This case study (Delong and Vijayaragavan, 2002) embodies the extensive change management took place in Taj Hotel Group; India’s pioneer in hotel and hospitality industry during the time period of late 1990s. This revolutionary transformation created a tide of cultural, financial and strategic change within the company. Introducing novel practices influencing the cultural upheaval, streamlining the company owned properties and rationally re-structuring the company’s management while implementing new state of the art strategies to strengthen the company against its competitors.
Towards the end of the long tenure of Ajit Kerkar; 1970 to 1997, Taj …show more content…
Establishing a formal PM system aligns employee objectives and skills strategically with organizational goals. In particular, the use of the balanced scorecard (BSC), 360 feedback and Key Resulted Area (KRA) represents this objective: it is aligned to the organization’s vision and mission. Thus, the company gains competitive advantage through increased organizational performance (Kaplan and Norton; 1996; 2007).