Organisational Behaviour - II A Project Report On India Yamaha Motors

Organisational Behaviour -II
A Project Report on India Yamaha Motors
Submitted to: Prof. Jeyavelu
Indian Institute of Management Kozhikode Date of submission: 2 December, 2010
Submitted by: Group IV HEERAL BHATIA(PGP14/274) | NITESH K GUPTA(PGP14/260)) MAHTAAB KAJLA(PGP14/280) | PRACHI CHAWLA(PGP14/287 | RAHUL MITTAL (PGP14/290) VINNY ARYA(PGP14/313) | VISHAD DUBEY(PGP14/315)
Contents
Foreword: ........................................................................................................................................................................... 3 Introduction:....................................................................................................................................................................... 4 Orgaization Culture at Yamaha:.................................................................................................................................. 5 A culture of safety: ........................................................................................................................................................... 5 Individual Initiative: ........................................................................................................................................................ 5 Reward System:................................................................................................................................................................. 6 Direction: ............................................................................................................................................................................. 6 Management Support: .................................................................................................................................................... 6 Conflict Management: ..................................................................................................................................................... 6 A culture of fair dealings: .............................................................................................................................................. 6 Dimensions of Organizational Sturcture................................................................................................................. 7 Components of Organizational Structure ............................................................................................................... 7 Complexity ......................................................................................................................................... 7 Horizontal Differentiation ............................................................................................................... 7 Vertical Differentiation ................................................................................................................... 8 Spatial Differentiation ..................................................................................................................... 8 Formalization..................................................................................................................................... 8 Centralization .................................................................................................................................... 9 Organization Structure in a Nutshell ........................................................................................................................ 9 Organizational Design ................................................................................................................................................. 10 Divisions and Departments in India Yamaha Motors ....................................................................... 10 Hierarchy ........................................................................................................................................... 11 YMI- A Machine Bureaucracy ................................................................................................................................... 11 Environment .................................................................................................................................................................... 12 Specific Environment ................................................................................................................................................... 12 Customers ......................................................................................................................................... 12 Competitors ...................................................................................................................................... 13 December 4, 2010 Suppliers............................................................................................................................................ 13 Distributors ....................................................................................................................................... 13 Labour Unions ................................................................................................................................... 14 Government ...................................................................................................................................... 14 General Environment................................................................................................................................................... 14 Political Environment ........................................................................................................................ 14
Organisational Behaviour -II Economic Environment ..................................................................................................................... 15 Socio Cultural Environment .............................................................................................................. 15 Technological Environment .............................................................................................................. 16 Environmental Forces ....................................................................................................................... 17 Legal Environment ............................................................................................................................ 18 International Environment................................................................................................................ 18 Strategy .............................................................................................................................................................................. 19 Yamahas Market Differentiation Strategy - Porters competitive strategies and Millers Integrative framework ................................................................................................................................................ 19 From Cost Control to Market Differentiation ................................................................................... 19 Yamahas Breadth Strategy ............................................................................................................... 21 Prospector- Miles and Snows strategic types ................................................................................................... 21 Technology ....................................................................................................................................................................... 22 Technology and Organizational Effectiveness................................................................................................... 22 Perrows Classification ................................................................................................................................................ 23 Woodwards Framework............................................................................................................................................ 24 Thompsons Classification..................................................................................................................... 25
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Foreword
2 am , 4th December 2010.. Just a final review and then we can mail it.. announced Mahtaab as we all compiled our research gathered in bits and pieces in the past one month on this project. This work has been a combined effort of our team and all of us have tried our best to gather the most accurate data and information about the organisational aspects of India Yamaha Motor Pvt. Ltd. The analysis has been based on the available facts and news gathered from various sources as well as our intuitive understanding of the various aspects of the two wheeler industry. Our special thanks to Mr. Pankaj Dubey, National Business Head at Yamaha and Mr. N.K Gupta (Department Head, Stores) at Yamaha for providing their valuable insights. We thank Prof. Jeyavelu for introducing us to the various aspects of Organisational Behaviour. We tried to incorporate the elements of our learning on our own approach of working as a team so as to eliminate inefficiencies and bank upon the competencies of each individual member while allowing everyone to explore the marches of their comprehension and creativity. This project has been a wholesome learning experience for us and we would be glad to extend the learning process by welcoming criticism and suggestions on our work.
OB Group 4
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Introduction About Company

India Yamaha Motor Private Limited is an Indian subsidiary of Yamaha Motor Company, formed in 2008 as a joint venture with Mitsui. It produces a range of motorcycles for domestic consumption and export. Yamaha motors in India have been present in the market of low range economy bikes for a long time. All bikes in their store were designed for mass market, but with the introduction of FZ-16, FZ-S, Fazer, and R15 they have made an impression on the mid-range bike market in India. The market for these sorts of bikes was very small that there were only two major players in the market: Hero Honda and Bajaj. The introduction of the earlier mentioned bikes by Yamaha has provided the 2-wheeler market with more choices.
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Organisational Culture at Yamaha

To start with, lets define culture in an organisational context- the philosophy that guides an organisations policy towards employees and customers or basic assumptions and beliefs that are shared by the members of the organisation. We have analysed the culture at Yamaha by analysing the following key characteristics-
A culture of safety: Yamaha is committed to safety and health of its employees and other stakeholders who may be affected by its operations. It believes that healthy work practices lead to better business performance, a motivated workforce and higher productivity. They create a safety culture in the organization by: Integrating safety concerns in all activities while improving safety performance Ensuring compliance with applicable legislative requirements Empowering employees to observe safety in their respective work places. Promoting safety awareness amongst employees, contractors and suppliers Individual Initiative: At higher levels the management is controlled by Japanese employees ( Division Head and above) who own a sufficient degree of freedom in their operation. At the manager level, there is sufficient space for individual initiatives though no significant signs of promoting creativity in employees. At the worker/ supervisor level, very less scope for individual initiative. Half of the lower level workforce is contractual by nature so freedom of work is low. No clear definition of jobs at the lower levels.
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Reward System: Yamaha gives the best salaries and rewards to its employees which is a notch above the industry standards. As such, there are levels of job satisfaction amongst the employees inspite of the low degree of freedom awarded. The company gives increments after every three years and awards educational scholarships to the wards of the employees. A transparent system. NO Favouritism and equal opportunity to all employees. An unusual clause of obtaining no references from employees for filling a vacant post. As long as the father is employed in the organisation, the son/daughter cannot be employed. The reward system at Yamaha is a lot influenced by the Japanese Reward Culture. Eg. KAIZEN reward for discouraging absenteeism Direction: Even after acquiring Escorts stake in Yamaha and combing the workforce, Yamaha has been able to maintain and give its employees a common direction. As far as the individual job direction is concerned the employees have sufficient clarity and any given ambiguities can be resolved by referring to the Company Rule Book. Management Support: The management offers full support to employees however, due to high levels of formalisation, the process is slow. Conflict Management: The management resolves all conflicts with the unions as well as internal conflicts in a manner so as to maintain harmony in the organisation. Employees are rotated across departments to ensure that any personal rivalry or grudges do not affect the working of an individual employee or the company. A culture of fair dealings: The organisation highly encourages a culture of fair dealing with all internal and external stakeholders and has very low tolerance towards any deviation from the prescribed ethical standards.
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DIMENSIONS OF ORGANISATIONAL STRUCTURE

Organization Structure defines how tasks are to be allocated, who reports to whom, and the formal coordinating mechanisms and interaction patterns that will be performed. Components of Organizational Structure Complexity o Horizontal Differentiation o Vertical Differentiation o Spatial Differentiation Formalization Centralization Complexity Complexity refers to the degree of differentiation that exists within an organization. This includes the degree of specialization or division of labor, the number of levels in the organizations hierarchy, and the extent to which the organizations units are dispersed geographically. YMI has a complex structure. Horizontal Differentiation It refers to the degree of differentiation between units based on the orientation of members, the nature of the tasks they perform, and their education and training. Horizontal Differentiation in Yamaha is neither very high nor very low because: Approximately, 90% of the permanent employees belong to National Capital Region (NCR). The living style, culture, language of the employees is almost similar. This leads to low degree of horizontal differentiation. The education level of all the departments counterparts is almost same as company stopped recruiting after its total acquisition in 2001 from Escorts Group.
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The number of departments in the company is very high. This leads to chaos and confusion, conflict of interests among the managers of different departments. As company has not recruited since 2001, the professionals are hardly seen in the organization. But employees in the organization acquire functional specialization through their experience. Vertical Differentiation It refers to the depth in the structure. Differentiation increases, and hence complexity, as the number of the hierarchical levels in the organization increases. The degree of vertical differentiation is high in Yamaha because: Span of control is high under each department head. Every department head monitor the activities of 30-40 subordinates (including managers, staff members and workers). Every big post has been acquired by the Japanese people. They are very punctual about the performance quality and rigidity in the work schedule which creates problems for the subordinates manytimes. Spatial Differentiation It refers to the degree to which the location of an organizations offices, plants, and personnel are dispersed geographically. YMI initially started their production at Surajpur plant in Greater Noida. Escorts plant was in Faridabad. When YMI acquired Escorts fully, YMI made Faridabad plant for the purpose of making engine and small parts for the Assembly line to reduce the vendors cost. Spatial Differentiation is very high because: Difference in the salaries of two plants by around Rs.3000. Employees in Faridabad feel unsecured for their jobs as they think that Japanese people never allow Job Security. Good working facilities in Surajpur plant frustrate the minds of employees of Faridabad which leads to poor performance. Formalization It refers to the degree to which jobs within the organization are standardized. The formalization level is different at different positions: In YMI, the formalization level is low at managerial levels because managers are given targets from the top management which he was
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supposed to attain with the help of human resources he has allotted in his department. In short, managers are incumbent only to what is to be done. But supervisors and workers are monitored by division head and managers. Employees are incumbent not only to what is to be done, but also for when it is to be done, and how he should do it. So, there is a high level of formalization at operation level. Centralization It refers to the degree to which decision making is concentrated at a single point in the organization. Company employs Casual workers and contract labors for their production and assembly line operations. Workers are hardly encouraged to take the immediate decisions. They have to take permission from their immediate boss for each and every requirement. So, all the decisions are always in the hands of the department head within the department. Managers and supervisors play a culprit role for their superiors. Organization Structure in a Nutshell
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Organizational Design It is concerned with constructing and hanging an organizations structure to achieve the organizations goals. Divisions and Departments in India Yamaha Motors Accounts Corporate Finance Time Shop Employees Compensation Vendors and Distributors Accounting Services Sales and Marketing Warranty Health and Insurance Research and Development Human Resources Management Recruitment Training Grievance Redressal Appraisal Product Planning and Material Control (PPMC) Stores Purchases Production (Engines and small parts) Assembly Line Quality Check Manufacturing Engineering Paint Shop Welding Shop Maintenance Department India Yamaha Motors Private Limited has broadly six divisions. Each division has various departments working under it. All the top management posts are held by Japanese people. The structure of the organization is very vast but at the same time very simple also.
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Hierarchy
YMI- A Machine Bureaucracy There are many departments in the organization. After having the organization structure analysis, YMI can be categorized as the Machine Bureaucracy because: Japanese believe in the principle of standardization which is the very important feature of the Machine Bureaucracy. The rules and regulations prevent the company to have flexibility in the operations. The tasks are divided into functional departments.
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ENVIRONMENT
Specific Environment Customers The company primarily targets Indias burgeoning middle class by providing a resort from the insufficient public transport system in the form of an economical and reliable personal transport. Yamahas core target market lies between the age group of 18 to 30 and it is increasingly targeting the youth with the introduction of sports bikes. However, with the introduction of Yamaha V-max, now it also caters to the top niche segment of the economic classes of India. Rise in Indias Young Working Population With the rising levels of per capita income of people, the Indian two wheeler market offers a huge potential for growth. This growth is relevant in the light of the fact that 70 per cent of Indias population is below the age of 35 Years and 150 million people. Yamaha continues with its efforts to enhance consumer confidence by organizing customer specific championships Market Penetration The growth witnessed by the Indian two wheeler industry indicates the growing demand for low cost personal transportation solutions amongst the 300 million Indian middleclass consumers.
Figure: the breakup of production of automobile in India in 2008-2009.
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Despite this spectacular growth rate, the two wheeler penetration (number of two wheelers per 1000 inhabitants) in India remains lower than other Asian countries such as Taiwan, Thailand, Malaysia, Vietnam etc.
Figure: break-up industry in India
of
two
wheeler
Competitors Big players such as Hero Honda and Bajaj (as shown in the figure above) have exercised a huge bargaining power over suppliers as well as buyers. As such, Yamaha receives heavy competitive pressures especially on grounds of the cost as well as distribution leadership assumed by these players. Suppliers Yamaha procures the heavy components from its vendors in Japan and Thailand. However, a motorcycle comprises of over 2000 components which are locally sourced. The two wheeler industry largely sources its parts and components from common vendors in North India (Faridabad being the hub). As such, the supply side is marked by a lot of politics between the vendors and bigger players who have a large appetite to place orders beyond capacity thus creating an artificial scarcity in the market. Yamaha has a policy of ordering for the parts at least three months in advance. Yet, the vendors fail to deliver as per order leading Yamaha in a situation of inefficient fulfilment of market demand. Distributors Yamaha has a smaller range of models in comparison with its counterparts in India like Hero Honda and Bajaj. As such, it exercises a relatively lesser
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influence on its distributors in terms of stocking and display. Yamaha has adopted the concept of 3S - SALES SERVICE and SPARE PARTS for meeting the customer requirements. Yamaha India also serves to foreign markets such as Argentina, Mexico, Philippines, and Bangladesh etc. Credit Policy- Yamaha does not offer any credit terms to its dealers except in discretional cases. This is an aberration to the industry trend of an average of 2 month credit period. However, the industry has also been converging towards reducing credit periods- Hero Honda has brought down its vendor payment period from 52 days to 45 days Labour Unions Birth of labour union during its joint venture with Escorts- All Escorts Employees Union (AEEU) 1996 Formation of All Yamaha Employees Union under the purview of AEEU after acquiring full control and becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan. The Labour Union possesses a very strong bargaining power especially post the 72 day strike in 2000 which led to institution of a binding increment in allowances at the operational-supervisory level every three years Government The Government of India approved a comprehensive automotive policy in March 2002. GOI has imposed certain rules and regulations regarding the emissions and imports of components. As per government notification all the two wheelers had to upgrade to Bharat Stage III norms by April 2010. Yamaha, however, decided against upgrading Alba and G5 because of its low demand, but they are going to concentrate in the 150cc category to drive up sales. General Environment Political Environment Under the UPA rule most of the business from across all industries try and win over as much political support. When the UPA government was formed, among many businessmen who went to meet Sonia Gandhi, one of first few was Mr. Bajaj. The increasing interaction between the congress and Mr. Bajaj has been a cause of worry for the other players in the two wheeler segment. It is slated that political influence and not business
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acumen has helped Bajaj in winning many deals which otherwise were not very achievable. The core competitors viz. Yamaha and Honda have been coming up with new higher models while the Bajaj industry has been upgrading its bikes model by only varying the cc engine. It is believed that Mr. Bajaj has used his political influence to raise the prices of the competitors models, thereby minimizing his loss of market share. Economic Environment The Indian Economy is marked by high growth with an expected GDP growth of 8.5%. There has been an increasing inflow of foreign capital in the country. Following are few of the factors that have helped surging the market growth: Tightening of the interest rates by the RBI Combined Goods and Services Tax is expected by 2011 which is expected to remove the cascading effect caused due to multiplicity of taxes. Deregulation of petrol has led to increase in prices and increase in commission to petrol pump owners and will continue the spiral. Socio Cultural Environment Populations can be divided according to the demographic and cultural factors of the society. Regions can differ in their social and cultural values and therefore, marketing strategy of the company can vary owing to the differences in values. Yamaha tries to implement the philosophy of Kando wherein it tries to provide customer value in each of its products. Since India has a young population; Yamaha launched a pool of stylish and quality bikes which can suit young generations personality. Below are few of the TV commercials that were aired to catch the attention of the young generation
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To target common commuters, Yamaha Motor India launched 3 new bikes namely YBR 125,Yamaha SZ ,Yamaha SZ-X.It also launched sporty bikes like Yamaha Fazer 250 to cater young Indian population. Technological Environment Bikes with higher engine capacities have done commendably well on the Indian roads. Bike styling and fuel efficiency has also seen major developments. The new technologies including the mono shockers, back and front disc brakes, the magnum wheels, DiASil Cylinder etc. are some things that many companies are looking forward to
Fig: conventional aluminum cylinder with a steel liner Yamaha"DiASil Cylinder" that needs no liner or cylinder wall plating
Yamaha has been able to involve many of these technology trends in its latest bikes i.e. FZ & FZS.
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Yamaha also developed CF Aluminium Die Casting Technology for mass production of Aluminium. This helped in reducing the weight of the parts.
Fig: The YZF-R6's aluminum frame
Environmental Forces Demand for two wheelers is increasing and thereby overcrowding the roads. Another problem is the adherence to emission norms because of the lack of infrastructure for inspection. Pollution/Energy Efficiency Because of Euro II, there will be a lot of pressure on the two-wheeler industry to come up with greener technologies. In light of this Yamaha educates its employees about hazardous materials in products, and implemented LCA methodologies for measuring the environmental impact of Yamaha products. It eliminated the use of CFCs and HCFCs from manufacturing processes. It has cut its CO2 emissions volume by 26% compared to FY1990 in the year 2008. Yamaha improved its production and air conditioning equipment to reduce greenhouse gas emissions.
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Legal Environment Due to the steep fuel prices in India, the sector is driven by demands for fuel efficient automobile systems. Hence, the regulations on fuel efficiency are less. The vehicular emission regulations are taken care by Society of Indian Automobile Manufacturers (SIAM). In 2007, the Supreme Court made it compulsory to wear helmets (which meet Bureau of Indian Standards requirements) for drivers and pillion drivers. In 2008, Madhya Pradesh high court had banned the registration of two-wheelers which had the hand grip above the tail light to ensure a protection system for pillion riders. Delhi High Court came out with a ruling that a comprehensive insurance policy for vehicles which also covered the pillion rider on a two-wheeler should be offered by all the insurance firms. This was accepted by all insurance firms after much deliberation. Also, Supreme Court stated that the two-wheeler manufacturers will have to sell a helmet along with their bikes and scooters. International Environment The two wheeler industry is currently growing at a CAGR of 9.45% from, and has thereby drawn the interest of a number of international players. Suzuki Hayabusa, Kawasaki Ninja, Suzuki Zeus, are some of the bikes which are already launched in India. These players cater to a very specific customer segment but due to the high margins make a profitable venture for players like Harley Davidson, BMW etc. However, for long term sustainability in India every player will have to enter in the market in the low and medium cc range.
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Strategy
We would be explaining Yamaha Indias business strategy with respect to Porters competitive strategy, Millers Integrative framework and Miles and Snows strategic types. Yamahas Market Differentiation Strategy - Porters competitive strategies and Millers Integrative framework According to Porters competitive strategies and Millers Integrative framework, Yamaha is a market differentiator. From Cost Control to Market Differentiation For a long time till 2007-08, Yamaha has been following the cost control strategy by focussing on the low end 100cc bikes like Crux and Alba. This kept it market share to below 5%. In lieu of the growing Indian economy and the need for differentiator products, Yamaha revamped its strategy and shifted its focus to premium bikes. It plans to gain 20% market share in the premium segment by 2010. The 100cc bikes are supplied only if there is a pull, but the company has clearly indicated that it sees its future in the mid-market and premium segments. The company is not just willing to limit itself to just prestige pricing. It will provide more value to the customer in terms of attributes like great technology, superior design, ergonomics for long distance travelling etc. For example the company will be launching its new superbike in the 1000cc segment. Apart from this, it is also optimistic about the FZ-16 series it has launched in the mid-market segment (150 cc) bikes. So hence, we can see that the aim is to provide niche products for the diverse customer segments. This is its market differentiation strategy.
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Apart from providing niche products in the motorcycle segment, Yamaha is also foraying into the gearless scooter segment, according to a recent media report. Yamaha Motor racing is a sort of surrogate marketing for the high end 800cc and 1000cc bikes. In order to strengthen its market differentiator position, Yamaha also aims to provide maximum value at a cost-effective price. So recently it has aimed to reduce its expenses by 10%, and by integrating its design, procurement and manufacturing functions to reduce waste. Entry into the rural markets The rural market accounts for 70% of the sales of the motorcycle industry. An extensive dealer network would be set up to finance and educate the rural customers.
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Many bikes in the standard segment like the Crux and the YBR-110 are having a strong demand in the rural market and are crucial for the company to expand its market share, whereas the premium segment which is still in a nascent stage is crucial for the company to expand its bottomline.
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Yamahas Breadth Strategy Yamaha has globally forayed into an extensive range of products like motorcycles, scooters, boats, sail boats, watercrafts, outboard motors, music instruments ,racing karts etc Prospector- Miles and Snows strategic types Yamaha can be described as a prospector (especially after the year 2007) as it has been constantly trying to explore new markets and opportunities. It provides bikes for almost every market segment ranging from the 100cc Crux to the 1000cc FZ1. It aims at providing a diversified product range to satisfy a wide variety of customer preferences. It has come up with several innovations like improving fuel efficiency of the bikes, introducing environment friendly engines, reducing the size of the engines and introducing light weight and compact metals for its bikes.
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Technology
Technology refers to the information, equipment, techniques and processes required to transform inputs into outputs in the organization. Three levels exist for technology: individual, personal skills & individual knowledge; functional or departmental, techniques to perform work and create value in a group; and organizational, conversion of inputs into outputs (i.e., mass production and craftwork). Mass-production technology involves conveyor belts usage and a standardized assembly process for production of goods. Crafts work involves skilled workers interacting to make a customized product. Technology and Organizational Effectiveness Technology is used at all three stages in the value creation processinput, conversion, and output. Since each function develops technologies that finally create value, the organizational structure in place must maximize the effectiveness of technology. Technology influences the structure of an organization. Three theories consider the relationship between technology and design. Managers should understand the concept of technical complexity, the differences between complex and routine tasks, and the way tasks are dependent on each other. Technology has a bearing on the following aspects of an organizational structure. A. Complexity B. Formalization C. Centralization Yamaha India Plant Yamahas plant has 3 vehicle assembly lines and 4 engine assembly lines which includes one line dedicated for export engines. The engine and vehicle assembly lines are synchronized which incorporate concepts of Unit Assurance. The plan produces 1200 bikes daily with 4 types of bikes produced on an average. The finished raw material is procured from a multiple of suppliers which is then assembled in the plant. The employees are organized into 4 teams:
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1st team works on conveyor line 2nd , 3rd and 4th team carry raw materials from storage department Stress on planning and involvement Rather than communicating the instructions downward, floor workers are encouraged to plan their work schedule on their own. Then the schedule and resources are finalized through direct interaction of workers and management. Workers are also expected to state a minimum level of productivity- per day or per week and any deviation from this standard is analysed and corrected by the workers and the management. Perrows Classification In this model, the technology is defined as the action that an individual performs upon an object, with or without the aid of mechanical devices, in order to make some changes in that object. As discussed above, the assembly line in Yamaha is a semi-automated one with every worker assigned specific tasks to be done. It relies on high levels of Division of labour to improve productivity and minimize wastage. Like any other assembly line, the Yamahas manufacturing process is marked by: Low Task Variability: The main features are High Division of Labour, High vertical differentiation, Highly Repetitive duties and task specialization. High Problem Analysability: Yamaha employs mostly unskilled workers since the problems faced during the assembly process are easily analysable and therefore Standard Operating Procedures are in place to take care
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Based on the Perrows matrix as shown above, Yamaha will land in the Routine technology quadrant. It is a well-structured organization with its rigidity and standardized coordination and control processes. The decision making is centralized and managers have wider span of control due to the formalization processes already in place. Woodwards Framework Woodward categorized the firms into three types of technologies i.e. Unit, Mass, or Production. She treated these categories as a scale with increasing degrees if technological complexity, with unit being the least complex and process the most complex. The model established a link between technology, structure and effectiveness. As far as Yamaha is concerned the manufacturing process would most closely resemble to Mass production technology which is most commonly used for large batches of bikes. Thus the status of the various parameters concerned in Woodwards model stand as follows:
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Thompsons Classification According to Thompsons classification, Yamaha should be categorized as Long linked Technology due to the nature of individual tasks which have Sequentially dependency with each other. Yamahas assembly line technology is characterised by a fixed sequence or repetitive steps which is one of the most important features of long linked technology.
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Yamaha India, as an assembling plant, is more focussed on the supply chain management rather than anything else. Procurement of individual parts, assembling them, and final distribution to the end users is what it is concerned with. As a result, management tends to respond to these uncertainties by controlling inputs and outputs. One of the best means for achieving this objective is to integrate vertically.
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References
Organizational theory by Stephen P. Robins, Mary Mathew www.wikipedia.org http://www.scribd.com/doc/2165100/Yamaha http://www.scribd.com/ORGANIZATIONAL-THEORY-DESIGN-ANDCHANGE-Chapter-09/d/7974307 http://www.yamaha-motor-india.com/about/profile/index.html http://www.scribd.com/doc/41422071/YAMAHA-TRAININGREPORT Discussion with Employees Reports Published in Economic Times and Financial Express http://www.financialexpress.com/news/yamaha-phases-out-threebikes-on-low-demand/656112/ http://www.scribd.com/doc/27342657/Financial-Analysis-Indian2-Wheeler-Industry www.scribd.com/.../Yamaha-Sales-promotion-and-Customersatisfaction www.docstoc.com Business Sales & Marketing www.global.yamaha.com/about/csr/report/data/csr_repo2009e.pdf
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Organisational Behaviour - II A Project Report On India Yamaha Motors

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Organisational Behaviour - II A Project Report On India Yamaha Motors

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Organisational Behaviour -II

A Project Report on India Yamaha Motors

Submitted to: Prof. Jeyavelu

Indian Institute of Management Kozhikode Date of submission: 2 December, 2010