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Group Members:

Mudit Pandey 012097

Neha Manjrekar 012098

Vishant Desai 012099 Ajit

Sunny

Eknath

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HONDA-COMPANY PROFILE

TYPE-SUBSIDIARY

Industry-AUTOMOTIVE

Founded-December 1995

Headquarters-Uttar pradesh

Number of locations- Greater Noida, Uttar PradeshBhiwadi, Rajasthan

Key people -Mr Hirnori Kanayama(ceo and president)

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Honda Cars India Limited (HCIL)is a subsidiary of the Honda MotorCompany of Japan for the production, marketing and export ofpassenger cars in India. Formerly known as Honda Siel Cars IndiaLtd, it began operations in December 1995 as a joint venturebetween Honda Motor Company and Usha International of

Siddharth Shriram Group. In August, 2012, Honda bought out UshaInternationals entire 3.16 percent stake for 1.8 billion in the jointventure. The company officially changed its name to Honda CarsIndia Ltd. (HCIL), which is now a 100% subsidiary of the HondaMotor Company, Japan.

It operates production facilities at Greater Noida in UttarPradesh and at Bhiwadi in Rajasthan. The company's totalinvestment in its production facilities in India as of 2010 wasover 16.2 billion.

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Mission and Vision

Mission- we are dedicated to supplying productsof the highest quality, yet at a reasonable pricefor Indian customer satisfaction.

Vision-The corporate vision s enormouslypractical. Quality in all jobs - learn, think, analyze,evaluate and improve

Reliable products - on time, with excellence andconsistencyBetter communication - listen, ask and speak up

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Hierarchy of Honda

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Organizing

MEANING-

Art of establishing effective coordination, technique

of effective operations, concerned with the study of

methods and procedure, purpose of earning profits,covers different functions of business.

Objective-

1. EFFICIENCY2. DIVISION OF WORK

3. DELEGATION

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FUNCTIONS

1.PRODUCTION

2.MARKETING

3.FINANCE

4.PERSONNEL

SIGNIFICANCE

1.FACILITATES ADMINISTRATION

2.ENSURES SPECIALIZATION

3.FACILITATES GROWTH

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Organizing plan adopted by Honda

Centralized organization.

Line authorization.

Staff authority.

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Centralized Organization

Meaning-The concentration of management

and decision-making power at the top of an

organization's hierarchy.

2. The location of all or most main

departments and managers at one facility.

Advantages-

1. Facility for personnel leadership.

2. Equitable distribution of work

3. Uniformity of activities

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Line uthorization

Authority is important here.

Authority flows in a direct chain on command.

One wrong decision by manager in any one dept. can holdentire production.

From top of the company to bottom.

Each line department is important for organizationssuccess.

Line employees are the workers/producers in comp.

If any line department fails to complete its task, companycannot sell products.

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Staff uthority

Based on special expertise.

Counseling & advising line managers.

Staff members includes specialists in law,accounting, advertising, HRM.

Staff members help line department in decisionmaking.

Generally provide services to management, whereas line managers are directly involved in

production.

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Organizing plan adopted by us for

Honda

TEAM AUTHORIZATION

DECENTRALIZED ORGANIZATION

DEPARTMENTALIZATION

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Team uthorization

Authority is granted to work teams.

It consist Groups of employees.

These groups/teams plan & organize their own work.

A team, may consist of top managers from severalareas.

ADVANTAGE-These teams play important role infirms daily operations.

This type of authorization will help building up teamspirit among the employees and will also reducework pressure.

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Decentralization MEANING-Decentralization is the policy of delegating

decision-making authority down to the lower levels in anorganization, relatively away from and lower in a centralauthority.

Advantage-1. Top management is relieved of much day-to-day problem

solving and is left free to concentrate on strategy, on higherlevel decision making, and coordinating activities.Decentralization provides lower level managers with vital

experience in making2. Lower level managers generally have more detailed and up

to date information about local conditions than topmanagers. Therefore the decisions of lower levelmanagement are often based on better information.

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Departmentalization

Grouping together people performing certain tasks

After jobs are specialized, they are grouped into

logical units called departments.

Managers can see more effectively how variousunits (departments) are performing

Job departmentalization is not done randomly

Departments are grouped logically

According to some common purpose

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Departmentalization can be done according to:

Geographic Departmentalization Functional Departmentalization

Customer Departmentalization

Product Departmentalization Process Departmentalization

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Forms of Organizational Structure used by

us

Team organization

Matrix Organization

Learning Organization

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Matrix Organization

Teams are formed.

Team members report to managers.

Highly flexible form.

Adaptable to changing circumstances. Matrix structure depend on team authority.

Matrix can b temporary.

Used to finish a specific project.

With the end of the project, matrix also ends.

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Team Organization

Relies on project-type teams.

People move from project to project as

required by their skills & demand of the

project.

Helps each unit to change direction, explore

new ideas, & try new methods.

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Learning Organization

The idea is that continuous improvement occurs throughemployee learning.

Works for improvement through employee learning &development.

Helps in learning & personal development of our

employees. Also our org will transform itself to respond to changing

needs & demands.

The goal is to improve quality & measure performance.

This can b achieved by constantly upgrading employees

talent, skill, & knowledge. Example, training programs, seminars, & related activities

for employees.

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Managing Director

Prod.

Director

Factory

ManagerQC

Manager

HR Director

Management

Acct

Sales &

Marketing

Director

FinanceDirector

Financial

Acct

All

employees

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Reason for choosing this

Hierarchy

Few numbers of managerial staff.

Employees can directly communicate to their

managers.Smooth flow of information from lower level

to upper level managers .

Avoids confusion and employees can share

their ideas with their managers .

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Problems faced by Honda

1. Delay in work.

2. Distinctive to subordinates.

3. No loyalty.

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Conclusion

For every minute spent inorganizing,

an hour is earned."

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