Learning Objectives

Organizational Behavior

Is the field of study that draws on theory, methods, and principles from various disciplines to learn about individuals' perceptions, values, learning capacities, and actions while working in groups and within the organization and to analyze the external environment's effect on the organization and its human resources, missions, objectives, and strategies.

Contingency Approach

Is an approach to management that believes that there's no one best way to manage in every situation and managers must find different ways that fit different situations.

In applying the contingency approach, one must find different ways that fit different situations.

Managing Workplace Behavior

The managing workplace behavior here in the Philippines is different from the other countries, like in Germany. The business set up in the Philippines is hierarchical. Intercultural management needs to take into account the need to maintain a formal manner and pay strict attention to titles, positions, and hierarchical relationships. Expect to find many gatekeepers whose job is to protect the schedule of and limit access to the ultimate decision maker. In this relationship-driven culture, you will find it easier to make the proper contacts if a third party who already has a relationship with the decision maker makes the introduction.

Filipinos avoid behaviors that would make either party lose face. This leads to an indirect communication style, so carefully watch facial expressions and body language. This is a country where a smile may mean many different things, not all of them positive.

And in Germany, there is a strong emphasis on efficiency, people tend to use their working time to be highly productive and there is little or no time spent socializing or chatting. The exception to this is during break periods, which are usually 15 minutes, with 45 minutes for lunch. Management culture in Germany is usually highly hierarchical. Germans like to work on well-thought-out plans and make factually-based decisions. Orderly and well scheduled meetings form a large part of what tends to be a consensual, group approach to decision-making. Punctuality is expected and lateness is not tolerated, so be careful, especially if you're from a country where this is endemic!

Approaches to Effectiveness

Effectiveness means different things to different people, whether in a theoretical or practical sense. Differences in its meaning reflect one’s adherence to the Goal Approach, the Systems theory Approach, or the Stakeholder or Multiple-Constituency Approach. Managers must be able to use each of these approaches to effectiveness when appropriate.

1. Goal approach

It is the oldest and most widely used evaluation approach. It is based on the idea that organizations are rational, purposive entities pursuing specific missions, goals, and objectives. Accordingly, how well they function is reckoned in terms of how successful they are in achieving their purposes.

2. Systems Theory Approach

Assumes that organizations are social entities existing as parts of larger environments and that, to survive, they function to satisfy the demands of those environments. It enables us to describe organizations' internal and external behavior. Internally we can see how and why people inside organizations perform their individual and group tasks. Externally we can assess organizations' transactions with other organizations and institutions.

3. Stakeholder or Multiple-Constituency Approach

It recognizes that organizations exist to satisfy the demands of many different individuals and institutions (constituency). Each constituency has expectations that the organization must satisfy through its performance.

Environmental forces that initiates changes to Organizations

Within a society, many factors influence an organization, and management must be responsive to them. Every organization must respond to the needs of its customers or clients, to legal and political constraints, and to economic and technological changes. Environmental forces interact with organization factors.

Economic and market circumstances and technological innovations make up an organization’s environment, as do federal, state, and local legislation and political, social and cultural conditions external to the organization. Together, these components of an environment influence how an organization operates as well as how it is structured.

Managers increasingly work in an unpredictable economic environment. It is now important for managers to respond quickly to changing economic conditions in other countries. Also, the dramatic and unexpected consequences of technological innovations require astute management attention and action.

Organizational Culture

Is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations. It is a pattern of assumptions that are invented, discovered, or developed to learn to cope with organizational life.

Positive culture and negative culture

Cultures of organizations can be positive or negative. An organizations culture is positive if it helps improve productivity. While a culture can be negative if it can hinder behavior, disrupt group effectiveness and hamper the impact of a well-designed organization.

The impact of an organization's culture on individual and team behavior
Because organizational culture involves shared expectations, values, and attitudes, it exerts influence on individuals, groups, and organizational process. Researchers who have suggested and studied the impact of culture on employees indicate that it provides and encourages a form of stability. There is a feeling of stability, as well as a sense of organizational identity, provided by an organization's culture.
In addition to stability and identity, a culture can generate a sense of loyalty and commitment. Individuals by joining an organization and working hard to perform and compete create a sense of "we" and "me". This involves loyalty and remaining committed to the goals of an organization.

Spirituality

Is a state or experience that can provide individuals with direction or meaning, or provide feelings of understanding, support, inner wholeness, or connectedness. Connectedness can be to themselves, other people, nature, the universe, a god, or some other supernatural power. This definition involves inner feelings, being connected to the work and to colleagues. Because work is such a major part of the lives of employees, organizational culture and practices can contribute to a person's spiritual development and growth. Research results suggests that the encouragement and support of spirituality in the work setting can contribute to creativity, honesty, trust, commitment, personal need satisfaction, and improved organizational effectiveness.
The spirituality benefits in addition to improved effectiveness include attaining a broader worldview; concern with working with integrity; acquiring a strong sense of community; and a willingness to work to make a positive difference by making contributions to colleagues, stakeholders, and society. In addition to these benefits there is also the individual benefit of creating a more reasonable work/life balance, attitude, and set of behaviors.

Socialization

It is the process by which organizations bring new employees into the culture. In terms of culture, socialization involves a transmittal of values, assumptions, and attitudes from older to newer employees.
There are three stages of socialization, namely Anticipatory socialization, Accommodation, and Role Management.

Anticipatory Socialization, the first stage that involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization. The primary purpose of these activities is to acquire information about the new organization and/or new job.

Accommodation, the second stage of socialization occurs after the individual becomes a member of the organization, after he or she takes the job. During this stage, the individual sees the organization and the job for what they actually are.

Role management, in contrast to accommodation stage, which requires the individual to adjust to demands and expectations of the immediate work group, this stage takes on a broader set of issues and problems.

Practices and Programs used by Organizations to facilitate socialization

Anticipatory Socialization
1. Recruitment using realistic job previews.
2. Selection and placement using realistic career paths. Recruitment and selection and placement programs. Recruitment programs are directed toward new employees, those not know in the organization.

Accommodation Socialization
1. Tailor-made and individualized orientation programs. These are seldom given attention they deserve. The first few days on a new job can have very strong negative or positive impacts on the new employee.
2. Social as well as technical skills training. These are in invaluable in the breaking-in stage.Training programs are necessary to instruct new employees in proper techniques and to help them develop requisite skills.
3. Supportive and accurate feedback. In the context of socialization, provides important feedback about how well the individual is getting along in the organization.
4. Challenging work assignments. Assigning challenging work to new employees is a principal feature of effective socialization programs.
5. Demanding but fair supervisors. Assigning demanding bosses is a practice that seems to have considerable promise for increasing the retention rate of employees.

Role Management
1. Provision of professional counseling.
2. Adaptive and flexible work assignments.
3. Sincere person-oriented managers.

Globalization

It is the interdependency of transportation, distribution, communication, and economic networks across international borders. It means business is mutually and physically responsible to supply the demands of customers globally. A business is engaged in performing tasks internationally.

It is a process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. This process has effects on the environment, on culture, on political systems, on economic development and prosperity, and on human physical well-being in societies around the world.

Cross-Cultural Management

It is the study of the behavior of individuals in organizations around the world. It is important because in cross-cultural management, we are dealing with organizational behavior within countries and cultures. We are not just talking about an organization’s culture or behavior but we are also comparing it to the other organization’s culture within and outside the country. It tends to extend the study of domestic management to encompass global and multicultural considerations.

The global skills managers must learn, practice, and refine to deal with a changing world.

The global skills that the managers must learn and practice are the following:

Global Strategic Skills - Wherein the global managers operating in a globally shifting work environment will need a working knowledge of international relationships and foreign affairs, including global financial markets, international law, and exchange rate movements.

Team-Building Skills - the increased complexity of global operations will require more use of work teams, including culturally diversed group. The need for global teamwork is obvious when considering how accounting and auditing are conducted in various parts of the world. Teams should not ignore or minimize either cultural differences or the difficulty faced in trying to develop and manage multicultural teams.

Organization Skills - managers must consider individual differences when organizing firms, units and jobs. Minimum requirements for managers operating in globally shifting world would include:

Ø Creativity and inventiveness in designing organizations and jobs.

Ø High tolerance for ambiguity and cultural differences.

Ø Ability to coordinate finance, marketing, operations managements, and human resources interdependencies.

Communication Skills - Managers will need to be able to communicate with diverse group of people. The communication task would be easier if managers possessed multilingual skills and high levels of cross-cultural awareness and sensitivity. Lack of communication skills would result in misunderstanding.

Transfer of Knowledge Skills - The increased competitiveness throughout the world has placed special emphasis on technological advances for products and process innovations. This emphasis has increased the need to transfer knowledge. Learning about the practice, technique, or approach in one country that can be transferred elsewhere is a skill that managers can apply on a regular basis.

Characteristics of culture can influence the behavior and attitudes of employees

A culture is a set of values, attitudes, norms and beliefs shared by majority of inhabitants of a country. These become embodied in the laws and regulations of the society as well as in the generally accepted norms of the country’s social system. People in the society learn what to notice and what not to notice, how to behave with each other and how to handle responsibility, success and failure.

Hofstede's original cultural dimensions

Geert Hofstede is a Dutch researcher, studied how cultures in countries are similar and different. His research has resulted into four dimensions explaining differences and similarities in cultures these are the:

Power Distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a society's level of inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that 'all societies are unequal, but some are more unequal than others'.

Individualism (IDV) on the one side versus its opposite, collectivism, that is the degree to which individuals are integrated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. The word 'collectivism' in this sense has no political meaning: it refers to the group, not to the state. Again, the issue addressed by this dimension is an extremely fundamental one, regarding all societies in the world.

Masculinity-Femininity versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. The IBM studies revealed that (a) women's values differ less among societies than men's values; (b) men's values from one country to another contain a dimension from very assertive and competitive and maximally different from women's values on the one side, to modest and caring and similar to women's values on the other. The assertive pole has been called 'masculine' and the modest, caring pole 'feminine'. The women in feminine countries have the same modest, caring values as the men; in the masculine countries they are somewhat assertive and competitive, but not as much as the men, so that these countries show a gap between men's values and women's values.

Uncertainty Avoidance Index (UAI) deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, different from usual. Uncertainty avoiding cultures try to minimize the possibility of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth; 'there can only be one Truth and we have it'. People in uncertainty avoiding countries are also more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions.

TAKING IT TO THE NET

Traditional vs. New Economy Comparison

Founded on November 28, 1928, Philippine Long Distance Telephone Company (PLDT) is the leading telecommunications provider in the

Philippines

. Through its three principal business groups - fixed line, wireless, and information and communication technology - PLDT offers the largest and most diversified range of telecommunications services across the Philippines’ most extensive fiber optic backbone and fixed line, cellular and satellite networks.

PLDT is listed on the Philippine Stock Exchange (PSE:TEL) and its American Depositary Shares are listed on the New York Stock Exchange (NYSE:PHI). PLDT has one of the largest market capitalizations among Philippine-listed companies.

PLDT MANILA, Philippines - Telecommunications leader Philippine Long Distance Telephone Co. (PLDT) is likely to exceed its core income target of P41.5 billion this year, even as the company revealed plans to accelerate spending next year primarily for broadband networks expansion and the reinvention of its fixed-line business.
PLDT chairman Manuel V. Pangilinan also said the company’s capital expenditure budget next year may surpass P30 billion. This year, PLDT’s capex reached P28.6 billion.

Code of Business Conduct and Ethics

On March 30, 2004, our Board of Directors approved and adopted our Code of Business Conduct and Ethics (the "Code") that sets our business principles, standards of behavior and business relationships. Attached is the latest copy based on revisions made as of July 11, 2006.

Philippine Long Distance Telephone Company is dedicated to doing business in accordance with the highest standards of ethics. The company, its directors, officers and employees endeavor to promote a culture of good corporate governance by observing and maintaining its core business principles of accountability, integrity, fairness and transparency in their relationships among themselves and with the Company’s customers, suppliers, competitors, business partners, governments, regulators, and the public.

This Code of Business Conduct and Ethics (the “code”) sets forth the Company’s business principles and values which shall guide and govern all business relationships of the Company, its directors, officers, and employees, including their decisions and actions when performing their respective duties and responsibilities.

PRODUCTS AND SERVICES

PLDT eyes “next-wave” cities for growth
PLDT introduces PLDT TelPad
PLDT completes P2.8-B fiber optic network expansion
PLDT offers free automated information service
SubicTel to offer cutting-edge services as it changes company name
Asia-America Gateway Link PLDT launches Philippine leg of US$550-M fiber cable network
PLDT introduces wireless security solution
SubicTel completes fiber optic project
PLDT makes pitch for broadband in Cebu ICT 2007
ePLDT introduces virtual call center service
SubicTel expands capacity with fiber optic cable
ePLDT, Global 360 offer BPM Suite
PLDT Group Pioneers Simultaneous Video Broadcast Over
3G, Mobile TV, Fixed Line and Wireless Broadband Internet
SubicTel powers up Internet speed
PLDT opens new call center site
SubicTel offers wireless DSL
1528 Smart introduces Smart Padala in HK
PLDT launches fiber optic link to Baguio
PLDT showcases wireless solutions for Cebu business community
PLDT clarifies new pilot landline scheme
Road Warriors Armed With Next Generation Technology
Unilever Gets PLDT-Enabled
ePLDT presents VoIP-related security risks in Powertips confab
PLDT, Plantersbank offer SMEs financial and telecom tools
ePLDT, NTT team up to secure Instant Messaging in RP
PLDT Group taps Filipinos in Singapore for prepaid mobile service

How effective is the firm?

PLDT also gathered the following awards based on country results and ranking in Finance Asia’s yearly poll of the best-managed companies in Asia: 1st place, “ Consistent God Dividends”; “BEST CFO”- PLDT chief Financial Adviser Christopher H. Young; 2nd place,” Best Investor Relations” ; 3rd place “Philippines Best Managed Companies”; 3rd place “Most Committed to Corporate Governance”.

Since 1928, PLDT has faithfully served generations of Filipinos when it pioneered in linking the country’s major islands through a reliable “long distance” telephone system and eventually grew to be the

Philippines

leading telecommunications provider.

Now, at 80 years, WE’RE CHANGING LIVES.

TOYOTA MOTOR CORPORATION is a Japan-based company mainly engaged in the automobile business and financial business. The Company operates through three business segments. The Automobile segment is engaged in the design, manufacture and sale of car products including passenger cars, minivans and trucks, as well as the related parts and accessories. The Finance segment is involved in the provision of financial services related to the sale of the Company's products, as well as the leasing of vehicles and equipment. The others segment is involved in the design, manufacture and sale of housings, as well as information and communication business.

Production results

		FY 2008 (April 2007 to March 2008)	FY 2009 (April 2008 to March 2009)	FY 2010 (April 2009 to March 2010)
Vehicles	Japan	5,160,000	4,255,000	3,956,000
	Overseas	3,387,000	2,796,000	2,853,000
	Total	8,547,000	7,051,000	6,809,000

(unit = 1)

Sales results

		FY 2008 (April 2007 to March 2008)	FY 2009 (April 2008 to March 2009)	FY 2010 (April 2009 to March 2010)
Vehicles	Japan	2,188,000	1,945,000	2,163,000
	Overseas	6,725,000	5,622,000	5,074,000
	Total	8,913,000	7,567,000	7,237,000
Homes		5,431	5,442	5,281

(unit = 1)

Toyota Code of Conduct

The basic mind-set desired of people working at Toyota, focusing on specific principles for employees to bear in mind.

Through our communication and dialogue with the company, we (people working for Toyota) strive to build and share fundamental value of “Mutual Trust and Mutual Responsibility.” TOYOTA (TOYOTA MOTOR CORPORATION AND ITS SUBSIDIARIES) endeavors to improve its business achievements so that toyota can continue to provide employment and fair and stable working conditions for each of us. simultaneously, toyota promotes a work environment in which each of us can work in harmonious and dynamic manner.

in return, each of us implement the “toyota code of conduct” and endeavor to fulfill our duties with integrity. by fully utilizing our ability and capabilities and cooperating with others working for toyota, we continue to improve business performance of toyota.

Design Works

Design is a continuous process of concentration and sublimation in which each step has to be worked through carefully to the end. If there is no nugget of inspiration in the ideas at the sketching stage, no matter how much they are refined later at the modeling stage, they will fail to shine. Only when all the designers are truly committed to seeing it through to the end, can a design that possesses originality and a high degree of completeness be realized.

History of Technological Development

Toyota is striving to develop automobiles that meet the needs of our customers while at the same time achieving an optimal balance between consideration for the environment, safety, drivability, comfort and reliability.

Safety Technology & Quality

To realize the ideal vehicle ― a goal we never cease to pursue. We continue to strive for the technology that prevents and minimizes the damage of an accident in any situation. "What causes accidents?" "What can be done to prevent accidents?" "What mitigates the damage of accidents that have occurred?" These are the questions to which we are constantly seeking answers. Our technologies will continue to advance toward the ultimate goal of making a vehicle that is safe for everybody.

WORKING AT TOYOTA

Globalization has led Toyota to create a remarkably multicultural environment with 63 nationalities in our Brussels Head Office alone. This environment is reflected in the diversity of our ideas and concepts, making for a rich and unique working atmosphere.

Toyota believes that an effective workplace is one that allows people of different ages, genders, ethnic groups and cultural backgrounds to work together as a team. We believe in challenges and the importance of decisions based on personal investigation, efficient fact-finding and in-depth analysis. Working at Toyota is also an exercise in long-term thinking.

Toyota has a very strong culture called the Toyota Way. As a Toyota team member, whatever your level in the company, you will be using the Toyota values as guidelines in your daily job. Respect for Toyota members and recognition of the value of their contributions is inherent in the Toyota Way.

Our future is your future. Our commitment to improvement and development applies not just to our products and work ethics but also to our staff. We encourage training at all levels, along with structured management support and extensive growth opportunities within Toyota Motor Europe.

My Statement

If I would be asked if I want to work for either of these firms, my answer is yes, I would love to because as you can see both of the firms are effective whether traditional or new economy company. My basis of what I called effectiveness is of coarse the firms’ profits and as what is stated, both of the firms generated big sum of income and the only difference is that Toyota Motors generated most of their profit overseas while PLDT generated its income only in the Philippines.

One of the Best Firms

The company that I have chosen to review that is on the “50 Best Companies for Minorities” lists from Fortune 2004 magazine is McDonald's Oak Brook with Ill. $17.1 revenue and is consistent as being the number one in the list.

Fast-food king McDonald's holds on to its first-place crown by having the highest minority employee-retention rate on the list and making a concerted effort to purchase from minorities, who now represent half of its vendors. It also added a third minority to its 16-person board of directors, which oversees a workforce that's 53% minority.

I have chosen McDonald's -- the largest global fast food chain because I think, McDonald's deserve to be so because if not, why it was included and became number one in the ranking in the first place, right? When we say minority it refers to a sociological group that does not make up a politically dominant voting majority of the total population of a given society.

As FORTUNE's list of the 50 best companies for minorities shows, these are firms that make an effort not only to hire minorities but also to retain them and promote them through the ranks. They actively interact with outside minority communities and make management accountable for diversity efforts.That level of diversity--the kind that has to do more with opportunity and promotion--speaks to a company's culture. And there is no easy formula for that. At the end of the day the best companies for minorities are really those in which people of color feel that they belong--at all levels--every day like at McDonald's.

McDonald's has 30,000 restaurants in 119 countries employing 1.6 people worldwide, and uses 700 vendors and suppliers providing purchases for the company worth $15 billion annually.

It claims to be feeding 47 million people every single day, and is trying to attract more. The company pioneered providing nutrient information about its products to its customers for almost three decades even before this became a regulatory requirement. It works in a decentralised way with the corporate responsible for the brand and quality of product while most of the business is run by owner/operators through a franchising agreement.

That's why it's hugely global, yet very local. It is still generating a cash profit of around $3 billion annually, only a third of which comes from company-owned restaurants. "McDonald's may be born in

America

, but it's adopted and adapted everywhere in the world."

Offshoring: What’s it all about?

What Wipro Does: transforming your business Wipro IT Business, a division of Wipro Limited (NYSE:WIT), is amongst the largest global IT services, BPO and Product Engineering companies. In addition to the IT business, Wipro also has leadership position in niche market segments of consumer products and lighting solutions. The company has been listed since 1945 and started its technology business in 1980. Today, Wipro generates USD 6 billion (India GAAP figure 2009-10) of annual revenues. Its equity shares are listed in India on the Mumbai Stock Exchange and the National Stock Exchange; as well as on the New York Stock Exchange in the US.

Wipro makes an ideal partner for organizations looking at transformational IT solutions because of its core capabilities, great human resources, commitment to quality and the global infrastructure to deliver a wide range of technology and business consulting solutions and services, 24/7. Wipro enables business results by being a ‘transformation catalyst’. It offers integrated portfolio of services to its clients in the areas of Consulting, System Integration and Outsourcing for key-industry verticals.

Leadership at Wipro: building trust With more than 100,000 associates from over 70 nationalities and 72 plus global delivery centers in over 55 countries, Wipro’s services span financial services, retail, transportation, manufacturing, healthcare services, energy and utilities, technology, telecom and media.

Wipro’s unwavering focus has been on business transformation with matchless innovation in service delivery and business models. More than 800 active clients that include governments, educational institutes, utility services, and over 150 Global Fortune 500 enterprises have benefited from this approach.

Innovation at Wipro: delivering enhanced business performance Wipro is at the forefront of technological and business co-innovation with 136 patents and invention disclosures. With enhanced business performance at the core of its deliveries due to its strong R&D and Innovation focus, Wipro gets an enviable 95 percent repeat business.

We make our clients business more efficient through a combination of process transformation, outsourcing, consulting and technology products and services. As the world’s first SEI CMM Level 5 Company, Wipro endeavors to deliver reliability and effectiveness to its customers by maintaining high standards in service offerings through robust internal processes and people management systems.

One of the world’s largest third party R&D services provider, Wipro caters to product engineering requirements in multiple domains. Most of the technology that you come across in daily life - airplanes, automobile navigation systems, cell phones, computing servers, drug delivery devices, microwaves, printers, refrigerators, set top boxes, TVs - will find a Wipro component in them. Our service portfolio includes product strategy and architecture, application and embedded software, electronic and mechanical hardware, system testing, cightiance and certification and product sustenance and support.

Wipro believes that certain core technologies have a significant impact on business competitiveness going forward. Towards that direction, Wipro’s Research and Development activity is currently focused on Cloud Computing, Collaboration, Green Technologies, Mobility Applications, Social Computing, Information Management and Security.

World over, businesses are transforming constantly, in order to get better and better. Wipro provides the right insight, technology and support to help businesses transform, making business functions simpler, faster and better. In other words, Wipro transforms businesses that help transform lives.

Wipro industries

IT services and IT consulting

services

Application development and maintainance, BPO, product engineering and solutions, technology infrastructure services and consulting

What We Do

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of US$ 5.4 billion (LTM Sep-10).

Infosys defines, designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers.
Our offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing.
Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.
Infosys has a global footprint with 63 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 122,468 employees as on September 30, 2010.
Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers (FY 10).

Infosys Offerings

Consulting Services

IT Services

Engineering Services

Product Engineering

BPO Services

Industries
Our business solutions and services help accelerate innovation, increase productivity, reduce costs, and optimize asset utilization.

Aerospace and Defense

Airlines

Automotive

Banking and Capital Markets

Communication Services

Consumer Packaged Goods

Discrete Manufacturing

Education

Energy

Healthcare

High Technology

Hospitality and Leisure

Insurance

Life Sciences

Logistics and Distribution

Manufacturing

Publishing

Resources

Retail

Studios and Networks

Utilities

Tata Consultancy Services Limited (TCS) is Software services consulting company headquartered in Mumbai, India. TCS is the largest provider of information technology and business process outsourcing services in Asia. TCS has offices in 42 countries with more than 142 branches across the globe. The company is listed on the National Stock Exchange and Bombay Stock Exchange of India.
TCS is a flagship subsidiary of one of India's largest and oldest conglomerate company, the Tata Group, which has interests in areas such as energy, telecommunications, financial services, manufacturing, chemicals, engineering, materials, government and healthcare

Tata Research Development and Design Center

TCS established the first software research center in India, the Tata Research Development and Design Center, in Pune, India in 1981.TRDDC undertakes research in Software Engineering, Process Engineering and Systems Research.

Researchers at TRDDC also developed MasterCraft (now called TCS Code Generator Framework) a Model Driven Development software that can automatically create code based on a model of a software, and rewrite the code based on the user's needs.

Research at TRDDC has also resulted in the development of Sujal, a low-cost water purifier that can be manufactured using locally available resources. TCS deployed thousands of these filters in the Indian Ocean Tsunami disaster of 2004 as part of its relief activities. This product has been marketed in India as Tata swach, a low cost water purifie

Services

Outsourcing, BPO, Software Products

Industry

Banking & Financial Services
Energy, Resources & Utilities
Government etc.

CHRISTMAS FOR SALE

Thursday, December 30, 2010

christmas for sale

PRODUCTS AND SERVICES

Sales results

Design Works

History of Technological Development

Safety Technology & Quality