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as in other companies the training department of the company works very closely with other functions of the company to be more efficient and hence productive. A number of highly effective learning techniques have been developed that help employees of the company achieve the desired goals in a very short span of time. Study material is made available in servers so that they are available throughout the clock and facilitate a self help approach. Practices such as focus on peer to peer learning have proved to be more result oriented than a university based approach. By assisting universal learning in terms of knowledge on technologies, cultures, etc, the company has been able to meet its skill shortages innovatively and productively (T+D, 2007).

With a combination of such strategies the company has been able to achieve the position that it currently finds itself in. Its future goals can be best put in the words of the CEO whose aims for the company are: to increase IT exports from $17.2 billion to $60 billion and to increase market share from 12% to 17% by 2010. Although the targets may seem ambitious, having seen the successes of the company, it would be fair to say that it has a good chance of getting there.

Let us now examine the case of a company that has failed to a measure similar to which Tata Consultancy Services has succeeded. The failure of Satyam Computers is being viewed as a failure only on the part of the audit activities of the company; it has been a failure of the entire top management of the company including the board of directors which is a key factor in the success of any company and therefore it is a management failure rather than corruption on the part of an individual alone. In January of 2009, Satyam shares fell by nearly 78% after its chairman and founder revealed that accounting records of the company had been falsified and accounting profits had been inflated for a number of years. The hypotheses that: would the company have survived had the top management and the chairman not indulged in malpractices? is not relevant. The question must rather be: Would the company have survived with the kind of top management and chairman the company had for any longer even if the accounting malpractice had not been committed? must be asked.

Although the company has not gone bankrupt and has been able to retain a large portion of its employees, this has been mainly due to the buyout of the company by another IT giant, Mahindra InfoTech. Prior to its failure, Satyam was the fourth largest IT consultancy, system integration and outsourcing firm in the country and was listed on the New York stock exchange. It had operations in 66 countries across the world with 50,000 employees and had operations in the infrastructure field as well.

The fact that nearly $1.6 billion dollars of the company's revenues was falsified by a single person in the company is being questioned. It had to involve a number of stakeholders across a number of platforms staring from the board of directors and the top management to the auditing firm that carried out the accounting tasks for the company. At a time when its competitors where showing profits in double digits, Satyam continually showed that its profits were under 5%. Despite a number of procedures and practices across the units of the organization to prevent such a situation, it had been happening for nearly a decade. Therefore, it was a complete sys本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。