The creation of wealth: the Tatas from the 19th to the 21st Century

By:

Lala, R. M

Material type: Text

TextPublication details: Penguin Random House India Pvt. Ltd. New Delhi 2004Description: xxxii, 307 pISBN:

9780143062240

Subject(s):

DDC classification:

338.70954 LAL

Summary: Description When Jamsetji Tat started a trading firm in 1868, few could have guessed that he was also starting an important chapter in the making of modern India. Jamsetji saw that the three keys to India's industrial development were steel, hydroelectric power, and technical education and research. A century and a half later, the Tatas can claim with justice to have lined up to the vision of their founder. This edition includes the story of how the Tatas, with Ratan Tata at the helm, have had to grapple with change in the post-1992 era of economic reforms, when the opening up of India to the world came as both a challenge and a blessing. In a frank epilogue, Ratan Tata talks about the difficulties he faced in implementing change, including resistance from his colleagues.

List(s) this item appears in: Non Fiction | HR & OB

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Holdings
Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Non-fiction	338.70954 LAL (Browse shelf(Opens below))	1	Available		001141

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Description

When Jamsetji Tat started a trading firm in 1868, few could have guessed that he was also starting an important chapter in the making of modern India. Jamsetji saw that the three keys to India's industrial development were steel, hydroelectric power, and technical education and research. A century and a half later, the Tatas can claim with justice to have lined up to the vision of their founder.
This edition includes the story of how the Tatas, with Ratan Tata at the helm, have had to grapple with change in the post-1992 era of economic reforms, when the opening up of India to the world came as both a challenge and a blessing. In a frank epilogue, Ratan Tata talks about the difficulties he faced in implementing change, including resistance from his colleagues.

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