The Great Compromiser Henry Clay and His Views on Foreign...

The Great Compromiser: Henry Clay and His Views on Foreign Policy Henry Clay served as both Senator and Representative from Kentucky. He was elected to the Senate a total of four times, and to the House a total of three. He served as Speaker of the House on three separate occasions, and was the Secretary of State under President John Quincy Adams, between the years 1825 and 1829. Most of Clays political career was with the Democratic Republican Party, and he ran for president in the election of 1824 as a Democratic Republican against John Quincy Adams. Clay ran for President two other times, as a National Republican Party candidate in 1832, and as a Whig Party candidate in 1844. Clays legacy in American politics is highly controversial, due to his support for the Missouri Compromise and the Compromise of 1850. Clay was also a slave owner. Clays appointment to the office of Secretary of State was in itself a controversial matter. That election cycle, Clay ran against John Quincy Adams. The election ended in a tie between Adams and Andrew Jackson, and it was up to Congress to cast the final vote. Although he had promised support for Jackson initially, Clay threw his support instead for Adams in order to forge new political ties and enhance expediency for his domestic policies. Doing so also secured Clay the position of Secretary of State, which is why his appointment by Adams was then called the corrupt bargain. As Senator, Congressman, and Secretary of State, ClayShow MoreRelatedDeveloping Management Skills404131 Words   |  1617 PagesINFLUENCE 279 280 SKILL ASSESSMENT 280 Diagnostic Surveys for Gaining Power and Influence Gaining Power and Influence 280 Using Influence Strategies 281 SKILL LEARNING 283 Building a Strong Power Base and Using Influence Wisely 283 A Balanced View of Power 283 Lack of Power 283 Abuse of Power 285 Strategies for Gaining Organizational Power 286 The Necessity of Power and Empowerment 286 Sources of Personal Power 288 Sources of Positional Power 293 Transforming Power into Influence 298 Influence

Being A Foster Parent - 1610 Words

When first writing my initial reflection paper, I had a very hard time coming up with someone or something to talk about. I did not feel that I could talk about a celebrity or someone historically famous because what you typically know about them is what and how the media portrays them to be. I cannot argue that they are morally good because I cannot tell you about all of their actions, the intentions of their actions, or really what their action was. All I could argue is what the media says they did, which I do not find to be fair. I settled on an act, the act of being a foster parent. Like all acts, I think that you have to look at it from a whole perspective. I think it is first important to define what being morally good is to me.†¦show more content†¦In the end, they did essentially adopt him, but it started out as a foster situation. My grandparents completely changed his life, and I do not think that he would be where he is today if it was not for them. Today, he is very successful and he and his wife ended up adopting two children themselves. Jim, and his family, is still a very large part of my whole family’s lives. Jim and his family live down in San Diego, but they come up to visit at least once a year. We also have all gone down to visit them a few times. They are all very much a part of our family. My grandparents had such a large and positive impact on his life, and made it so that he, in turn, could have a positive impact on two other children’s lives. When looking on how the philosophers would view this act, I feel that it would be a very mixed conclusion. I think that overall, Aristotle and Immanual Kant would both agree that being a foster parent is a morally good act for one to become. However, I feel that Jean-Paul Sartre would overall disagree on whether or not being a foster parent is a morally good act. Jeremy Bentham and C.S. Lewis were both very difficult for me to come to any real conclusion with. I think that with both of them, one can argue in either direction on if they would consider being a foster parent to be a morally good act or not. For this reason, I will not be discussing them in this paper. I think that

International Globalization Marketing Plan of Batik Essay Example For Students

International Globalization Marketing Plan of Batik Essay Beautiful Colors of Malaysia†¦Ã¢â‚¬ ¦. INTERNATIONAL GLOBALIZATION MARKETING PLAN Of BATIK EMPAT KAWAN SDN BHD ( 804520-X ) C-7-06, 2ND Floor, Block C, SME Technopreneur Centre Cyberjaya 22700 Jalan Usahawan 2, 63000 Cyberjaya Selangor Darul Ehsan Malaysia Tel: 603-88888888 Fax: 603-81000000 Email: [emailprotected] com Contents ? Executive Summary ? Mission ,Vision and Objectives ? 1. 0 Company Background 1. Company Abroad 2. Organisational Chart 3. Features and Benefit 2. Product and Services 3. 0 Market Analysis 3. 1 Competitive Advantage and Barriers to Entry 3. 2 Ownership 3. 3 Legal Entity 3. 4 Competition 3. 5 Market Size 3. 6 Target Customer 3. 7 Trends 3. 8 Communications 4. 0 Financial Viability 4. 1 Sources and Use of Funds Expansion 4. 2 Financial Plan 4. 3 Financial Plant 4. 4 Use of Fund 4. 5 Income statement Projection 4. 6 Cash Flow Projection 4. 7 Balance Sheet 5. 0 Sales and Marketing Strategy 6. 0 SWOT Analysis 7. 0 Goals 8. 0 Conclusion â€Å" To be a World Class Provider of BATIK Garment Industry † Our mission is to establish a Global Batik Boutique industry with world-class quality in fashion design to support corporate clients and stylist society of upper market. We would like to be known as an industry driven by social values. We strive to be a â€Å"Choice of Retailer† in developing long-term Batik business relationships with our customers, which are founded on our ability to help identify the style-fashion and recommend the best wares and look’s for our customers. We strive for continuous improvement in providing â€Å"New Design† and â€Å"Good Quality† materials selection through a â€Å"Right-on-Time † fashion delivery. Batek Empat Kawan Sdn Bhd need to grow their revenue by exporting Batik products and expanding into new markets segmentation. With faster communication, transportation and financial flows, the company is planning penetrate into United Kingdom Consumer market on establishment of Batik made garment products . 1. 0 Company Background Batek Empat Kawan Sdn Bhd (BEK Sdn Bhd ) is a Malaysian owned company, a batik fashion and boutique consulting firm head quarters in Cyberjaya, Malaysia, specializing in all kind of batik design garment products. BEK Sdn Bhd incorporated in 2001, has an Sales Office and Manufacturing plant at Kajang. Then in 2007 we have moved into SME Technopreneur Centre, Cyberjaya. In end of 2007 our employees nearly reaching 200 peoples. BEK Sdn Bhd Employees Work Force Table |Employees Growth |2001 |2002 |2003 |2004 |2005 |2006 |2007 | |No. Years | | | | | | | | |Direct Laborers |6 |10 |40 |40 |100 |150 |198 | BEK Sdn Bhd has domain expertise in batik design. Our team consists of multi-skilled professionals, with high creative talents and inspirations from various platforms. BEKs management is drawn from various garment industries and their presence to the company creates wealth of experience and an unceasing flow of ideas to help us identify client needs and new areas of business and industry growth. BEKs employees provide the experience and tactical excellence that are needed to achieve our aggressive goals of satisfying clients requirements both today and in the future. The batik manufacturing division of BEK with our alliances to Indonesian batik, possesses world-class expertise in the batik garment industries domain, covering design development and manufacturing supports of Batik Products for men and women clothing merchandiser for local and international market. 1. 1 The Management Team Mr. Shivabalan, Mr. Sanjay, Mr. Md. Yusni and Mr. Goby are the company’s Board of Directors. They spell out the vision and strategic direction of BEK and oversee the company expansion. The fours Directors are co-owners and person’s who are responsible for the growth of BEK Sdn. Bhd as today. Mr. Sivabalan and Mr. Md. Yusni has worked more ten years in the retail industry, including four years as the manager of an antique furniture shop. The earned a MBA degree in Marketing from College of Business, UUM. Mr. Sanjay experience lies in the fashion industry. He’s worked with designers, wholesalers and retailers for roughly 10 years. Sanjay holds a MBA in fashion merchandising from College of Design, UPM Mr. Goby is had an experience in managing a garment factory as an Senior Operation Manager for 15 years. 1. 2. Batik’s History Batik, pronounced Bah-Teak is a technique used on textile. The fabrics are hand-dyed using wax as a dye repellent. Melted wax is first applied to the fabric to outline the areas that are to be free of dye. There are many methods that can be used to apply the liquid wax. The most common way is to brush it or directly pouring the wax onto the fabric. The molten wax is left to cool, it hardens and penetrates into the fabric. The fabric is then soaked in dye. The wax prevents dye from penetrating onto the fabric and therefore keeps those areas of fabric in their original colour. In Malaysia, there are two major batik types: a) Hand Drawn Batik designs are drawn on fabric with hot liquid wax, using a metal object called canting, then with a brush to paint the dyes within the outlines. With the brush, shades and multi-hued designs are created. b) Block Printed Batik instead of using the canting, a copper block or a wooden stamp with artistically patterned bottom is used. The block is dipped into wax and printed onto the fabric, which will then b e dip-dyed. The wax will then be removed and batik with a single colour is produced. For multi colours and more complex block-printed batik, different blocks are used and de-waxing has to be done many times. Many types of fabrics can be used including cotton, rayon, voile and silk. The patterns are usually floral and geometrical motifs, arranged in an assortment of layouts, depending on the current trends. 1. 2 Our line of Products The Batik clothing fashion and retail industry tends to be overly youth focused. However, by closely following generational fashion trends as well as our own customers purchasing preferences, we will tailor our inventory to meet the specific needs of our clientele. We will solely focus on the styles, colors and cheer-up batik fits to our customers. Some of our Products in the Market Women Men Cloths Batik Garment Women Wares 2. The Spin of Plans Our confidence and excellent team backup drove us to where we are now and finally we have an excellent business model and good credentials to stake claim to establish ourselves as a global Batik garment merchandiser. We have firm plans to set up a Batik made of Product Boutique shop and business offices in United Kingdom . As for this purpose BEK Batik Boutique Ltd. company was established in 2008. A join venture company between United Kingdom local partner and BEK Sdn Bhd. BEK Sdn Bhd holds a majority shares of 85 percent and the local JV partner hold shares of 15 percent. We have extend our services to supplier of Batik products, such as men and women ware clothing into United Kingdom merchandisers outlets and stores. The Batik made products is cater for upper market and stylist living group of peoples. We have a firm plans in setting up the company to penetrate Batik made of Products market in United Kingdom . UK Based Organisation Shares Structure 2. 1UK Based Company Establishment BEK Batik Boutique Ltd established in 2008 which focus on sales fashionable clothing for men and women of younger generation. BEK Boutique was located in downtown of Sunderland, which is a popular retirement and tourist destination. While our initial goal is to open Batik made of Products boutique, expansion plans include potentially franchising our retail store and/or building a well-recognized brand name. In turn, we would hope to penetrate a sizable portion of the online retail market. 1. Demographics South East Asia dominance the Batik manufacturing market industries. There no much Batik merchandiser in Europe and other part of the World. Related to this, the Batik market was monopoly by Malaysian and Indonesian. The quality of the Batik make us better be off compared with the Indonesian. The summer season in UK will our market focus especially along the beach sites. 2. Socioeconomic of UK The peoples of UK’s has a high purchase power, capacity for the kind of unique products such as Batik, etc. The upper-end living society prefer to be stylist and assertive at newer design of cloths. They are looking at the â€Å"latest design cloth in town†. Its has influence the majority of younger generations of UK. Company Location in UK 3. 0 The Strategic Positioning Plans BEK Batik Boutique will be located in downtown Sunderland, United Kingdom. Our company is a retail establishment selling fashionable men’s and womens clothing. Our business operates within the retail industry and is classified under NAICS code 448120 – men’s womens clothing stores. The Company is aimed at providing summer time wares and beach site wares of batik products or cloths. As the companys founders and Foreign partner , found that UK’s current clothing -wear market is missing the mark. In fact, most clothing shops for the 55+ set are still selling clothes that our grandmothers would have worn. As our younger generation population likes modern cloths with unique design. We recognize the need for UK’s peoples that’s BEK Batik Boutique caters to the up-beat, fashion and design. 3. 1 UK Market Acceptance Our key assets are our co-owners, BEK and Joanna Jensen, who bring tremendous experience and relationships to this business. Once BEK Batik Boutique is launched, our primary asset will be our brand, which will convey style, quality and a great shopping experience. In the long term, it is this brand that will separate BEK Batik Boutique from other retailers both locally and nationally. BE Batik Boutique will sell a combination of widely recognized name brands as well as batik clothing lines from select fashion designers. We will closely follow generational fashion trends as well as our own customers purchasing preferences. Moreover, we will tailor our inventory to meet the needs of our â€Å"batik† clientele. Solely focusing on the styles, colors and fits to cheer up the female figure will be our specialty. While apparel, such as batik business clothing, casual wear, tie and formal wear will be our main staple, we will also offer some accessories such as scarves, and hats. Profits will be earned via the sale of our merchandise. Our pricing structure will remain flexible, as we will implement suggested retail pricing on common brands as well as the standard practice of key stoning prices. Additionally, we will utilize a value-based pricing structure, which measures the value of our products to our customers such as easy access, quality, customer service and styles flattering to our target consumer. End of season sales, holiday and overstock sales, multi-buy savings and promotional coupons will be implemented at strategic intervals. 3. Global Commercial Policy and Legal Compliances We govern by WTO requirements and we comply to all its rules and regulations. UK government does not see us as a new merchandiser exploiting host county to the exclusive benefits of their capitalist-imperialist home countries. We have gone to UK as an JV with the local panther down there. Although we hold the majority share in the company but we share our core value and by emp loying the local to manage over day to day business activities. We adhere to the local government policy and contribute as an business tax of 45% from our yearly net profits. 3. . 1 Strategic Implementations Plan BEK Batik Boutique recognizes the importance of marketing. And to that end, we plan to promote our retail business with an ambitious, targeted marketing campaign, which will include a grand opening event, local media coverage, print advertising and a direct-mail campaign. Our goal is to keep our marketing budget to no more than 5% of our gross annual sales, and we will collaborating with local organizations such as the Chamber of Commerce and Downtown Merchants Association. 1. Facilities Presently, BEK Batik Boutique does not have a bricks-and-mortar location. Stressful Thinking EssayEntry collection will start at the grand opening and continue throughout the week. Names and contact information will be utilized for follow up marketing initiatives. The Chamber of Commerce and the Downtown Merchants Association will promote the event in local newspapers and radio advertising. Comprehensive advertising and semi-annual direct mail marketing campaigns will follow the grand opening. Low cost publicity activities will also be taken advantage of such as posting sale flyers on community bulletin boards and online. Finally, marketing opportunities will be continually utilized as we expand our business and our consumer numbers grow. . 5 SALES STRATEGY BEK Batik Boutique plans to generate sales via strategic marketing efforts. These concentrated efforts will be targeting new and returning customers as well as single-visit tourist consumers. We will also implement a referral program rewarding customers who refer new customers with discount coupons. F ollowing our grand opening, we will conduct a direct-mail campaign to targeted consumers that we have signed up through our in-store mailing program. The direct mailers will be comprised of 5,000 full-color postcard mailers. Each will include at 10% coupon. We will offer promotional discounts and seasonal and clearance sales throughout the year. BEK Batik Boutique will accept cash and payment via major credit and debit cards. Cash layaway plans will also be permitted. Returns and exchanges must take place within 30 days of purchase and receipts are mandatory. Our sales staff will include both co-owners and 2-3 part-times sales associates. Combined, Sivabalan and Sanjay have nearly 30 years experience in the fashion and retail industries. Comprehensive training will be provided to each sales associate – to include selling merchandise as well as how to provide fashion advice to customers. Our sales team will earn an hourly rate, plus a generous percentage of commission from each sale. 5. 6 STRATEGIC ALLIANCES BEK Batik Boutique plans to join the Leads Chamber of Commerce as well as the Leads Downtown Merchants Association. These organizations are dedicated to promoting local businesses within our community and sponsor several events downtown each year. As a member of these organizations, BEK Batik Boutique will gain exposure, make business contacts, and will benefit from Chamber and Association advertising, Web site promotions and events. 5. 7 OPERATIONS As a retail establishment, BEK Batik Boutique will conduct business seven days a week from 10 a. m. to 6 p. m. Monday through Thursday, from 10 a. m. to 8 p. m. Friday and Saturday, and 12 p. m. to 6 p. m. on Sunday. During the holiday seasons and during special events, store hours will be extended. At this point, the retail store will take require approximately 2/3 of the buildings available space. The remainder will be utilized for stock and administrative purposes. In addition to the two full-time co-owners, three part-time employees will be hired to serve customers. Our company will secure merchandise from local manufacturers with showrooms in Manchester . We’ll also have access to the Leads Apparel Market, which is the largest wholesale merchandise warehouse in the state. Purchasing from FAM, buyers receive product displays and promotional materials with purchase. Additionally, we will work closely with our regional sales representative. We will also attend relevant pre-season fashion trade shows. To control costs, track inventory and manage stock levels, an inventory control system will be set in place. This will include the standard bar code with its related equipment and software. Staff will conduct annual inventory audits and hire outside auditors when necessary. All accounting and finances will be maintained using Peachtree software. 5. 8 GOALS The following is a list of business goals and milestones we wish to accomplish our first year of operations. †¢ Complete renovating, stocking, hiring and initial marketing. †¢ Host a successful grand-opening event. †¢ Penetrate and raise awareness in 60 percent our targeted consumer market. †¢ Achieve a profit margin of 50 percent. †¢ Build a solid customer base and mailing list. †¢ Generate repeat and referral sales. Become a profitable business with expansion potential. †¢ Establish a solid reputation as quality retail establishment. Our first major milestones will be securing funds and setting up our business. This is our major focus right now. In five years, we hope to have established our retail business within the community and within our industry. Furthermore, as co-owners, we would like to see the growth of our store with an increase in product lines, further penetration of the national market with online sales and, under the right set of circumstances, the opening of franchise BEK Batik Boutiques in strategic locations. . 9 EXIT STRATEGY The co-owners intend to launch and grow BEK Batik Boutique for many years into the future. In the event that our investors require repayment of their initial investments, plus a large return on their investments, we will seek a partner to buyout the investors’ shares. Another alternative is a management buyout, which will be agreed upon in advance. In the long term, we will position Booming Boutique as a profitable business that will be an appealing acquisition for any number of retail chains. 6. 1 ORGANIZATIONAL STRUCTURE As a small business, we will have a small staff. Both co-owners will assume leadership roles within the company and will be responsible for daily operations, overseeing marketing efforts, buying merchandise and managing inventory and all other administrative duties. A small sales staff will assist co-owners with securing sales, assisting customers and general maintenance of stock on the floor. 6. 2 LEADERSHIP BEK Sdn Bhd and Joanna Jensen are co-owners and will co-manage BEK Batik Boutique. However, daily responsibilities will differ. BEK will manage the day-to-day operations including supervising staff, maintaining inventory and bookkeeping. Joanna Jensen will oversee the merchandise buying for the store as well as maintain a keen awareness of trends within the industry. She will also work with our public relations firm to ensure superior marketing plans are in place and implemented. Jensen worked in the fashion industry in various capacities working with designers, wholesalers and retailers for 20 years. She earned a BA in fashion merchandising from Colliers Fashion Institute in Miami, Florida. 6. 3 STAFF MEMBERS Booming Boutique will employ a sales staff of 3 part-time employees. These positions are yet to be filled. However, we feel the labor pool is such that finding qualified employees will not be an issue. Our sales associates will be paid an hourly wage, plus commission. Bonuses will be provided with each year of service following an annual review to encourage employee retention. 7. 0 FINANCIAL PLAN 7. 1 REQUIREMENTS Booming Boutique will need $282,000 to get our business off the ground. We are currently seeking funding from outside investors and business loans. 3. 0 MARKET ANALYSIS The total sales reported in the BEK Sdn Bhd retail industry in 2008 (including men and women ware exceeded $4 million. There are roughly 0. 5 million merchandized, half of which are women. In Malaysia, the current population is just fewer than 40,000. 54 percent of the total population is women who have a median age of 48. The median income is $48,600. We will initially seek customers locally, but will increase our reach as we build our brand and secure our image. 1. 6 FINANCIAL PLAN Our company will earn revenue from our customers purchases of our products. BEK batik Boutique’s first-year income statement illustrates a profit margin of at least fifty-two percent, with a net income of $44,075 per month after taxes. Finally, we have determined our break-even point will equal no less than $15,500 in total monthly sales. We project our annual profits to reach $380,000 by year three. Our company will generate revenue from the retail sale of clothing and other merchandise. First year sales are projected at $285,000, and we expect sales to surpass $525,000 by the end of year three. We will achieve month-to-month profitability within the first year. 1. 7 SOURCES USE OF FUNDS EXPANSION BEK Batik Boutique requires $282,000 to launch successfully. We’ve already raised $62,000 through personal investments and a small community grant. We are currently seeking additional funding from outside investors and business loans. Start-up funds will be used for renovations, inventory and operating expenses such as rent, utilities and payroll. Further, our initial investment will also be used to purchase retail equipment and inventory software all of which will produce future benefits for the company. . 5. 3 INTERNET STRATEGY As the Internet has become a staple of United Kingdom life and retail merchandising, BEK Batik Boutique will have a viable Web site. We have secured the domain name BEKBoutique. com. k and will begin site development as funds become available. Further, we plan to hire an established Web designer that will accept modest pay in exchange for future profit-sharing. Foremost, we intend to showcase our brand, our clothing and provide customers with the ability to purchase items online. As the site progresses, we will include features such as fashion advice, designer interviews, newsletters, and Internet-only specials. Eventually, we hope to establish and nurture an online social community where women can gather and discuss topics of the day, network and share clothing secrets. At this time we have raised $50,000 in equity capital and an additional $12,000 for a specific-use grant. Both co-owners, Robin Mathews and Joanna Jensen, have invested $25,000 each into Booming Boutique. We are seeking investors for an additional $170,000 in equity investment and $50,000 in loans. 7. 2 USE OF FUNDS Funds will be used to pay for renovations, including the outside facade (to be paid for via PDRC grant), construction of fitting rooms, sales counter, painting, carpeting, lighting, decor and display fixtures. We will also purchase inventory, a cash register, computer equipment and an inventory management system. The remainder of the start-up funds will be utilized to cover operating expenses, such as rent, utilities, marketing costs and wages. 7. 3 INCOME STATEMENT PROJECTIONS Based on our marketing plans, location, store size and product offerings, we expect to collect annual sales of $285,000 in year one, $375,000 in year two and $525,000 in year three. Our average cost of goods sold will be 40%, which leaves us with a gross margin of 60%. Our minimum monthly fixed costs are $15,500 per month, so we will need to generate sales of $25,833 per month to break even. We will become profitable on a monthly basis before the end of our first year. In our third year, we will earn net income of $105,000. The accompanying income statement demonstrates our companys profitability. 7. 4 CASH FLOW PROJECTIONS Our business will collect immediate payment from customers, so our cash flow statement will be substantially similar to our income statement. Our cash flow statement clearly demonstrates our ability to cover all bills. . 5 BALANCE SHEET BEK Batik Boutique will launch with $220,000 in equity capital and $50,000 in loans. Credit amounts and supplier terms for inventory will appear in our balance sheet as short-term liabilities. Jewelry consignments from vendors will not be documented in our balance sheet and will be expensed as these items are sold. Details are shown in our enclosed balance sheet. 7. 6 ASSUMPTIONS Our projections are based on the assumption that the economy, consumer spending habits and population growth in Leads will continue for the foreseeable future. We must also assume that our present and future suppliers will continue to sell inventory to us at prices that allow us to maintain our present margins. It is also important that we are able to hire reliable employees at reasonable wages BEK Sdn Bhd, Malaysia 85 % shares UK Local Panther Ms. Joanna . J 25% shares BEK Batik Boutique Ltd, UK Vision BEK Batik Boutique Company Secretary and Legal. Mr. Sivabalan Mission Retailer Supervisor Ms. Monica Operation Manager Mr. MdYusni Objectives Design Develop. Manager Mr. Sanjay Marketing Strategy Manager Mr. Goby BEK Sdn Bhd And Jensen

Revamping of Recruitment Center of Tata Motors Essay Example

Revamping of Recruitment Center of Tata Motors Essay â€Å"Success is the manifestation of diligence, inspiration, motivation and innovation. Words fail to express my sincerest gratitude to this esteemed organization that has conferred on us the privilege to pragmatically convert my theoretical Knowledge into practically viable experience. My mentor Ms. Jasneet Rakhra played a major role in keeping me motivated and committed towards the project throughout the project tenure. It takes great pleasure in expressing my gratitude to my Guide, who constantly guided me throughout the project and I remain indebted to her for inculcating in me the spirit to think practically and apply my knowledge more fruit fully. I would like to render my sincere thanks to, HR Department, for guiding the project towards completion and for providing me valuable inputs that proved not only necessary but also pivotal towards the completion of my project. I would also like to express my solidarity towards the TATA MOTORS family for providing me with such an opportunity to get an insight into the system of the industry, the first experience of its kind for me, with management, the employees and all my colleagues on the successful completion of my training. It is my privilege to express my deep sense of appreciation to my lecturers, at Hindustan Institute of Management and Computer Studies, Farah (Mathura) for their valuable guidance, inspiration and encouragement to make this project report successful. Table of Contents Executive summary:5 COMPANIE’S PROFILE:6 Tata Motor’s vision and mission:9 TATA GROUP SECTOR-WISE OPERATIONS:17 History of Tata Motors:20 TATA MOTORS THE LUCKNOW PLANT24 Evolution24 REVAMPING OF RECRUITMENT CENTER OF TATA MOTORS29 INTERVIEWING PROCESS USED BY TATA MOTORS:-29 BEHAVIORAL BASED INTERVIEWING:32 We will write a custom essay sample on Revamping of Recruitment Center of Tata Motors specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Revamping of Recruitment Center of Tata Motors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Revamping of Recruitment Center of Tata Motors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer How to Conduct an Effective Behavioral Interview:33 Behavioral Interview Questions34 QUESTIONING SKILLS: PAMPHLET51 POSTERS ON BEHAVIORAL INTERVIEWING:-59 SUGGESTIONS:69 BIBLOGRAPHY:70 Executive summary: The TATA Group is a multinational conglomerate based in Mumbai, India. The TATA name has been respected in India for 140 years for its adherence to strong values and business ethics. TATA Motors follows competency based interviewing as a recruitment technique. To make it more effective I studied BEHAVIOR BASED INTERVIEWING PROCESS and suggested to club this process with competency based interviewing. To enhance the interview process, I made pamphlet on QUESTIONING SKILLS based on behavioral based interviewing technique, for managers from technical background, as they are not very familiar with details of HR concepts. To create awareness of behavioral based interviewing in the recruitment department and as well as in different departments, I designed some posters depicting the basic concepts of Behavioral Based Interviews. THE TATA GROUP COMPANIE’S PROFILE: Tata Motors Limited is Indias largest automobile company, with consolidated revenues of Rs. 2,519 crores (USD 20 billion) in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the worlds fourth largest truck manufacturer, and the worlds second largest bus manufacturer. The companys 24,000 employees are guided by the vision to be best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics. Established in 1945, Tata Motors presence indeed cuts across the length and breadth of India. Over 5. 9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The companys manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The companys dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors, the first company from Indias engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispanos presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the companys pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008. Tata Motors is also expanding its international footprint, established through exports since 1961. The companys commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa. The foundation of the companys growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge RD. With over 3,000 engineers and scientists, the companys Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has RD centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, Indias first Sports Utility Vehicle and, in 1998, the Tata Indica, Indias first fully indigenous passenger car. Within two years of launch, Tata Indica became Indias largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, Indias first indigenously developed mini-truck. In January 2008, Tata Motors unveiled its Peoples Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs. 100,000 (excluding VAT and transportation cost). Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint. In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost. Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. . It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations. Tata Motors is committed to improving the quality of life of communities by working on four thrust areas – employability, education, health and environment. The activities touch the lives of more than a million citizens. The companys support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future. Tata Motor’s vision and mission: TATA MOTORS MANUFACTURING PLANTS Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenisation. This focus has driven the Company to set up world-class manufacturing units with state-of-the-art technology. |JAMSHEDPUR: [pic] |   | |Established in 1945, the Jamshedpur unit was the companys first unit and is spread over an area of 822 acres. It consists of 4 major | | |divisions Truck Factory, Engine Factory, Cab Cowl Factories. The divestments in March 2000 hived off the Axle and Engine plants into| | |independent subsidiaries viz. HVAL HVTL, respectively. | | | | | | | | | | | | | | | | |PUNE: | | |[pic] | | | | | |   | | | | | |The Pune unit is spread over 2 geographical regions- Pimpri (800 acres) and Chinchwad (130 acres). It was established in 1966 and has a | | |Production Engineering Division, which has one of the most versatile tool making facilities in the Indian sub-continent. It houses a | | |Vehicle manufacturing complex which is one of the most integrated automotive manufacturing centers in the country producing a large | | |variety of individual items and agg regates. It is engaged in the design and manufacture of sophisticated press tools, jigs, fixtures, | | |gauges, metal pattern and special tools, as well as models for the development of new ranges of automobile products. Its capabilities | | |have enabled Tata Motors to introduce new products and improve existing ones without resorting to imports of dies or fixtures. | | |LUCKNOW: | | |Tata Motors Lucknow is one of the youngest production facilities among all the Tata Motors locations and was established in 1992 to meet| | |the demand for Commercial Vehicles in the Indian market. The state of art plant is strongly backed by an Engineering Research Centre and| | |Service set-up to support with latest technology and cater to the complexities of automobile manufacturing. Fully Built Vehicle | | |business, which is one of the fast growing areas of our business, is also established in Lucknow. Our plant, rolls out commercial | | |vehicles and is specialized in the designing and manufacturing of a range of modern buses which includes Low-floor, Ultra Low-floor, CNG| | | RE Buses. The Lucknow facility also specializes in manufacturing HCBS (High capacity Bus System) buses. In light of Company’s | | |aggressive growth plans, we are currently in expansion phase and production at Lucknow would grow many-fold in near future. The | | |expansion shall be in the areas of painting, welding, vehicle assembly testing and utility services, driven by latest technology. To | | |achieve these plans we invite people who have good Technical Knowledge, seek Challenging Opportunities and have a Drive for Engineering | | |Excellence to come and partner us in our journey. | | |UTTARAKHAND: | | |   | | | | | |The company has set up a plant for its mini-truck Ace and the passenger carrier Magic (based on the Ace platform) at Pantnagar in | | |Uttarakhand. The plant began commercial production in August 2007. This is the companys fourth plant, after Jamshedpur (commercial | | |vehicles), Pune (commercial vehicles and passenger vehicles) and Lucknow (commercial vehicles). The plant is spread over 953 acres, of | | |which 337 acres is occupied by the vendor park. State-of-the-art facilities include weld shops, paint shops, engine and gear box shops | | |and assembly lines. The company has invested over Rs. 1000 crores in the plant. Vendors for the vehicle have made additional investments | | |to set up their plants in the vendor park adjoining the plant. The operation has generated about 7500 direct and indirect jobs in the | | |plant, among vendors and service providers in the area. | | | | | | | | | | | | | | | | | | | | | | |SANAND: [pic] | | |   | | | | | |Tata Motors’ plant for the Tata Nano at Sanand, in Ahmedabad district of Gujarat, marks the culmination of the company’s goal of making | | |the Tata Nano available to hundreds of thousands of families, desirous of the car a safe, affordable and environmental friendly mode of | | |transport. The capacity of the plant, to begin with, will be 250,000 cars per year to be achieved in phases, and with some balancing is | | |expandable up to 350,000 cars per year. Provision for further capacity expansion has also been incorporated in this location. | |Built in a record time of 14 months starting November 2008, the integrated facility comprises Tata Motors’ own plant, spread over 725 | | |acres, and an adjacent vendor park, spread over 375 acres, to house key component manufacturers for the Tata Nano. In line with latest | | |world-class manufacturing practices, the Tata Nano plant has been equipped with state-of-the-art equipment. They include sophisticated | | |robotics and high speed production lines. Conscious of the critical need of environment protection, the plant has energy-efficient | | |motors, variable frequency drives, and systems to measure and monitor carbon levels. These are supplemented with extensive tree | | |plantation, sustainable water sourcing through water harvesting and ground water recharging and harnessing solar energy for | | |illumination. | | | | | |DHARWAD TATA MARCOPOLO MOTORS DHARWAD PLANT | | |[pic] | | |The state-of-the-art bus manufacturing facility of Tata Marcopolo Motors Limited at Dharwad (Karnataka) has begun commercial | | |production. Tata Marcopolo Motors Limited is a 51:49 joint venture of Tata Motors and Marcopolo of Brazil. | | | | |The Dharwad plant will cater to India’s growing need for world class fully built buses for intra-city and inter-city transportation with| | |international standard comfort, quality and safety. | | |The plant will produce a comprehensive range of buses. The range, to be marketed under the ‘Starbus’ and ‘Globus’ brands, includes 16 to| | |54-seater standard buses, 18 and 45-seater luxury buses, luxury coaches and low-floor city buses. | | | | | |The plant , spread over about 123 acres, will have a capacity to produce 30,000 units a year, to be achieved in phases. In 2009-10, the | | |first full year of operation, production can be up to 15,000 units. The joint venture has already invested about Rs. 200 corers. The | | |plant, at full capacity, will generate over 6,500 direct jobs. It will be supported by a vendor park. Marcopolo: | | |Founded in 1949, Marcopolo invests in technology, product improvement and environment. One of the largest manufacturers of bus bodies in| | |the world, it produced about 19,000 units in 2008 with net revenues of US$ 1. 2 billion. Marcopolo is also very active in developing | | |parts and components for buses, and plastic products. Concerned about quality of life for its workers and for the communities where it | | |operates, Marcopolo has grown along with its initiatives for education, citizenship and environmental management. Throughout its history| | |it has created innovating projects, and today it is present in Brazil, Portugal, Argentina, Mexico, Colombia, South Africa, Russia and | | |Egypt. | | | | | | | | |TATA MOTORS BUSINESS AREAS | | |The activities of the nterprises promoted by the Tata group are classified in 11 sectors: | | |Metals and associated Industries | | |Automobiles | | |Energy | | |Engineering | | |Chemicals and Pharmaceuticals | | |Consumer products | | |Services | | |Agro Industries | | |Information Technology and Communication | | |Exports and Overseas Operations | | |Finance | | | | | | | | | | | | | | |TATA GROUP SECTOR-WISE OPERATIONS: | | | | | | | | | | | | | | | | | | | | |[pic] | | |[pic] | | | | | | | | [pic] History of Tata Motors: FOUR PILLARS OF TATA MOTORS [pic]Jamshetji N usserwanji Tata (March 3, 1839 May 19, 1904) was an Indian entrepreneur and industrialist , prominent for his pioneering work in Indian industry. He was born to a Parsi family in Navsari , Gujarat, India. He founded what would later become the Tata Group of companies. Jamsetji Tata is regarded as the father of Indian industry Jamshedji Tata was born to Nusserwanji and Jeevanbai Tata on 3 March 1839 in Navsari, a small town in South Gujarat. Nusserwanji Tata was the first businessman in a family Parsi Zoroastrianpriests. He moved to Bombay and started trading In 1869, he acquired a bankrupt oil mill in Chinchpokli, converted it into a cotton mill and renamed the mill to Alexandra Mill. He sold the mill two years later for a healthy profit. Thereafter he set up a cotton mill in Nagpur in 1874. He christened it Empress Mill on 1 January 1877 when Queen Victoria was proclaimed Empress of India. However, the foundations laid by him and hard work by his successors ensured that each of the ideas were eventually established and are respectable entities in their respective fields today: Tata Steel (formerly TISCO Tata Iron and Steel Company Limited) is Asias first and Indias largest and became worlds fifth largest steel company, after it acquired anglo-Dutch Corus group producing 28  million tonnes of steel annually. The Indian Institute of Science The Tata Institute of Fundamental Research was founded by Dr. Homi Bhabha. Dr. Homi Bhabha approached J. R. D Tata requesting his support towards the establishing of a scientific institution. The institution was founded in 1945. JRD Tata, Founder of Tata Motors (1938-1993) ‘No success in material terms is worthwhile unless it serves the needs and interests of the country and its people by fair and honest means. ’ JRD Tata, a man who has grown into a legend touched the lives of countless people, rich and poor, manager and worker, as he became the embodiment of the principles and philosophy of the House of Tata’s. He led the Tata Group for 55 years. During that period, as a financial daily put it, ‘The Tata group’s crowning achievement was the making of Tata Engineering Locomotive Company, a giant that has earned a reputation for investing in men as much as in machines, in nurturing and developing creativity instead of simply buying technology from abroad, in making products appropriate for India and yet good enough for the international markets. † JRD’s principles and vision laid the foundation for Tata Motors’ growth. His style of management was to It was he who zeroed in on Sumant Moolgaokar, the engineering genius who successfully steered our Company for many years. In 1956, he initiated a programme of closer employee association with management to give workers a stronger voice in the affairs of the Company. He commented on building the lake near the site of the Tata Motors, Pune plant, ‘We did not have to create a lake to produce a truck, but we did. His emphasis on values, on ethics, on investing in education, research, science, technology, health care and in improving the quality of life of ordinary people was a forerunner of the more recent concepts of â€Å"corporate social responsibility†. JRD Tata was awarded the country’s highest civilian honour, the Bharat Ratna, in 1992—one of the rare instances when the award was granted during a person’s lifetime. And, on his death, the Indian Parliament was adjourned in his memory, an action that spoke much more than any words could have done. Sumant Moolgaokar, Chairman, Tata Motors (1972-1988). Sumant Moolgaokar is often referred to as the architect of Tata Motors. Leading the Company for nearly four decades, he was responsible for building Tata Motors into an organization capable of competing with the world’s best in terms of people, processes and technology. A man with a vision, he had the ability to see what Tata Motors would be. He believed that in order to build an industry, you not only had to build a factory, but also the men and the technology. His vision was not limited to the Company but encompassed even the nation and he was often seen as not just building a factory, but building a nation. His long-term strategies were always in tune with the needs of the country. He was able to foresee that for India to become an industrial nation, it would need specially trained minds, while also being in a position to independently make its own machinery, tools and equipment. With this mind, from the very beginning Tata Motors trained its employees in the required skills and technologies. Sumant Moolgaokar was also instrumental in setting up the Engineering Research Centre, the Machine Tool and the Press Tool Division. â€Å"Expect the best, ask for it, pursue it relentlessly and you will get it. †, he often said.. This pursuit of excellence in conceptualization and execution form the very foundation of the ‘Tata Motors culture’. He also possessed the rare gift of bringing out the best in the people who worked with him and was known for personally looking into the development of people with promise encouraging and motivating them. His love and commitment for nature and the environment was well known. When the Pune plant was being set-up, under Moolgaokar, the first thing that Tata Motors did was plant trees. The barren rocky land was blasted to plant trees. Trees needed water and for that a dam was built that is today a beautiful lake. He continues to live our hearts, guiding the Company in its pursuit of excellence. RatanTata Chairman, Tata Motors â€Å"I had a strong conviction that our engineers, who could put a rocket into space, could produce our own car. † It was this very conviction of Ratan Tata that led to the birth of Indica the car that put India on the automobile world map. Developing an indigenous Indian car was a daunting task. One that Tata Motors took head-on, encouraged by the faith and confidence Chairman Ratan Tata had in the Company’s engineering skills. Conceived within a time frame of 31 months from concept to commercialization at a total cost of $ 400 million, the Indica is a small step towards fulfilling Ratan Tata’s vision of Tata Motors as a great car manufacturer. On the Tata Motors board since 1981, Ratan Tata continues the traditions of Jamsetji Tata and JRD Tata, instilling ethics and credibility in the Company. Under his leadership , Tata Motors is charting for itself a global path in the automotive world. The agreement with MG Rover, UK to manufacture and sell Rover branded Indicas in UK and Western Europe is a step in that direction Ratan Tata’s global ambitions for Tata Motors have taken wing with the recent acquisition of Daewoo Commercial vehicle Co. , South Korea and Tata Motors’ entry in the South African market. The Daewoo acquisition will give Tata Motors a substantial presence in the Korean market in addition to synergies in manufacturing, marketing and research. According to Ratan Tata, the acquisition is a historic occasion for Tata Motors and the Tata Group as this is the largest acquisition by any Indian company in Korea. He believes that the South Africa could be a possible stepping stone for other countries in Africa. Among the many firsts Tata Motors has achieved under Ratan Tata’s leadership is the listing of the Company on the New York Stock Exchange (NYSE) the first company in the Indian engineering sector to list its securities on the NYSE. TATA MOTORS THE LUCKNOW PLANT Evolution TATA MOTORS Lucknow is a third manufacturing unit of Tata Engineering and Locomotive Company. This unit covers an area of 600 acres. In this unit the assembly of chassis and spare parts takes place. The idea of Lucknow plant conceived in 1983. First visit to Lucknow to select land by senior executives consisting of Late Mr. B. B Majumdar Mr. J. E. Talaulicar and on 3rdJuly 1983. Final Selection of land was head by the Chairman, Vice chairman, M. D. and Veerbahadur (State Industrial minister) on 31st August 1983. Letter of indent received on 23rd April 1985. First phase of land acquirement for this plant from UPSIDC on lease was held on 8th November 1985. This was around 252 acres. Land survey first phase was started in November 1985. Monkeys of land boundary were started on 12th November 1985. Second phase of land acquirement was held on 11th March 1986, which was around 330 acres. Telco guesthouse started at Lucknow on 30th Jan 1986. Bhoomi poojan was held on 12th March 1986 by Mr. K. C. Jamadaar in the presence of Murkhiyas of Villages. Construction of boundary walls at site office started on 17th March 1986, which was arch type, designed by Telco architects. Telco Project Office started at first floor, Pragati Kendra, Kapoorthala Aliganj on 8th April 1986. Security Dormitory started for this company in July 1986. Hotline between Jamshedpur and Lucknow started on 5th September 1986. Tube-well for water supply at plant site was built in October 1986. In this unit temporary power connection for construction taken out of 30th October 1986. Plantation work began at plant site in October 1986. Company started functioning on 2nd November 1986. Weldmesh fence built in south in January 1987. Approach road to Imillia Village constructed in December 1987 Boundary wall construction completed in March 1988. The boundary wall of this plant is about 7 Km. in length. Painting of wall began in April 1988. Leveling and drainage work completed in May 1988 by Oriental Engineering, Electric Corporation. Weldmesh fence around town ship built in July 1988. Plantation work in township area completed in August 1988. Barbed wire fence (township area) completed in December 1988. Tube well in Township area built in May 1989. Soil Investigation work was started by Mr. Dave in May 1989. Mr. Ratan Tata and Mr. Tallullicar approved initial master plan passed in May 1989. Development work around this plant was started in July 1989. Land survey (Second phase) was held in August 1989. License for the plant issued on 23rd April 1990. Architecture firm approved in October 1990, which was M/s C. P. Kukreja Associate. Phase plan for construction passed in December 1990 and Mr. Ratan Tata approved model-blocks for Training Block, Administrative Block. Floating of tenders for construction work in the end of January 1991, in which 6 companies filled their tenders. Three companies were short-listed for civil construction in May 1991. They are Tarapur Construction, Ballarpur Construction, ECC (L T). Weighbridge installed in September 1991 as Electronic Control and measuring circuit capacity. Civil construction of Lucknow plant started on 15th December 1991 was started by the construction of M. R. S. , Assembly shop and Training center. On 14th January 1992 the recruitment of operators started in Lucknow plant. On 25th June induction of Engineers (first phase) started which also included ITI’s. Occupancy of administration office of assembly shop in September 1992. First vehicle rolls out from Lucknow plant on 20th October 1992 which was LP 1210 52. Construction of MRS finished on 6th January 1993. First vehicle sold out by Mr. Sarosh Gandhi (Resident Director, Telco) to Mr. Gunjan Gupta of Motors Sales Ltd. On 20th January 1993. First financial year of this plant ends on 31st March 1993 about 853 vehicles assembled. 000 Vehicles sold out from Telco Lucknow on 28th May 1993. 1000 vehicles dispatched on 18th August 1993. 8001 vehicles rolled out in 1994-95 from Lucknow plant. The Manufacturing unit of Telco at Lucknow is the latest manufacturing facility of Telco and is located towards East of Lucknow. Area of the plant is about 600 acres and there is approx 1200 employees working. There is a beautiful lake in Telco Lucknow. Work in Tata Motors Lucknow plant At Tata Motors Lucknow we have following two areas of production: ? Chassis Assembly Block ? Crown wheel Pinion and Heat Treatment Shop In Chassis Assembly Block we have following three assembly areas ? Frame Assembly Chassis Assembly ? Cowl Assembly Models being manufactured at Tata Motors Lucknow MCV: Truck: LPT1613, CMVR, SE1613CMVR [pic] Bus: LP1510TC/CMVR, LPO 1510TC, LPO 1610, 1616(EURO1, EURO2, and PNEU. SUSP) LPORE, LPO CNG [pic] LCV: Truck:- SFC 407 CLB/COWL Bus: SFC407 F/L (2731 WB), CP407, CNG [pic] HCV: Truck: LPT2515EX. [pic] NEW DEVELOPMENTS AT LUCKNOW WORKS:- A new wing of Tata Motors Lucknow plant, the Eastern Complex, became operational from June 2009 which aims to deliver 75000vehicles/annum. The plant comprises of :- 1. Body in white ( Body shop) 1. Paint shop 1. New v ehicles assembly line. REVAMPING OF RECRUITMENT CENTER OF TATA MOTORS INTERVIEWING PROCESS USED BY TATA MOTORS:- One of the process for recruitment followed by Tata Motors is Competency based interviewing. Competency refers to Behaviours that employees have to input into a situation in order to achieve high levels of performance, which focuses on Knowledge, skills, attitudes and motivations, expressed as observable and verifiable behaviors. Focus on behaviors that distinguish between excellent and other performers. Competency based interviewing helps in knowing HOW we need to perform rather than WHAT we need to perform, which allows us to analyze and repeat success. How do competency-based interviews differ from normal interviews? Normal interviews (also called unstructured interviews)  are essentially a conversation where the interviewers ask a few questions that are relevant to what they are looking for but without any specific aim in mind other than getting an overall impression of you as an individual. Questions are fairly random and can sometimes be quite open. For example, What can you offer to our company? is meant to gather general information about the candidate, but does not test any specific skill or competency. In an unstructured interview,  the candidate is judged on the general impression that he/she leaves and are therefore likely to be more subjective. Competency-based interviews (also called structured or behavioral interviews)  are more systematic, with each question targeting a specific skill or competency. Candidates are asked questions relating to their behavior in specific circumstances, which they then need to back up with concrete examples. The interviewers will then dig further into the examples by asking for specific explanations about the candidates behavior or skills. Which skills and competencies do competency-based interviews test? The list of skills and competencies that can be tested varies depending on the post that you are applying for. For example, for a Personal Assistant po