Organizational CultureMr. Chaudhury believed that if anyone could pull it off, it was TCL. He had strong reasons to believe so. The first of these was the great culture present at TCL. In fact, Mr. Choudhary was one of the reasons the organization had the culture it did. He has always believed that culture is not the result of a single activity. It was the result of a series of activities, processes and policies implemented in the right spirit over a prolonged period of time. He also knew that a great work culture is of no use if it cannot deliver business results. Now it's time to test it. Tata Cummins Limited, although it thought a joint venture was an entity managed by Cummins. This is consistent with the fact that normally in Joint Ventures the management lies with the partner who owns the technology with it. This is to prevent mistrust and unsolicited doubts between joint venture partners. It is widely believed that any joint venture is like a marriage. The more open the communication, the smoother the flow of information, the more open and sincere the 2 partners are, the better the joint venture. However, this is easier said than done. However, the fact that both joint venture partners are organizations that pride themselves on being ethically sound has helped the cause. Since Cummins was the managing partner, all policies and processes of the organization were aligned to Cummins' way of working. In fact, most of the policies and processes it had were global policies, except very few of them which had to be modified to meet regional requirements. Cummins globally was an organization known for its excellent work standards. It is regularly present in the 100 ethical companies conducted by Ethisphere(Pa...... middle of paper ......created as an inseparable part of their regular work. The organization provides facilities for the various meetings and additional resources for covering the absence of 1 member at any time to attend meetings or follow up on improvement projects. Time is provided during normal working hours to make it clear that improvement activities in the teams are an integral part of the regular work. Input is provided to members in the form of training on problem solving, communication, technical topics, consensus process, conflict resolution, statistical techniques and behavioral sciences to enable them to participate effectively in the activities of the team managers and senior management review regularly complete and ongoing improvement projects in each team. Recognition is given to teams and individuals for contributions and efforts.