiting talented individuals and retaining traditional value system while increasing the management bandwidth and carry the same ethical principal in the 21st century global competition.

　　Secondary problems

　　Short term

　　Diversification of businesses

　　Tata’s group has grown too broad of its investments and businesses through mergers and acquisition (Luthans, Fred & Doh, 2009). The diversification of the businesses over different countries would result the group to have a problem regarding working environment and national cultural difference of each individual market where the acquisition takes place.

　　Continuation of CSR and sustainability of business during economy recession

　　Promoting Corporate Social Responsibility (CSR) is a mission to the group which was developed by Tata’s great grandfather, Jamsetji Tata. To sustain business while promoting corporate social responsibility culture would remain a challenge for Tata Group. It will be a difficult situation for Tata Group to decide between fulfilling the mission and sustaining its businesses during an economy slowdown especially there is $7.4 billion in debt.

　　Long term

　　Lack of successor after retirement of Ratan Tata

　　Ratan who is single and childless could even be the last Tata to oversee the group. He hasn’t titled a successor after he retires from Tata. The problem would be the lack of a successor for his position.

　　Organization structure

　　The diversification of its investments and businesses in different regions has led to insufficiency of the central system. There is a scarcity in the centrally focused objective of the group. Accordingly, eccentric structure gives individual companies a way to handle new opportunities and threats.

　　Struggles with owning Corus

　　Acquisition of Corus, an Anglo-Dutch steel firm which is four times larger than its size and the largest steel producer in the U.K. Post-acquisition issues faced by Tata Steel with $7.4 billion of debts and higher-cost operations of Corus will weaken its profit margins as well as cross-cultural issues.

　　Analysis

　　Tata Group is managing nearly 100 companies with 300 subsidiaries in seven broad sectors and operates in more than 80 countries, which is an extremely daunting task. This is a long-term problem towards its diversification of investments and businesses, as there is no common objective. The dilemma arises from the proper management and cultural difference of companies under Tata Group will lead to the challenge of the group.

　　The persistence of cultural value contrasts is relevant for multinational organizations that are exposed to numerous national cultures in their regular operations. According to Hofstede’s Cultural Dimensions Theory (Appendix 1), Indian culture is under the power distance which all individuals in societies are facing inequality (Pankaj, G. & Sebastian, R. 2011). Nevertheless, the UK is categorized into Individualism (Appendix 1) and therefore points to the fact that British culture promotes equality and individuality. Acceptance of un-equal rights of Indian culture towards working environment would affect the whole organisation’s profitability as well as employees’ attitudes toward work, for instance, the acquisition of Corus Company from Europe.

　　According to Kurt Lewin’s Force Field Analysis (Appendix 2), this method would help organisations in its effective management. In force field analysis change, it is to test whether it will lead to the desired state while restraining forces will hold the organisation back. In order to change organisation to the desired state, it has to strengthen the forces supporting the change and weakening those against it (Stephen, 2006). Due to future threats to Tata may lie in its diversification strategy, a lack of central control of Tata Group is a restraining force to achieve a desired state in the global.

　　From the article, the management style of Tata Group seemed to follow an ethnocentric strategic predisposition and an organizational culture of “family culture”.

　　The management style used by Tata Group is a centralized system that follows the organisational culture of ethnocentric predisposition. In this predisposition, plans and decisions for overseas market are developed in the home country (Yoram, 1973). It could be an issue for a company that’s entering into a foreign market. In the passage, Mr Ratan is the chief dealmaker who is negotiating the major deals and manages all the details of his business (Luthans and Doh, 2009). The ethnocentric predisposition may influence the parochialism in Ratan Tata regarding his logical strategic thinking.

　　According to Trompenaars’ Four Diversity Cultures (Appendix 3), Tata Group has adopted “family culture” which power is concentrated in specific leaders. This type of organizational culture is emphasized on the hierarchy, orientated towards persons, tasks directed from the leader as well as taking good care of the employees (Adrian & Michat, 2011). For instance, Tata ensures employees are given benefits and enjoy continued employment (Luthans and Doh, 2009). This would affect their annual spending in the company’s home base.

　　As mentioned above, ethnocentric strategic predisposition was applied in Tata Group’s management. The acquisition has led Tata Steel to face some major issues. By owning Corus, Tata Group was facing the high expenses of Corus and Tata’s profit margin will be weakened based on the new debt of $7.4 billions. Solid Research and Technology advancement is one of the reasons that Tata Group obtained the Corus, which added to the upper hand of Tata Group. Specialist issues with respect to increments in labour expense were high need for the unions to speak to Corus specialists. An additional $600 million in Port Talbot for assurance of their livings, but Tata executives declined after assuming control.

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