Motivating Employees in Tata Steel
In Tata Steel several initiatives have been taken to further improve the motivation levels and participation in the decision making process of the officers, greater impetus to training through a formalised system of a personal development programme, talent review and job rotation systems, compensation linked to the performance management system, formal rewards and recognition systems, knowledge management systems linked with appraisals, leadership opportunities in quality circles, continuous improvement and value engineering programmes and an extremely transparent and credible multi-path communication system to address queries and concerns of all employees through various dialogues both formal and online, with such tools as video conferencing, ‘MD Online’, special dialogues with senior management, meetings, conferences and seminars. These initiatives have helped to build a homogeneous and focused team in Tata Steel, increasing motivation and binding to the vision of the company and spurred employees to deliver targets on a participatory management basis leading to ownership of processes. Tata Steel is a company that actively promotes freedom to work, freedom to innovate and even the freedom to fail. It is a nimble, fast, modern and forward-looking company on a strong growth path. The company has undergone a revolutionary change in terms of its production facilities and the technology in the manufacturing process. These changes have resulted in creating greater opportunities for taking up newer challenges for young recruits work and for performance based on IT enabled systems and high levels of automation. These have led to making the company one of the lowest cost producers of steel and the only Indian company to be recognised by the World Steel Dynamics as one of the top most ‘World Class’ steel makers. Tata Steel hopes not only to consolidate but better its leadership by robust leadership development systems that have seen the company create many CEOs for other companies.
Tata Steel’s programme where special dialogues with senior management are arranged for employees highlights the following characteristic of directing:
Answer & explanation
Correct answer: option 4
The correct answer is Option (4) → Directing flows from top to bottom
Option (1) Directing is a continuous process — Incorrect. This feature says directing goes on throughout the life of the organisation, whoever the managers are. The special dialogues show who directs whom, not how long directing lasts.
Option (2) Directing is a pervasive function — Incorrect. This feature says directing takes place at every level, wherever there is a superior and a subordinate. The programme here is about senior management reaching down to employees.
Option (3) Directing initiates action — Incorrect. This feature says directing is the function that starts the actual work towards the plans. The dialogues are communication with senior managers, not the starting of work.
Option (4) Directing flows from top to bottom — Correct. Directing is first initiated at the top level and flows down through the organisational hierarchy. In the special dialogues, senior management itself meets the employees to guide and motivate them.
Note: The passage is the NCERT box ‘Motivating Employees in Tata Steel’ from the chapter ‘Directing’, which has been reproduced by NTA in the exam.
NCERT (2026-27 Edition): “Motivating Employees in Tata Steel … and an extremely transparent and credible multi-path communication system to address queries and concerns of all employees through various dialogues both formal and online, with such tools as video conferencing, ‘MD Online’, special dialogues with senior management, meetings, conferences and seminars. …” “Meaning … (iv) Directing flows from top to bottom: Directing is first initiated at top level and flows to the bottom through organisational hierarchy. It means that every manager can direct his immediate subordinate and take instructions from his immediate boss.” |