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TBEM ,[object Object],Tata Business Excellence Model,[object Object]
TBEM adapted from the renowned Malcolm Baldrige archetype.,[object Object],Tata Business Excellence Model (TBEM) is the basis for conducting organizational assessments and for giving feedback to applicants. ,[object Object],The model focuses on seven core  aspects of operations: ,[object Object],1.Leadership, ,[object Object],2.Strategic planning, ,[object Object],3.Customer and  market focus, ,[object Object],4.Measurement, analysis and knowledge management, ,[object Object],5.Human  resource focus, ,[object Object],6.Process  management ,,[object Object],7.business results.,[object Object]
Performance is measured in absolute points.,[object Object],Companies have to achieve a minimum of 500 points (out of 1,000) within four years of signing the BEBP agreement.,[object Object],Achievements are awarded by recognition across the Group. ,[object Object],TQMS helps Tata companies use the model to gain insights on their business strengths and opportunities for improvement.,[object Object],Managed through an annual process of assessment and assurance. ,[object Object],The model, through its regular and calibrated updates, is used by Tata companies to stay in step with the ever-changing business environment. ,[object Object]
Roll no 11 tbem and tcoc
Category 1: Leadership,[object Object],Leadership addresses how your senior leaders guide and sustain your organization, setting organizational vision, values, and performance expectations. ,[object Object],Attention is given to how your senior leaders communicate with your workforce, develop future leaders, measure organizational performance, and create an environment that encourages ethical behavior and high performance. ,[object Object],Includes your organization's governance system and how it ensures ethical behavior and practices good citizenship.,[object Object]
Category 2: Strategic Planning ,[object Object],Strategic Planning addresses strategic and action planning, deployment of plans, how adequate resources are ensured to accomplish the plans, how plans are changed if circumstances require a change, and how accomplishments are measured and sustained. ,[object Object],The Category stresses that long-term organisational sustainability and your competitive environment are key strategic issues that need to be integral parts of your organisation's overall planning.,[object Object],This Category highlights the need to place a focus not only on developing your plans but also on your capability to execute them.,[object Object]
Category 3: Customer & Market Focus,[object Object],Customer and Market Focus addresses how your organisation seeks to understand the voice of the customer and of the marketplace, with a focus on meeting customers’ requirements, needs, and expectations; delighting customers; and building loyalty. ,[object Object],The Category stresses relationships as an important part of an overall listening, learning, and performance excellence strategy. ,[object Object],Your customer satisfaction and dissatisfaction results provide vital information for understanding your customers and the marketplace. ,[object Object],In many cases, such results and trends provide the most meaningful information, not only on your customers’ views but also on their marketplace behaviours (e.g., repeat business and positive referrals) and how these views and behaviours may contribute to the sustainability of your organisation in the marketplace. ,[object Object]
Category 4: Measurement, Analysis and Knowledge Management,[object Object],The Measurement, Analysis, and Knowledge Management Category is the main point within the Criteria for all key information about effectively measuring, analysing, and improving performance and managing organisational knowledge to drive improvement and organisational competitiveness.,[object Object],“brain centre” for the alignment of your organisation’s operations with its strategic objectives. ,[object Object],Central to such use of data and information are their quality and availability. ,[object Object],Furthermore, since information, analysis, and knowledge management might themselves be primary sources of competitive advantage and productivity growth, this Category also includes such strategic considerations.,[object Object]
Category 5: Workforce Focus,[object Object],Workforce Focus addresses key workforce practices-those directed toward creating and maintaining a high-performance workplace and toward engaging your workforce to enable it and your organisation to adapt to change and to succeed. ,[object Object],The Category covers workforce engagement, development, and management in an integrated way (i.e., aligned with your organisation’s strategic objectives and action plans). ,[object Object]
Category 6: Process Management,[object Object],Process Management is the focal point within the Criteria for your key work systems and work processes. ,[object Object],Built into the Category are the central requirements for identification and management of your core competencies to achieve efficient and effective work process management: effective design; a prevention orientation; linkage to customers, suppliers, partners, and collaborators and a focus on value creation for all key stakeholders; operational performance; cycle time; emergency readiness; and evaluation, continuous improvement, and organisational learning. ,[object Object]
Category 6: Process Management,[object Object],Depending on the nature of your organisation's strategy and markets, agility might mean rapid change from one product to another, rapid response to changing demands, or the ability to produce a wide range of customised services. ,[object Object],Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novel partnering arrangements. ,[object Object],Flexibility might demand special strategies, such as implementing modular designs, sharing components, sharing manufacturing lines, or providing specialised training. ,[object Object],Cost and cycle time reduction often involve Lean process management strategies. It is crucial to utilise key measures for tracking all aspects of your overall process management.,[object Object]
Category 7: Business Results,[object Object],The Results Category provides a results focus that encompasses the objective evaluation and your customers' evaluation of the organisation’s products and services, the overall financial and market performance, the workforce results, the leadership system and social responsibility results, and results of all key processes and process improvement activities. ,[object Object],the Criteria's purposes - superior value of offerings as viewed by the customers and the marketplace; superior organisational performance as reflected in the operational, workforce, legal, ethical, and financial indicators; and organisational and personal learning - are maintained. ,[object Object],provides “real-time” information (measures of progress) for evaluation and improvement of processes, products, and services, in alignment with your overall organisational strategy. ,[object Object]
TBEM Criteria Purpose,[object Object],[object Object]
In addition, the Criteria have three important roles in strengthening competitiveness: 
To help improve organizational performance practices, capabilities, and results
To facilitate communication and sharing of best practices information among organizations of all types
To serve as a working tool for understanding and managing performance and for guiding organizational planning and opportunities for learning.,[object Object]
Tcoc,[object Object],Tata Code of Conduct,[object Object]
TCOC governs the conduct and activities of the companies using the Tata name and of their employees.,[object Object],All employees of Tata Interactive Systems endeavor to ensure personal and organizational compliance with the Code and report any concerns about possible violations of the Code.,[object Object],There are 25 clause in the TCOC.,[object Object]
clauses from TCOC,[object Object],Clause:1 National interest,[object Object],Clause:2 Financial reporting and records,[object Object],Clause:3 Competition,[object Object],Clause:4 Equal opportunities employer,[object Object],Clause:5 Gifts and donations,[object Object],Clause:6 Government agencies,[object Object],Clause:7 Political non-alignment,[object Object],Clause:8 Health, safety and environment,[object Object],Clause:9 Quality of products and services,[object Object],Clause:10Corporate citizenship,[object Object]

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Roll no 11 tbem and tcoc

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  • 14. In addition, the Criteria have three important roles in strengthening competitiveness: 
  • 15. To help improve organizational performance practices, capabilities, and results
  • 16. To facilitate communication and sharing of best practices information among organizations of all types
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