...Abstract: The case study focuses on the HR problems faced by Honda Motor Cycle & Scooters India (HMSI). The case discusses the various reasons which led to the dispute between the management and employees of HMSI. It elaborates the incidents, which led to the strike at the company that resulted in HMSI workers being severely beaten up by the police. Labour strife and the management's inability to deal with it effectively had resulted in huge losses for the company due to the fall in the production level at the plant. In addition to this, the company also received a lot of negative publicity as newspapers and TV channels gave wide coverage to the violence of the action. The case highlights the growing number of instances of clashes between the employees and the management of companies in India, which is often guided by external parties such as trade unions and political parties. Issues: » Understand the factors that lead to labour unrest at a factory and the impact of such incidents on the employees and the company. » Study HR policies adopted by organizations to prevent labour unrest at the workplace. » Examine top management's role in maintaining a peaceful working environment. » Analyse the role of external parties such as trade unions; political parties etc., in disturbing the working environment in a company Key Words: Labour unrest, Strike, Collective bargaining, Industrial relations, Industrial dispute, labour laws, Japanese management, Go-slow, Lock-out, Labour...
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...People Management Fiasco in Honda Motorcycles and Scooters India Ltd 1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. The HR polices of HMSI were adopted from its parent company, HMCL, which is a Japanese company. Even though the HMSI had very good HR policies in place, the management in India failed to implement the company’s written HR policies, which had created a collapse in the industrial relations at HMSI. Further, the following incidents that took place in HMSI had created a rift between the workers and the management. HR Policies v. Managers’ practices Incident 1: Gift - When employees refused to accept the low value Diwali (a major festival in India) gift, the management never listened to employees demand and transferred the value of the gift to employees salary account without their consent. Incident 2: Movement Sheet – Employees were required to sign the movement sheet for every break, including drink and restroom break. Further, a worker stopped the conveyer belt, when he was denied permission to use the restroom, which had created resentment among employees towards the management. Incident 3: Strict Leave Policy – Workers were denied leaves even for some serious and emergency situations. And the workers were asked to leave the company if they could not perform up to expectation. Incident 4: Shift changes – Employees were not allowed to make temporary shift changes and some employees even received the threat...
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...Articles Felicia Kenny Northcentral University Business Research Strategies BTM 7000 Dr. Gabriele Suboch June 26, 2011 Articles One of the topics in the first assignment was a discussion on the decline of Honda and Toyota’s failure to dominate America’s sedan market. It was explained in the article entitled Honda Fails with Toyota to Dominate American Sedan Market: Cars from the website www.businessweek.com; that the dominance of the two major Japanese car makers among U.S. small car and family sedan car market is shifting. The Los Angeles Times has a similar article involving the same two auto makers: Toyota and Honda. The article is entitled Honda, Ford Pass Toyota; the Two Car Brands Rank at the Top of a Consumer Report Survey on Quality. The article was written by a Jerry Hirsch. Hirsch explains that Toyota has been toppled as the leading top-quality automaker, with consumers now looking more favorably on Honda and Ford; this he states is from the Consumer Reports ‘2011 Car Brand Perception Survey (2011, p.12). “A series of massive recalls over the past 18 months has tarnished Toyota’s reputations for quality” (Hirsch, 2011, p.12). According to Hirsch, the Consumer Reports survey ranked Honda first, Ford second, and Toyota finished third (2011, p. 13). Ford has moved up in public perception while Toyota has declined. The Ford brand has outsold Toyota’s line of vehicles last year for the first time since 2006 (Hirsch, 2011). The purpose of this research...
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...ByeongHo Hwang (Terry) SP14 BUSMHR-4321: International Labor HR Professor Tashlin Lakhani February, 18, 2014 Case Memo : Honda in India (Saini 2006) <Question 1-1> Prior to March 2005, what was the overall business and HR strategy (or philosophy) at Honda Motorcycles and Scooters India (HMSI)? To begin with, the human resource policies of HMSI were influenced by the philosophy of its parent company, HMCL. As a result, HMSI had adopted fundamental beliefs and values from HMCL. There were two core beliefs: “Respect for individual differences” and “Three Joys”. First of all, HMSL had thought that individual contribution would be one of main keys for the company’s success, so they especially considered the independence of spirit and freedom, equality, and respect for human beings. Moreover, HMSL had focused each individual’s capacity to think, to reason and to dream. Second, in alignment with the philosophy of its parent company, HMSL had also accomplished the concept, called Three Joys: the joy of buying, the joy of selling, and the joy of manufacturing. This idea was used to in order to help staff and workers become happy from their daily work. <Question 1-2> What HR policies and management practices were in place and were they consistent with the overall strategy? HMSL had HR policies and management practices, such as performance appraisal system, works committee and employee welfare. First of all, the promotion opportunities for workers ranged from...
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...Abstract: This case is about the split between the Hero Group and Honda Motor Company. Hero Honda Motors Ltd. (Hero Honda), a joint venture between Hero Cycles of India and Honda of Japan, came into existence in 1984 as a motorcycle and scooter manufacturer in India. In 2001, Hero Honda became the largest two wheeler manufacturing company in India with over a million units produced as well as the 'World's number one' company in terms of the unit volume sales for the calendar year. The technology for manufacturing the bikes was provided by Honda whereas Hero was strong in its distribution and service network spread across the country. | | In August 1999, Honda Motor Company announced the setting up of Honda Motorcycle and Scooter India (HMSI) for making scooters and later motorcycles as well. After this, the stock of Hero Honda fell by 30%. Subsequently, HMSI started producing motorcycles, competing directly with Hero Honda. Hero felt that its ambition to go international was being hampered by the joint venture. Both the companies decided to end the joint venture and signed their parting agreement on December 16, 2010. With the split, the erstwhile partners became competitors. Both the companies have several opportunities ahead of them and are likely to face challenges to gain and consolidate their position in the Indian two wheeler market. Issues: » Understand the benefits (utilizing strong points of both) and problems (different ambitions) of companies being in a Joint...
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...MIS IMPLEMENTATION IN HERO MOTOCORP. MIS IMPLEMENTATION IN HERO MOTOCORP. Introduction to Company Hero Motocorp Ltd., erstwhile known as Hero Honda Motors Ltd., is a two wheeler manufacturing firm based in New Delhi, India. In terms of sales volume, it moved to the top position as the largest manufacturer of two wheeler in the world in the year 2001. The company has successfully managed to maintain this position ever since. Forbes magazine, in 2006, has placed the company in 108th position in the list of 200 Most Respected companies. The company was incorporated as Hero Honda Motors Ltd. in the year 1984, as a joint venture between Hero Cycles Ltd. of India and Honda Motor Co., Ltd. of Japan. The Munjal brothers led Hero Group and Honda Motor Co. Ltd. each owned a stake of 26% in the company. Honda moved out of the venture in 2010 and shares held by it were bought by Hero Group. In July, 2011, the company was rechristened as Hero MotoCorp and it embraced a new logo. 18 months after the split with Honda Motors, the company approved the proposal of merging the investment arm of its parent company, Hero Investment Pvt. Ltd. Glimpse to the past: The 1980s saw the introduction of Hero Honda Motorcycles in the country that gained widespread acceptance with the average Indian motorcycle rider due to the low cost and fuel efficiency of the motorcycles. The company grew in double digits in terms of sales ever since its formation and occupied the top slot of two wheeler manufacturer...
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...is 60km/hr this is a change in speed from the highway which is 80km/hr the speed change here is because it is in a suburban area and a school zone. Speed limits are needed on our road to help prevent accidents and car collisions. The formula for speed is d/t=s (distance over time equals speed) Aim The aim of this prac was to use a simple technique to measure the straight line speed of cars on the David low way. Hypothesis some cars along the David way will speed Methods Cars Drivers Stop watch Football posts We organized our selves into groups of 3 with one person at each football post and one to write down our times. The football posts on the far oval where used as start and finishing points. We stood at opposite ends of the oval in a straight line with each other. We chose a car travelling down the road and when it passed the first person they swung there arm to indicate that it was time to start timing the car. The time was them measured for 100m and calculated to have a sum of km.hr. We repeated this process for 5 cars driving each direction. All the results where then recorded into a data table. Results the data was collected by writing down the times and distances of each car and the formula d/t = s was used to get the answer in a result of m/s this was them multiplied by 3.6 to get a result of km/hr. Table a Car description | Distance (m) | Time (s) | Speed (m/s) | Speed (km/hr) | White 1 | 100 | 6.75 | 14.8 | 53.28 | Honda | 100 |...
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...HONDA HONDA 2013 MOQ Group-4 April 2011 PTPGPM Preet Kamal Singh 058 Rahul Kathpalia 061 Rajeev Yadav 070 Santosh Aman 077 2013 MOQ Group-4 April 2011 PTPGPM Preet Kamal Singh 058 Rahul Kathpalia 061 Rajeev Yadav 070 Santosh Aman 077 Company Profile Honda Motor Company, Ltd. is a Japanese public multinational corporation primarily known as a manufacturer of automobiles and motorcycles Honda has been the world's largest motorcycle manufacturer since 1959,as well as the world's largest manufacturer of internal combustion engines measured by volume, producing more than 14 million internal combustion engines each year Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer. As of August 2008[update], Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United StatesHonda was the eighth largest automobile manufacturer in the world behind General Motors, Volkswagen Group, Toyota, Hyundai Motor Group, Ford, Nissan, and PSA in 2011. Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura, in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine engines, personal watercraft and power generators, amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics research and released their ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda...
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...services to the American Express Company’s businesses. The company was founded in 1994 and is based in Gurgaon, India. American Express (India) Private Ltd. operates as a subsidiary of American Express International Inc. and American Express Limited. Basics Non-Listed, Limited Liability Company Net operating revenues increased 4.01%, (INR 812.33 to INR 844.89 tens of millions) Operating result increased 7.59% (INR 175.98 to INR 189.33 tens of millions) Net Profit Margin (Net Income/Net Sales) from 24.52% to 13.68% Employee 6158 • s Key • People Sanjay Rishi CEO India HR practices – GRIEVANCE REDRESSAL & WORKPLACE FAIRNESS AXP has a ‘Grievance Escalation Process', also known as the ‘Employee Issue Resolution' process which clearly outlines the various channels in the organisation to which an employee can reach out to, which includes the leader, skip leader, business leader, VP & GM or country manager, the HR RL, etc. There is also an ‘Employee Relations' team in India,...
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...Radical and incremental innovation vs. Disruptive technology -Shashank Reddy Tummala Compare and contrast the Ford and BMW approach to the future of technology in the auto industry BMW and Ford have been the pioneers in automotive industry for over 100 years. They take the annually held Le Mans race very seriously. Le Mans race tests the endurance and efficiency of these car-makers in a grueling 24 hr race. The technology used to build these cars has dripped down from racing to daily and commercial use vehicles. The use of carbon fiber to build the chassis in F-150 and i3 is an example of interdivisional cross-platform strategy. F-150 and i3 are priced lower (approx $20.000-$40,000) than critically and commercially acclaimed Tesla cars, who effectively built and produced high performing electric vehicles into the market. This is a case of incremental innovation because these changes contributed to increase efficiency and lower the cost of the product. The process to build the BMW i3’s body using clip-on and plastic parts can effectively change the manufacturing and supply chain process in the automotive industry. The industry will be more automated than it currently is. The insurance companies’ willingness to accept these changes will give BMW first-mover advantage in the industry. This is an example of disruptive technology.BMW’s vast financial resources have helped BMW to enter mid-level segment and sustain the market turbulence initially.It was able to carve-out a market...
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...Howaldtswerke-Deutsche Werft 20. Krauss-Maffei 21. Land Rover 22. Land Systems OMC 23. Lürssen 24. Mahindra & Mahindra 25. MAN SE 26. Manitowoc Cranes 27. Manitowoc Shipbuilding Company 28. Mowag 29. Nordseewerke 30. Ordnance Factory Medak 31. Oshkosh Corporation 32. Patria (company) 33. Plasan 34. RUAG 35. SNVI 36. Supacat 37. Tata Motors 38. Thornycroft 39. ThyssenKrupp 40. ThyssenKrupp Marine Systems 41. Timoney Technology Limited of Ireland 42. Vehicle Factory Jabalpur 43. William Foster & Co. 44. Windhoeker Maschinenfabrik 45. Zavod imeni Stalina 46. Gio. Ansaldo & C. 47. Iveco 48. Oshkosh Corporation 49. OTO Melara 50. Rheinmetall 51. Società Italiana Ernesto Breda 52. Thornycroft Automobile Co. 1. Toyota- 2. Honda- 3. Skoda- 4. Caparo- 5. Daimler- 6. Hindustan Motors- 7. Hyundai- 8....
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...Be an EDUCATED DRIVER in 5 days! 5-7 HRS. FOR REMEDIAL 10-15 HRS. FOR REFRESHER 20-30 HRS. FOR BEGINNER SEDAN MANUAL (branch assigned manual training vehicle) 5 hours 7 hours 10 hours P 3,400 P 4,700 P 6,600 15 hours 20 hours 30 hours P 9,800 P 12,800 P 18,700 2012 L E MOD ExECUTIVE SEDAN MANUAL 5 hours 7 hours 10 hours P 7,100 P 10,700 P 14,100 15 hours 20 hours 30 hours P 21,000 P 27,500 P 41,000 RUSH SEDAN MANUAL 5 hours P 4,700 P 6,500 P 7,300 7 hours 8 hours RUSH REVO MANUAL RUSH AUV MANUAL A-1 COURSE (choice of instructor or manual training vehicle) 5 hours 7 hours 10 hours P 4,200 P 5,900 P 8,300 15 hours 20 hours 30 hours P 12,200 P 16,000 P 23,300 ExECUTIVE AUV MANUAL 5 hours 7 hours 10 hours P 7,900 P 10,900 P 15,500 15 hours 20 hours 30 hours P 23,000 P 30,000 P 44,500 5 hours P 5,200 P 7,100 P 8,100 RUSH INNOVA MANUAL RUSH MPV MANUAL 7 hours 8 hours AUV MANUAL (Toyota Revo SR) 5 hours 7 hours 10 hours P 4,700 P 6,500 P 9,200 15 hours 20 hours 30 hours P 13,700 P 17,900 P 26,000 ExECUTIVE MPV MANUAL 5 hours 7 hours 10 hours P 8,800 P 12,100 P 17,100 15 hours 20 hours 30 hours P 25,500 P 33,700 P 49,000 5 hours P 6,100 P 8,500 P 9,700 A-1 ALTIS AUTOMATIC Innova) MPV MANUAL (Toyota (2007 Toyota Corolla Altis) 5 hours 7 hours 10 hours P 5,800 P 7,800 P 11,000 15 hours 20 hours 30 hours P 16,400 P 21,700 P 31,000 2012 L E MOD RUSH ALTIS AUTOMATIC 7 hours 8 hours ExECUTIVE SEDAN AUTOMATIC 5 hours 7 hours...
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...2011 Strategic Management Project Report Submitted to: Rajesh S Upadhyayula Submitted By: PGP/14/260 NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLA PGP/14/290 RAHUL MITTAL PGP/14/313 VINNY ARYA PGP/14/315 VISHAD DUBEY India Yamaha Motors Limited Table of Contents EXECUTIVE SUMMARY .......................................................................................................................... 2 INTRODUCTION ........................................................................................................................................ 3 OUR FOCUS ................................................................................................................................................ 3 YAMAHA INDIA- A BACKGROUND AND NEED FOR CHANGE IN STRATEGY ....................... 3 YAMAHA‟S CHANGING STRATEGY ..................................................................................................... 4 EXTERNAL ENVIRONMENTAL ANALYSIS ......................................................................................... 5 INDUSTRY ANALYSIS - Two Wheeler Geared Bikes .............................................................................. 8 INDUSTRY ATTRACTIVENESS......................................................................................................... 10 COMPETITIOR‟S ANALYSIS ................................................................................................................. 11 INTERNAL ENVIRONMENT...
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...|PROBLEM STATEMENTS/WEAKNESSES/STATISTICS |STRENGTHS/STRATEGIES IN PLACE | |What can be Ducati’s strategy for long-term growth? |Motocycles evoke” rebellion, freedom, desire, sex, mobility, design, technology, engineering, innovation, | |Was broadening of Ducati’s traditional niche the right move? |speed, and death” | |Should Ducati attack Harley Davidson’s niche with an interpretation of a cruiser? ** Ducati’s |Cruisers are big motorcycles with an upright riding position. Design emphasized styling over comfort and | |unexplored market segments include Off Road/Dual Purpose, Cruiser and Touring (Exhibit 5 – page 17) |speed., and preferred by many American riders. = this design will definitely not cater to European and Asian | |Ducati’s Fixed Sales Cost in 2000 is 3 times as that of HD (14.5Million vs. 5million). |customers. | |EBITDA – is a measure of a company’s cash flow before certain deductions. It is not a realistic view |Desmodromic engine ...
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...|PROBLEM STATEMENTS/WEAKNESSES/STATISTICS |STRENGTHS/STRATEGIES IN PLACE | |What can be Ducati’s strategy for long-term growth? |Motocycles evoke” rebellion, freedom, desire, sex, mobility, design, technology, engineering, innovation, | |Was broadening of Ducati’s traditional niche the right move? |speed, and death” | |Should Ducati attack Harley Davidson’s niche with an interpretation of a cruiser? ** Ducati’s |Cruisers are big motorcycles with an upright riding position. Design emphasized styling over comfort and | |unexplored market segments include Off Road/Dual Purpose, Cruiser and Touring (Exhibit 5 – page 17) |speed., and preferred by many American riders. = this design will definitely not cater to European and Asian | |Ducati’s Fixed Sales Cost in 2000 is 3 times as that of HD (14.5Million vs. 5million). |customers. | |EBITDA – is a measure of a company’s cash flow before certain deductions. It is not a realistic view |Desmodromic engine ...
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