Project report:
Taj Tragedy 26/11 Mumbai Attacks
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Table of Content
|S.no |Content |Page No |
|1 |Introduction |3 |
|2 |Case Study |5 |
|3 |Answers |6 |
|4 |Bibliography |10 |
Introduction:
The Taj Mahal Palace & Tower is a five-star hotel located in the Colaba region of Mumbai, Maharashtra, India, next to the Gateway of India. Part of the Taj Hotels, Resorts and Palaces, this building is considered the flagship property of the grand contains 565 rooms. From a historical and architectural point of view, The Taj Mahal Palace and the Tower are two distinct buildings, built at different times and in different architectural designs.
The hotel has hosted notable guests such as The Beatles, Jacqueline Kennedy Onassis, Bill Clinton, Jacques Chirac, The King & Queen of Norway, The Duke & Duchess of Kent, The Duke of Edinburgh, The Prince of Wales,Roger Moore, Joan Collins, Mick Jagger, Angelina Jolie, Brad Pitt, Deep Purple, Michael Palin, Hillary Clinton,Michelle, Barack Obama & Oprah Winfrey as well as professional cricket teams on tour.
On 26 November 2008, in a series of terrorist attacks in Mumbai, the hotel (as well as the Oberoi) was attacked, during which material damage occurred including the destruction of the roof of the hotel in the hours afterwards.[4]Hostages were taken during the attacks. At least 167 people were killed, including many foreigners. The casualties were mostly Indian citizens, although westerners carrying foreign passports were singled out. Indian commandos killed the gunmen barricaded in the hotel to end the three-day battle. At least 31 died at the Taj. The attacks began 26 November 2008 and continued for a little over 60 hours. Approximately 450 people were staying in the Taj Mahal Palace and Hotel at the time of the seizure, and another 380 in the Oberoi. Soon after (30 November), Taj Mahal Hotel chairman Ratan Tata said in an interview with CNN's Fareed Zakaria that they had warning and that some countermeasures were taken. These may have been relaxed before the attack but in any case were easily sidestepped by the terrorist operatives. After the attacks The Hotel Management announced that the hotel would be rebuilt. It took around 12 months and [pic]500 crore (US$99.75 million) to repair it
the case study
On Nov. 26, 2008, terrorists simultaneously attacked about a dozen locations in Mumbai, India, including one of the most iconic buildings in the city, the Taj Mahal Palace Hotel. For two nights and three days, the Taj was under siege, held by men with automatic weapons who took some people hostage, killed others and set fire to the famous dome of the hotel. Staff at Mumbai's Taj Mahal Palace gave a new meaning to customer service when they saved hotel guests during a 2008 gun battle. Yet staff stayed in the burning building and did everything to shepherd out guests. A total of 31 people died there, including 12 employees.
Answers
Q1: Why did the Taj employees stay at their posts, jeopardizing their safety in order to save hotel guests? And is this level of loyalty and dedication something that can be replicated and scaled elsewhere?
It's all of those very specific things that build a customer-centric culture in an organisation,Not even the senior managers could explain the behaviour of these employees.the employees knew all the back exits – the natural human instinct would be to flee, but they didn't.but reading and viewing the case will likely come away with a clearer sense of what it takes to build a particular culture and value system and how to recruit, train, and reward employees in non-monetary ways.
Q2: What is Cultrure at taj?
The Taj Group of hotels’ recruitment system, longer training, emphasis on customer-centric behaviour and respect for elders while hiring and encouraging its staff to improvise rather than do things by book are the main reasons why the workers of the Taj Mahal Palace Hotel in Mumbai acted the way they did and saved the lives of about 1,500 guests who were in the hotel on 26/11 when terrorists attacked the hotel.The Taj employees helped 1,200-1,500 guests escape on a night when 31 people, including 11 hotel employees, died and 28 were injured.Taj employees to the hotel chain’s organizational culture in which employees are willing to do almost anything for the guests. the unusual hiring, training, and incentive systems of the Taj Group have combined to instill an extremely customer centric work ethic in the hotel’s staff.Taj prefers to hire from smaller cities rather than metros – Pune, not Mumbai – because that’s where traditional Indian values – such as respect for elders and teachers, humility, consideration of others – still hold sway. It hires young people, often straight out of high school, who display three traits: respect for elders, cheerfulness and neediness. The chosen candidates are trained at one of the six residential Taj Group skill-certification centres for 18 months, instead of the industry standard of 12 months.At the managerial level too, the company recruits from the lower-tier B-schools as they find that MBA graduates from these institutes want to build careers with a single company and tend to fit in better with a customer-centric culture. However, no one was trained for a situation like the one on 26/11.
Q3:What is customer focused leadership ?
Customer Focus is an aligned organization-wide approach to customer satisfaction and service, leading to customer loyalty and advocacy.
The result is sustainable profitability.
In a Customer Focused organization, Leadership, Processes and People are customer-aligned. This requires that:
• Every action is shaped by a relentless commitment to meeting and exceeding customer expectations regarding product and service quality.
• Customer touch points and supporting internal processes are constantly evaluated and improved to meet or exceed those expectations.
• Every employee understands what he/she must do in order to maintain and add value to every relationship with both the paying customer and those within the organization that rely on them for the work they do.
While Customer Focus and service excellence is everyone’s responsibility, this is particularly true for anyone who manages and supervises other
Q4:What are the leadership qualities of ratan tata ?
RATAN TATA (born December28, 1937 in Mumbai) is the present chairman of the Tata Group India largest conglomerate established by earlier generation of his family.
Leadership Qualities
• Very dignified
• Ethical
• Dependable
• Believes in keeping promise
• Loyal and believes inrelationship
• Questioning theunquestionable
• Risk taker not a speculator
• Employ leadership quantitiesand a tremendous mmotivator
• Motivator
• Consistent
• Visionary outlook
• Ability to star against critics
Bibliography
www.scribd.com
www.wikipedia.org
www.slideshare.com
www.rediff.com
www.mycustomer.com 