Cultural influence in TCS

National and regional

As we know that TCS is widely spread throughout the world there is a large impact
on the national and regional as there is a difference in work culture for one country
to another in terms of attitude of work, equality, authority. Also there is a minor
cultural difference between the regional offices which creates the cultural
differences between the offices within the same country.

In addition to this style of approach and style of functioning are different among the
various offices of TCS this brings the cultural diversity in the TCS. Moreover the
formation and implication of strategies strategies is different at different level in
TCS.

ORGANITATIONAL FRAMEWORK OF TCS

Value creation model for TCS:

 learning
satisfaction
flexibility
teamwork

processes
,business value for
excellence,inno investor
vation,global s and
delivery employe
network,innova
tion es

roi,profitability
,growth,expan
sion,strategic
marketing,reta
ined
earnings.cash

There are certain features that are unique only to TCS that help the organization in creating
value. TCS serves large and fast-growing organizations who share a common set of objectives:

Increase profitability and efficiency by doing more with less

Rapidly and effectively respond to the changing market demands, thereby improving
organizational agility
Leverage IT as a strategic driver for competitive advantage, not just as a business utility

Beliefs of TCS:
The work environment at TCS is built around the belief of growth beyond
boundaries. Some of the critical elements that define the work culture are
global exposure, cross-domain experience, and work-life balance. Each of
these elements goes much deeper than what it ostensibly conveys.

Culture potpourri:
People from diverse backgrounds and geographies have come together in
pursuit of a common vision.

Open door policy:

Our corporate culture is open and inclusive; irrespective of your experience,
you will immediately be welcomed into the team, and would always have a
significant role to play.

On-the-job learning:
Intense training and development programs facilitate on-the-job learning.

Mentor programs:
Our mentor programs foster supportive relationships that help develop skills,
behavior, and insights to enable you to attain your goals.

'Global Family' identity

What sets TCS apart is the support, encouragement, and nurturing provided
to you at every step... just like a family.

Community Services:
Maitree was started with an objective of bringing TCS associates and their
families closer and include them as a part of the TCS extended family.

Functional Division for the cultural influences:-

As we know that TCS is widely spread throughout the world there is a large impact
on the national and regional as there is a difference in work culture for one country
to another in terms of attitude of work, equality, authority. Also there is a minor
cultural difference between the regional offices which creates the cultural
differences between the offices within the same country.

In addition to this style of approach and style of functioning are different among the
various offices of TCS this brings the cultural diversity in the TCS. Moreover the
formation and implication of strategies is different at different level in TCS.
The Cultural web of TCS

1. Stories The past events and people talked about inside and
outside the Tata consultancy services. Who and what the
company chooses to immortalize says a great deal about what it
values, and perceives as great behavior.
2. Rituals and Routines The daily behavior and actions of
people that signal acceptable behavior. This determines what is
expected to happen in given situations, and what is valued by
management.
3. Symbols The visual representations of the company
including logos, how plush the offices are, and the formal or
informal dress codes.
4. Organizational Structure This includes both the structure
defined by the organization chart, and the unwritten lines of
 power and influence that indicate whose contributions are most
valued.
5. Control Systems The ways that the organization is
controlled. These include financial systems, quality systems, and
rewards (including the way they are measured and distributed
within the organization.)
6. Power Structures The pockets of real power in the
company. This may involve one or two key senior executives, a
whole group of executives, or even a department. The key is that
these people have the greatest amount of influence on decisions,
operations, and strategic direction.