Shrinath Oc FINAL

8/12/2019 Shrinath Oc FINAL

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CHAPTER I

INTRODUCTION

Organization

A social unit of people that is structured and managed to meet a need or to pursue

collective goals. All organizations have a management structure that determines

relationships between the different activities and the members, and subdivides and

assigns roles,responsibilities,and authority tocarry out different tasks.Organizations

areopen systems--theyaffect and are affected by theirenvironment.

An organization is an entity that has a collective goal and is linked to an external

environment. The word is derived from the Greek word organon, itself derived from

the better-known word ergonwhich means "organ" a compartment for a particular

task.

Organizations, according to Gary Johns, are social inventions for accomplishing

goals through group efforts. This definition, though simple covers a wide variety of

groups such as businesses, schools, hospitals, fraternal groups, religious bodies,

government agencies and the like.

Culture

Culture refers to the cumulative deposit of knowledge, experience, beliefs, values,

attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations,

concepts of the universe, and material objects and possessions acquired by a group of

people in the course of generations through individual and group striving.

Culture is the characteristics of a particular group of people, defined by everything

from language, religion, cuisine, social habits, music and arts.

Old Oxford Dictionary meaning is, The cultivation of soil. The raising, improvement,
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or development of some plant, animal or product" Origin - Latin word cultura,

"cultivation" or "tending,"

Organization Culture (Definition)

Organization is a consciously coordinated social unit, composed of two or more

people that function on a relatively continues basis to achieve a common goal or asset

of goal. Stephen Robbins (1990)

Organization culture is a ways in which business members are unified by a common

standard and goal. The principle of organization culture states that a certain

organization encounters various challenges which the members were able to overcome

through established strategies and methods. Hence, organization culture is commonly

defined as the way things are conducted in the company. Edger Schein (1992)

Organizational culture is a set of shared mental assumptions that guide interpretation

and

action in organizations by defining appropriate behavior for various situations.

Although its difficult to get consensus about the definition of organizational culture,

several constructs are commonly agreed upon that organizational culture is holistic,

historically determined, related to anthropological concepts, socially constructed, soft,

and difficult to change. Ravasi and Schultz (2006)

A set of understandings or meanings shared by a group of people that are largely tacit

among members and are clearly relevant and distinctive to the particular group which

are also passed on to new members. Louis (1980)

Culture is a system of informal rules that spells out how people are to behave most of

the time. Deal and Kennedy (1982)

the organizational culture is the beliefs, values, and norms, together with symbols,

events and personalities unique to a groups behaviours. Gareth Morgan

Organization culture (Meaning)


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Organizational Culture sets a frame work within which individual and group behavior

takes place. The concept of culture has been derived from anthropology where it is

defined in so many ways and therefore, includes a variety of factors. At the early stage

of study of organizational culture in the field of organizational behavior, the same

situation existed and each researcher/author has defined culture in his own way. Over

the period some consensus has emerged in the form that organizational culture is a

system of shared meaning.

Every human being has certain personality traits which help them stand apart from the

crowd. No two individuals behave in a similar way. In the same way organizations

have certain values, policies, rules and guidelines which help them create an image

of their own.

Organizational culture is a set of characteristics that are commonly shared by the

people in the organization. Such characteristics may be in the form of assumptions,

beliefs, values, and norms which are known as abstract elements of the culture; or

externallyoriented characteristics like products, buildings, dresses, etc. which are

known as material elements of the culture.

We can characterize culture as consisting of three levels. Schein

(1988)

Behavior and artifacts

The most visible level is behavior and artifacts. This is the observable

level of culture, and consists of behavior patterns and outward

manifestations of culture - perquisites provided to executives, dress codes,

level of technology utilized (and where it is utilized), and the physical

layout of work spaces. All may be visible indicators of culture, but difficult

to interpret. Artifacts and behavior also may tell us what a group is doing,

but not why.

Values

At the second of culture are values. Values underl ie and to a large extent


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determine behavior, but they are not directly observable, as behaviors are.

There may be a difference between stated and operating values. People

will attribute their behavior to stated values.

Underlying Assumptions and beliefs

To really understand culture, we have to get to the deepest level, the level

of assumptions and beliefs. Schein contends that underlying assumptions

grow out of values, until they become taken for granted and drop out of

awareness.

To understand culture, we must understand all three levels, a difficult task. One

additional aspect complicates the study of culture, the group or cultural unit

which "owns" the culture. An organization may have many different cultures or

subcultures, or even no discernible dominant culture at the organizational level.

Recognizing the cultural unit is essential to identifying and understanding the culture.

Characteristics of Organizational Culture

Culture is a descriptive term. Organization culture is concerned with how

employees perceive the characteristics of an organizations culture, not with whether or

not they like them. That is its a descriptive term. This is important because it

differentiates this concept from that of job satisfaction.

It contrasts with study on job satisfaction as; job satisfaction seeks to measure affective

response to work environment. Its concerned about how the employees feel about the

organizations expectations, reward practices, and the like. Although the two terms

undoubtedly have overlapping characteristics, keep in mind that the termorganizational culture is descriptive, while job satisfaction is evaluative.

These are very general characteristics that every organization would have to look into;

otherwise the culture would seem incomplete. Although all these characteristics are at

some level a part of every company, the importance and individual interpretation of each

differs from business to business, thus making each business unique in its own way.


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There are 7 primary characteristics that belong to an organizational culture. They are

listed below.

Innovation and Risk Taking:

Risk and returns go hand in hand. Places where you take a risk (calculated

risk of course!), the chances of returns are higher. Same goes for innovation.

You could either be a follower or a pioneer. Pioneering has its share of risks,

but at times it can also have a breakthrough outcome for the organization.

Thus, innovation and risk taking is one of the main characteristics of

organizational culture defining how much room the business allows for

innovation.

Attention to Detail:

Attention to detail defines how much importance a company allots to

precision and detail in the workplace. This is also a universal value as the

degree of attention the employees are expected to give is crucial to the

success of any business. The management defines the degree of attention to

be given to details.

Outcome Orientation:

Some organizations pay more attention to results rather than processes. It is

really the business model of each business that defines whether the focus

should be on the outcome or the processes. This defines the outcome

orientation of the business.

People Orientation:

This is still one of the most contentious issues in organizational culture

today. How much should be the management focus on the people? Some

organizations are famous for being employee oriented as they focus more on

creating a better work environment for its 'associates' to work in. Others still

are feudal in nature, treating employees no better than work-machines.


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Team Orientation:

It is a well established fact today that synergistic teams help give better

results as compared to individual efforts. Each organization makes its efforts

to create teams that will have complimentary skills and will effectively work

together.

Aggressiveness:

Every organization also lays down the level of aggressiveness with which

their employees work. Some businesses like Microsoft are known for their

aggression and market dominating strategies.

Stability:

While some organizations believe that constant change and innovation is the

key to their growth, others are more focused on making themselves and

their operations stable. The managements of these organizations are looking

at ensuring stability of the company rather than looking at indiscriminate

growth.


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Importance of Organization Culture

A common platform where individuals work in unison to earn profits as well

as a livelihood for themselves is called an organization. A place where individuals

realize the dream of making it big is called an organization. Every organization has

its unique style of working which often contributes to its culture. The beliefs,

ideologies, principles and values of an organization form its culture. The culture of the

workplace controls the way employees behave amongst themselves as well as with

people outside the organization.

The culture decides the way employees interact at their workplace. A

healthy culture encourages the employees to stay motivated and loyal

towards the management.

The culture of the workplace also goes a long way in promoting

healthy competition at the workplace. Employees try their level best to

perform better than their fellow workers and earn recognition and

appreciation of the superiors. It is the culture of the workplace which

actually motivates the employees to perform.

Every organization must have set guidelines for the employees to work

accordingly. The culture of an organization represents certain predefined

policies which guide the employees and give them a sense of direction at

the workplace. Every individual is clear about his roles and

responsibilities in the organization and know how to accomplish the tasks

ahead of the deadlines.

No two organizations can have the same work culture. It is the culture

of an organization which makes it distinct from others. The work culture

goes a long way in creating the brand image of the organization. The work

culture gives an identity to the organization. In other words, an

organization is known by its culture.


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The organization culture brings all the employees on a common

platform.

The employees must be treated equally and no one should feel neglected

or left out at the workplace. It is essential for the employees to adjust

well in the organization culture for them to deliver their level best.

The work culture unites the employees who are otherwise from

different back grounds, families and have varied attitudes and

mentalities. The culture gives the employees a sense of unity at the

workplace.

Certain organizations follow a culture where all the employees

irrespective of their designations have to step into the office on time.

Such a culture encourages the employees to be punctual which eventually

benefits them in the long run. It is the culture of the organization

which makes the individuals a successful professional.

Every employee is clear with his roles and responsibilities and strives

hard to accomplish the tasks within the desired time frame as per the

set guidelines. Implementation of policies is never a problem in

organizations where people follow a set culture. The new employees also

try their level best to understand the work culture and make the

organization a better place to work.

The work culture promotes healthy relationship amongst the

employees. No one treats work as a burden and moulds himself according

to the culture.

It is the culture of the organization which extracts the best out of

each team member. In a culture where management is very particular

about the reporting system, the employees however busy they are would

send their reports by end of the day. No one has to force anyone to work.

The culture develops a habit in the individuals which makes them


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successful at the workplace.

Broadly there are two categories of organization culture

Strong Organization Culture

Strong organizational culture refers to a situation where the employees adjust

well, respect the organizations policies and adhere to the guidelines. In such a culture

people enjoy working and take every assignment as a new learning and try to gain

as much as they can. They accept their roles and responsibilities willingly. Strong

culture is said to exist where staff respond to stimulus because of their alignment to

organizational values. In such environments, strong cultures help firms operate

like well-oiled machines, cruising along with outstanding execution and perhaps

minor tweaking of existing procedures here and there.

Strong cultureis said to exist where staff respond to stimulus because of their

alignment to organizational values. In such environments, strong cultures help firms

operate like well-oiled machines, engaging in outstanding execution with only minor

adjustments to existing procedures as needed.

Weak Organization Culture

In such a culture individuals accept their responsibilities out of fear of superiors

and harsh policies. The employees in such a situation do things out of compulsion.

They just treat their organization as a mere source of earning money and never get

attached to it.

It is believed that organizations that foster strong cultures have clear values that give

employees a reason to embrace the culture. A strong" culture may be especially

beneficial to firms operating in the service sector since members of these

organizations are responsible for delivering the service and for evaluations important

constituents make about firms. The organizations may derive the following benefits

from developing strong and productive cultures:


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Better aligning the company towards achieving its vision, mission, and

goals

High employee motivation and loyalty

Increased team cohesiveness among the companys various

departments and divisions

Promoting consistency and encouraging coordination and control

within the company

Shaping employee behavior at work, enabling the organization to

be more efficient

Various types of organization culture

Charles Handy 1976has suggested following types of cultures:

Power culture: concentratespower among a small group or a central figure

and its control is radiating from its center like a web. Power cultures need

only a few rules and littlebureaucracybut swift in decisions can ensue.

Role culture: authorities are delegated as such within a highly defined

structure. These organizations form hierarchical bureaucracies, where

power derives from the personal position and rarely from an expert power.

Control is made by procedures (which are highly valued), strict roles

descriptions and authority definitions. These organizations have consistent

systems and are very predictable. This culture is often represented by a

"Roman Building" having pillars. These pillars represent the functional

departments.

Task culture: teams are formed to solve particular problems. Power is

derived from the team with the expertise to execute against a task. This

culture uses a small team approach, where people are highly skilled and

specialized in their own area of expertise. Additionally, these cultures often

feature the multiple reporting lines seen in amatrix structure.
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Person culture: formed where all individuals believe themselves superior

to the organization. It can become difficult for such organizations to

continue to operate, since the concept of an organization suggests that a

group of like-minded individuals pursue organizational goals. However

some professional partnerships operate well as person cultures, because

each partner brings a particular expertise and clientele to the firm.

Bet-the-company culture: This has slow feedback/reward and high risk,

resulting in the following: Stress coming from high risk and delay before

knowing if actions have paid off. The long view is taken, but then muchwork is put into making sure things happen as planned. Examples: aircraft

manufacturers, oil companies.

Factors affecting Organizational Culture

Culture represents the beliefs, ideologies, policies, practices of an organization. It

gives the employees a sense of direction and also controls the way they behave with

each other. The work culture brings all the employees on a common platform and

unites them at the workplace.

There are several factors which affect the organization culture:

The first and the foremost factor affecting culture is the individual

working with the organization.

The employees in their own way contribute to the culture of the

workplace. The attitudes, mentalities, interests, perception and even the

thought process of the employees affect the organization culture. Example -

Organizations which hire individuals from army or defense background

tend to follow a strict culture where all the employees abide by the set

guidelines and policies. The employees are hardly late to work. It is the

mindset of the employees which forms the culture of the place.


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Organizations with majority of youngsters encourage healthy competition

at the workplace and employees are always on the toes to perform better

than the fellow workers.

The sex of the employee also affects the organization culture.

Organizations where male employees dominate the female counterparts

follow a culture where late sitting is a normal feature. The male employees

are more aggressive than the females who instead would be caring and

softhearted.

The nature of the business also affects the culture of the organization.

Stock broking industries, financial services, banking industry are all

dependent on external factors like demand and supply, market, earningper share and so on. When the market crashes, these industries have no

other option than to terminate the employees and eventually affect the

culture of the place. Market fluctuations lead to unrest, tensions and

severely de motivate the individuals. The management also feels helpless

when circumstances can be controlled by none. Individuals are unsure

about their career as well as growth in such organizations.

The culture of the organization is also affected by its goals and

objectives.

The strategies and procedures designed to achieve the targets of the

organization also contribute to its culture.

Individuals w o r k i n g w i t h g o v e r n m e n t organizations

adhere t o t h e s e t guidelines but do not follow a procedure of

feedback thus forming its culture.

Fast paced industries like advertising, event management companies

expect the employees to be attentive, aggressive and hyper active.

The clients and the external parties to some extent also affect the

work culture of the place.

Organizations catering to UK and US Clients have no other option but to

work in shifts to match their timings, thus forming the culture.


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The management and its style of handling the employees also

affect the culture of the workplace.

There are certain organizations where the management allows the

employees to take their own decisions and let them participate in strategy

making. In such a culture, employees get attached to their management

and look forward to a long term association with the organization.

The management must respect the employees to avoid a culture where the

employees just work for money and nothing else. They treat the

organization as a mere source of earning money and look for a change in a

short span of time.

Models of Organizational Culture

Robert A Cookes Model of Organizational Culture

According to Robert A Cooke, the culture of an organization is the way

employees behave at the workplace to ensure stable future and growth.

Cooke has proposed three types of culture in an organization

1. Constructive Culture

There are certain organizations which encourage healthy interaction amongst

the employees. The individuals have the liberty to share their ideas, exchange

information and discuss things to come to an innovative solution beneficial to

all. Conflicts arise when employees feel neglected and are not allowed to speak

their minds. People crib amongst themselves when queries remain unattended

leading to severe de motivation. A constructive culture encourages discussions

and exchange of ideas amongst employees. Constructive culture motivates the

employees and eventually extracts the best out of them.


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The key features of a constructive culture

are:

Achievement: A constructive cu lt ure helps the employees to

achieve the targets within the stipulated time frame.

Self Actualizing: In this kind of culture, an employee stays motivated

and realizes his full potential.

Encouragement: A Constructive culture encourages emplo yees to

deliver their level best and strive hard for furthering the image of the

organization.

Affiliative: The employees avoi d confl icts a nd unnec essar y

disputes and promote a positive ambience at the workplace.

2. Passive Culture

In a passive culture, the employees behave in a way contrary to the way they

feel is correct and should be the ideal way. In a passive culture, the main motive

of the employee is to please the superiors and make his position safe and secure

in the organization. In such a culture, employees unhappily adhere to the

guidelines and follow the rules and regulations just to save their job.

The characteristics of a passive culture are:

Approval: In such a culture employees cant take decisions on their

own.They need to take their bosss approval before implementing any idea.

Conventional: Employees are bound by rules and regulations of

the organization and act according to the prescribed standards only.

Dependent: In such a culture, the performance of the employees is

dependent on the superiors decisions and they blindly follow their bosss

orders.


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Avoidance: Employees tend to avoid their own personal interests,

satisfaction and simply act according to the companys policies.

3. Aggressive Culture

This style is characterized with more emphasis on task than people. Because

of the very nature of this style, people tend to focus on their own individual

needs at the expense of the success of the group. The aggressive/defensive style

is very stressful, and people using this style tend to make decisions based on

status as opposed to expertise.

Oppositional- This cultural norm is based on the idea that a need for

security that takes the form of being very critical and cynical at times.

People who use this style are more likely to question others work; however,

asking those tough question often leads to a better product. Nonetheless,

those who use this style may be overly-critical toward others, using

irrelevant or trivial flaws to put others down.

Power- This cultural norm is based on the idea that there is a need for

prestige and influence. Those who use this style often equate their own self-

worth with controlling others. Those who use this style have a tendency to

dictate others opposing to guiding others actions.

Competitive- This cultural norm is based on the idea of a need to protect

ones status. Those who use this style protect their own status by comparing

themselves to other individuals and outperforming them. Those who use this

style are seekers of appraisal and recognition from others.

Perfectionistic- This cultural norm is based on the need to attain flawless

results. Those who often use this style equate their self-worth with the

attainment of extremely high standards. Those who often use this style are

always focused on details and place excessive demands on themselves and

others.


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Organizations with aggressive/defensive cultures encourage or require

members to appear competent, controlled, and superior. Members who seek

assistance, admit shortcomings, or concede their position are viewed as

incompetent or weak. These organizations emphasize finding errors,

weeding out "mistakes" and encouraging members to compete against each

other rather than competitors. The short-term gains associated with these

strategies are often at the expense of long-term growth.

Charles Handys Model of Organizational Culture

According to Charles Handys model, there are four types of culture

which the organizations follow:

1.Power culture:

Concentratespower among a small group or a central figure and its control is

radiating from its center like a web. Power cultures need only a few rules and

little bureaucracybut swift in decisions can ensue.

2.Role culture:

Authorities are delegated as such within a highly defined structure. These

organizations form hierarchical bureaucracies, where power derives from the

personal position and rarely from an expert power. Control is made by

procedures (which are highly valued), strict roles descriptions and authority

definitions. These organizations have consistent systems and are very

predictable. This culture is often represented by a "Roman Building" having

pillars. These pillars represent the functional departments.

3.Task culture:

Teams are formed to solve particular problems. Power is derived from the

team with the expertise to execute against a task. This culture uses a small
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team approach, where people are highly skilled and specialized in their own

area of expertise. Additionally, these cultures often feature the multiple

reporting lines seen in amatrix structure.

4.Person culture:

Formed where all individuals believe themselves superior to the organization.

It can become difficult for such organizations to continue to operate, since the

concept of an organization suggests that a group of like-minded individuals

pursue organizational goals. However some professional partnerships operate

well as person cultures, because each partner brings a particular expertise and

clientele to the firm.
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CHAPTER II

RESEARCH METHODOLOGY

Title of the study

Organizational Culture at Styrolution ABS India Limited A perception study of 30

respondents at Styrolution ABS India Limited.

Significance of the Study

One of the most important building blocks for a highly successful organization and

an extra ordinary work place is Organizational Culture. In the past twenty five 25

years the concept of Organizational Culture has gained wide acceptance as a way to

understand human systems for an open system perspective, each aspect of the

Organizational Culture can be seen as an important environmental condition affecting

the system and its sub- systems.

The purpose of this study is to understand how Culture helps in excellence of an

organization in the era of liberalization and as well as globalization. Organizational

Culture gives an identity to an organization which ultimately leads to effectiveness of

an industry. Organizational culture is possibly the most critical factor determining an

organizations capacity, effectiveness and longevity. It also contributes significantly to

the organizations brand image. It creates energy and momentum. The energy will

permeate the organization and create a new momentum for success. Above mentioned

relevance of organizational culture supports the proposition that, in this

competitive and globalize corporate scenario, there is a huge need of organizational

development strategy at various work force departments, as this can improve the

companys culture.

This study is an insight in to the organizational culture prevailing in the

company.


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Objectives of the study

1. To identify the culture prevailing in the organization

2. To study different parameters of organizational culture like rules and

policies, goals and measurement, training, ceremonies and events, management

behavior, rewards and recognition, communication, enabling environment,

organizational structure, conflict management, work life balance, motivation

and performance appraisal and customer service

3. To identify the pitfalls and provide necessary recommendations

4. To make study of interpersonal relationship in the organization.

5. To analyze the way of behavior and attitude of employeea towards their work

and organization.

Research Design

Selltiz has defined Research Design as the arrangement of conditions for collection

and analysis of data in a manner that aims to combine relevance to research purpose

with economy in procedure.

The research design is descriptive in nature emphasizing on the employees

beliefs towards different variable in the organization. Such a design would help in

giving an overall picture of ABS Ltd. It would further give an indication as to what

is the current state of organizational culture and provide suggestion for improvement

and opportunity for further development.

Universe of Study

The universe of study comprises of the employees of top level and middle level

management of Styrolution ABS India Limited.


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Sampling Procedure and Sample Size

Out of the above mentioned universe a sample size of 30 respondents (10 percent of

the universe) were selected by the use of simple random sampling technique.

Tools for data collection

The tool used for data collection was a questionnaire having fourty four

questions evaluated on a four point scale. The tool works as a questionnaire where

people were ready to fill it on their own at their own convenience but within the time

limit set by the organization.

[

Period of Data Collection

The data collection was done during the period of 15 thMarch, 2013 to 31stMarch,

2013 i.e. month.

Presentation of the Study

The project is a presentation of detailed study of organizational Culture. The reportis presented in the following way:

Chapter IIntroduction

Chapter IIReview of Literature

Chapter IIIData Analysis and interpretations

Chapter IVMajor Findings, Conclusions and Suggestions

Limitations of the Study

1. Being a learner in research, there can be few mistakes occurred in course of

study but they are part of learning the subject and system as whole.

2. In some cases the employees may not be ready to respond.

3. Since the study is concerned with exploring the reaction of the respondents


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hence the element of subjectivity cannot be ruled out.

4. Culture reflects the position of the past few years of the various practices, but

does not reflect the current situation of the organization.

5. There was very less time for data collection.


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CHAPTER III

REVIEW OF LITERATURE

In this chapter the researcher has attempted to review the literature of the past studies

and the various theories which have been relevant to the aspect of study of

organizational Culture. This would help to know the evolution of the aspect as well

as its importance and the significance of the studies done on the Organizational

Culture.

Views on organizational culture

Something that an organization has

Culture as Variable takes on the perspective that culture is something that an

organization has. Culture is just one entity that adds to the organization as a whole.

Culture can be manipulated and altered depending on leadership and members. This

perspective believes in a strong culture where everyone buys into it.

Something that an organization is

Culture as Root Metaphor takes the perspective that culture is something the

organization is. Culture is basic, but with personal experiences people can view it a

little differently. This view of an organization is created through communication and

symbols. There can be competing metaphors.

The organizational communication perspective on culture views culture in three

different ways:

Traditionalism: Views culture through objective things such as stories,

rituals, and symbol

Interpretivism: Views culture through a network of shared

meanings (organization members sharing subjective meanings)

Critical-Interpretivism: Views culture through a network of shared


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meanings as well as the power struggles created by a similar network of

competing meanings

Several methods have been used to classify organizational culture. While there is

no single typeof organizational culture and organizational cultures vary widely from

one organization to the next, commonalities do exist and some researchers have

developed models to describe different indicators of organizational cultures. Some are

described below:

Hofstede (1980), demonstrated that there are national and regional cultural

groupings that affect the behavior of organizations. Hofstede looked for national

differences between over 100,000 of IBM's employees in 50 different countries and

three regions of the world, in an attempt to find aspects of culture that might influence

business behavior.

Hofstede identified four dimensions of culture in his study of national

influences:

Power distance - The degree to which a society expects there to be

differences in the levels of power. A high score suggests that there is an

expectation that some individuals wield larger amounts of power than

others. A low score reflects the view that all people should have equal

rights.

Uncertainty avoidance - Reflects the extent to which a society accepts

uncertainty and risk.

Individualism v/s. Collectivism - individualism is contrasted with

collectivism, and refers to the extent to which people are expected tostand up for themselves, or alternatively act predominantly as a member

of the group or organization. However, recent researches have shown that

high individualism may not necessarily mean low collectivism, and vice

versa. Research indicates that the two concepts are actually unrelated.

Some people and cultures might have both high individualism and high

collectivism, for example. Someone who highly


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values duty to his or her group does not necessarily give a low

priority to personal freedom and self-sufficiency

Masculinity vs. Femininity - refers to the value placed on traditionally

male or female values. Male values for example include competitiveness,

assertiveness, ambition, and the accumulation of wealth and material

possessions.

Sinha (1980), study on work culture recommended the salience of the NT style as an

alternative model within the Indian culture. The following typical characteristics that

the Indian subordinates bring to the organization let to the formulation of the NT style.

Indian subordinates tend to depend excessively on their superiors, with

whom they want to cultivate personalized rather than contractual work

relationship.

They readily accept the authority of their superior and yield to his or her

demands.

Work is not valued in itself.

Yet the subordinates are willing to work extra hard as a part of their

efforts to maintain a personalized relationship with the superior

(Kakar 1974; Pareek, 1968; Sinha 1980).

Under such conditions according to Sinha 1980, a nurturing- task leader would be

more effective. According to Sinha, the NT leader cares for his subordinates, shows

affection, takes personal interest in their well being and above all, is committed to

their growth. He or she however, makes his or her nurturance contingent on

subordinatestasks accomplishment. The effectiveness of the NT style has recently

been demonstrated in a number of laboratory and field investigations by Sinha and

others (reviews as those of Ansari, 1986; Sinha 1983). In these studies, the style was

perceived as distinctly different from other style and it was found to have a positive

impact on several indicators of effectiveness commitment, facets of job satisfaction

and organizational productivity.


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Charles Handy (1985), popularized the 1972 work of Roger Harrison of looking at

culture which some scholars have used to link organizational structure to organizational

culture. He describes Harrison's four types thus:

A Power Culture which concentrates power among a few. Control

radiates from the center like a web. Power and influence spread out

from a central figure or group. Power desires from the top person and

personal relationships with that individual matters more than any formal

title of position. Power Cultures have few rules and little bureaucracy;

swift decisions can ensue.

In a Role Culture, people have clearly delegated authorities within a

highly defined structure. Typically, these organizations form hierarchical

bureaucracies. Power derives from a person's position and little scope

exists for expert power. Controlled by procedures, roles descriptions and

authority definitions. Predictable and consistent systems and procedures are

highly valued.

By contrast, in a Task Culture, teams are formed to solve particular

problems.Power derives from expertise as long as a team requires expertise.These cultures often feature the multiple reporting lines of a matrix

structure. It is all a small team approach, who are highly skilled and

specialist in their own markets of experience.

A Person Culture exists where all individuals believe themselves superior

to the organization. Survival can become difficult for such

organizations, since the concept of an organization suggests that a

group of like-minded individuals pursue the organizational goals. Some

professional partnerships can operate as person cultures, because each

partner brings a particular expertise and clientele to the firm.


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ORielly, Chatman & Caldwell (1991), developed a model based on the belief that

cultures can be distinguished by values that are reinforced within organizations. Their

Organizational Profile Model (OCP) is a self reporting tool which makes

distinctions according seven categories - Innovation, Stability, and Respect for

People, Outcome Orientation, and Attention to Detail, Team Orientation, and

Aggressiveness. The model is not intended to measure how organizational culture

effects organizational performance, rather it measures associations between the

personalities of individuals in the organization and the organizations culture.

Kotter and Heskett (1992), organizations with adaptive cultures perform much

better than organizations with unadaptive cultures. An adaptive culture translates into

organizational success; it is characterized by managers paying close attention to all

of their constituencies, especially customers, initiating change when needed, and

taking risks. An unadaptive culture can significantly reduce a firm's effectiveness,

disabling the firm from pursuing all its competitive/operational options.

Schein (1992), the two main reasons why cultures develop in organizations is due to

external adaptation and internal integration. External adaptation reflects an

evolutionary approach to organizational culture and suggests that cultures develop andpersist because they help an organization to survive and flourish. If the culture is

valuable, then it holds the potential for generating sustained competitive advantages.

Additionally, internal integration is an important function since social structures are

required for organizations to exist. Organizational practices are learned through

socialization at the workplace. Work environments reinforce culture on a daily basis

by encouraging employees to exercise cultural values. Organizational culture is

shaped by multiple factors, including the following:

External environment

Industry

Size and nature of the organizations workforce

Technologies the organization uses

The organizations history and ownership


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There are many different types of communication that contribute in creating

an organizational culture.

Metaphors such as comparing an organization to a machine or a family

reveal employeesshared meanings of experiences at the organization.

Stories can provide examples for employees of how to or not to act in

certain situations.

Rites and ceremonies combine stories, metaphors, and symbols into one.

Several different kinds of rites that affect organizational culture:

Rites of passage: employees move into new roles

Rites of degradation: employees have power taken away from them

Rites of enhancement: public recognition for an employees

accomplishments

Rites of renewal: improve existing social structures

Rites of conflict reduction: resolve arguments between certain

members or groups

Rites of integration: reawaken feelings of membership in the

organization

Reflexive comments are explanations, justifications, and criticisms of

our own actions. This includes:

Plans: comments about anticipated actions

Commentaries: comments about action in the present

Accounts: comments about an action or event that has already occurred

.


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Knight (1997), Lumpkin & Dess (2001), Stevenson (2001) & Jarilio (1990), in their

studies reported that proactiveness can be conceptualized as the level of

aggressive behavior directed at rival firms and the inclination of firms to actively

pursue favorable business opportunities. Firms operating in cultures that place an

emphasis on assertive and decisive action, that believe conflict and competition

are healthy mechanism for social interaction and that place a high emphasis on

taking advantage of potential

Opportunities will exhibit higher level of proactive behavior than organizations in

cultures that value tranquility and stability.

Robbins (1998), states that a company with a conservative culture fills with people

who self respect not to take risks and not to admit mistakes. These are not the people

who will come rushing with open arms when someone proclaim. Shifting a culture

means addressing fears with substance: the organization must factor risk taking into

its rewards and performance measures. That support must come out in daily

interactions. And even then, the best learning comes from carefully separating

judgments from facts, and promoting the search for solutions, rather than rehashing

blame.

Rajendran (2001), in his research further indicates that no organizations can be

effective unless its members are motivated to work together. Building a team with

subordinates and to make an effective organization is not a onetime task. Maintain a

healthy team and developing its demands requires continuous attention. Considerable

efforts have to be put into ensuring that differing personalities are able to relate to

communicate with and value the contribution of their colleagues.

Ruin (2001), in his studies noted that transparent and sincere communication is an

important ingredient of positive work culture. For an organizational success, open and

honest communication among employees and to outsiders is paramount. Transparent

and sincere communication promotes peaceful and amicable working environment,

breeds creativity and expands productivity. Transparent and clear communication

develops a learning company and its people are prepared to speak, willing to listen and


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assimilate instructions, express frank opinions or speak without fear or fervor, and

everyone is prepared to give chances to each others opinions or ideas, and in the end

grow and move forward together in harmony. Credible organizational work culture

ensures that policy in the company propagates honest, integral and transparent

communication both internally (among employees and management) and externally

(with customers, outsiders and the public)

Corporate Leadership Council (2002), study found that cultural traits such as

risk taking, internal communications, and flexibility are some of the most important

drivers of performance, and may impact individual performance. Furthermore,

innovativeness, productivity through people, and the other cultural factors cited by

Peters and Waterman (1982) also have positive economic consequences.

Harvard Business School (2003), study reported that culture has a significant impact

on an organizations long-term economic performance. The study examined the

management practices at 160 organizations over ten years and found that culture can

enhance performance or prove detrimental to performance. Organizations with

strong performance-oriented cultures witnessed far better financial growth.

Hagberg (2003), has recently completed a study of organizational culture that

sheds lights upon problems related to openness in decision making. According to the

research finding executives that they actively solicit employee input in decision

making, and they highly value employee input. According to the data they see

themselves as highly participative in their management style, believe they actively

seek out feedback and consider themselves open to alternative views. Employees

on the other hand, dont confirm this perspective. Rather, they remain skeptical of

management openness to feedback and feel their views do not receive fair

consideration in decision making.

Adkins and Caldwell (2004), found that job satisfaction was positively associated

with the degree to which employees fit into both the overall culture and subculture

in which they worked. A perceived mismatch of the organizations culture and

what employees felt the culture should be is related to a number of negative


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consequences including lower job satisfaction, higher job strain, general stress, and

turnover intent.

It has been proposed that organizational culture may impact the level of employee

creativity, the strength of employee motivation, and the reporting of unethical

behavior, but more research is needed to support these conclusions.

Organizational culture also has an impact on recruitment and retention. Individuals

tend to be attracted to and remain engaged in organizations that they perceive

to be compatible. Additionally, high turnover may be a mediating factor in the

relationship between culture and organizational performance. Deteriorating company

performance and an unhealthy work environment are signs of an overdue cultural

assessment.

Edgar Schein (2004)

"A pattern of shared basic assumptions that was learned by a group as it solved

its problems of external adaptation and internal integration, that has worked well

enough to be considered valid and, therefore, to be taught to new members as the

correct way you perceive, think, and feel in relation to those problems"(Schein, 2004,

p. 17).

According to Schein (2004), cultureis the most difficult organizational attribute to

change, outlasting organizational products, services, founders and leadership and all

other physical attributes of the organization. His organizational model illuminates

culture from the standpoint of the observer, described by three cognitive levels of

organizational culture.

At the first and most cursory level of Schein's model is organizational attributes

that can be seen, felt and heard by the uninitiated observer - collectively known as

artifacts. Included are the facilities, offices, furnishings, visible awards and

recognition, the way that its members dress, how each person visibly interacts with

each other and with organizational outsiders, and even company slogans, mission

statements and other operational creeds.


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Artifacts comprise the physical components of the organization that relay cultural

meaning. Daniel Denison (1990) describes artifacts as the tangible aspects of

culture shared by members of an organization. Verbal, behavioral and physical artifacts

are the surface manifestations of organizational culture

Rituals, the collective interpersonal behavior and values as demonstrated by that

behavior, constitute the fabric of an organization's culture The contents of myths,

stories, and sagas reveal the history of an organization and influence how people

understand what their organization values and believes. Language, stories, and

myths are examples of verbal artifacts and are represented in rituals and

ceremonies. Technology and art exhibited by members or an organization are

examples of physical artifacts.

The second level deals with the professed culture of an organization's members -

the values. Shared values are individualspreferences regarding certain aspects of the

organizations culture (e.g. loyalty, customer service). At this level, local and personal

values are widely expressed within the organization. Basic beliefs and assumptionsinclude individuals' impressions about the trustworthiness and supportiveness of an

organization, and are often deeply ingrained within the organizations culture.

Organizational behavior at this level usually can be studied by interviewing the

organization's membership and using questionnaires to gather attitudes about

organizational membership.

At the third and deepest level, the organization's tacit assumptions are found. These

are the elements of culture that are unseen and not cognitively identified in everyday

interactions between organizational members. Additionally, these are the elements

of culture which are often taboo to discuss inside the organization. Many of these

'unspoken rules' exist without the conscious knowledge of the membership. Those with

sufficient experience to understand this deepest level of organizational culture

usually become acclimatized to its attributes over time, thus reinforcing the invisibility


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of their existence. Surveys and casual interviews with organizational members cannot

draw out these attributesrather much more in-depth means is required to first identify

then understand organizational culture at this level. Notably, culture at this level is the

underlying and driving element often missed by organizational behaviorists.

Using Schein's model, understanding paradoxical organizational behaviors becomes

more apparent. For instance, an organization can profess highly aesthetic and moral

standards at the second level of Schein's model while simultaneously displaying

curiously opposing behavior at the third and deepest level of culture. Superficially,

organizational rewards can imply one organizational norm but at the deepest level

imply something completely different. This insight offers an understanding of the

difficulty that organizational newcomers have in assimilating organizational culture

and why it takes time to become acclimatized. It also explains why organizational

change agents usually fail to achieve their goals: underlying tacit cultural norms are

generally not understood before would-be change agents begin their actions. Merely

understanding culture at the deepest level may be insufficient to institute cultural

change because the dynamics of interpersonal relationships (often under threatening

conditions) are added to the dynamics of organizational culture while attempts are

made to institute desired change.

Stanley G. Harris argues that five categories of in-organization schemata are

necessary for organizational culture:

Schemata (plural of schema) are knowledge structures a person forms from past

experiences, allowing the person to respond to similar events more efficiently in

the future by guiding the processing of information. A person's schemata are created

through interaction with others, and thus inherently involve communication.

Self-in-organization schemata: a person's concept of oneself within the

context of the organization, including her/his personality, roles, and

behavior.


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Person-in-organization schemata: a person's memories,

impressions, and expectations of other individuals within the

organization.

Organization schemata: a subset of person schemata, a persons

generalized perspective on others as a whole in the organization.

Object/concept-in-organization schemata: knowledge an individual has

of organization aspects other than of other persons.

Event-in-organization schemata: a person's knowledge of social events

within an organization.

All of these categories together represent a person's knowledge of an organization.

Organizational culture is created when the schematas (schematic structures) of

differing individuals across and within an organization come to resemble each other

(when any one person's schemata come to resemble another person's schemata because

of mutual organizational involvement), primarily done through organizational

communication, as individuals directly or indirectly share knowledge and meanings.

Deal and Kennedy defined organizational culture as the way things get done

around here. Deal and Kennedy created a model of culture that is based on 4 different

types of organizations. They each focus on how quickly the organization receives

feedback, the way members are rewarded, and the level of risks taken. Deal and

KennedysFour Cultures:

Work-hard, play-hard culture: This has rapid feedback/reward and

low risk resulting in Stress coming from quantity of work rather than

uncertainty. High- speed action leading to high-speed recreation. Examples:

Restaurants, software companies.

Tough-guy macho culture : This has rap id feed back/reward an d

high risk, resulting in the following: Stress coming from high risk and

potential loss/gain of reward. Focus on the present rather than the longer-

term future. Examples: police, surgeons, sports.


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Process culture: This has slow feedback/reward and low risk, resulting

in the following: Low stress, plodding work, comfort and security. Stress

that comes from internal politics and stupidity of the system. Development

of bureaucracies and other ways of maintaining the status quo. Focus onsecurity of the past and of the future. Examples: banks, insurance companies.

Bet-the-company culture: This has slow feedback/reward and high

risk, resulting in the following: Stress coming from high risk and delay

before knowing if actions have paid off. The long view is taken, but then

much work is put into making sure things happen as planned. Examples:

aircraft manufacturers, oil companies.

Gerry Johnson described a cultural web, identifying a number of elements that can

be used to describe or influence Organizational Culture:

The Paradigm: What the organization is about; what it does; its

mission; its values.

Control Systems: The processes in place to monitor what is going on.

Role cultures would have vast rulebooks. There would be more

reliance on individualism in a power culture. Organizational Structures: Reporting lines, hierarchies, and the way that

work flows through the business.

Power Structures: Who makes the decisions, how widely spread is

power, and on what is power based?

Symbols: These include organizational logos and designs, but also extend

to symbols of power such as parking spaces and executive washrooms.

Rituals and Routines: Management meetings, board reports and so onmay become more habitual than necessary.

Stories and Myths: build up about people and events, and convey a

message about what is valued within the organization.

These elements may overlap. Power structures may depend on control systems,

which may exploit the very rituals that generate stories which may not be true.


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Stephen McGuire defined and validated a model of organizational culture that

predicts revenue from new sources. An Entrepreneurial Organizational Culture (EOC)

is a system of shared values, beliefs and norms of members of an organization,

including valuing creativity and tolerance of creative people, believing that innovating

and seizing market opportunities are appropriate behaviors to deal with problems of

survival and prosperity, environmental uncertainty, and competitors' threats, and

expecting organizational members to behave accordingly.

Elements

People and empowerment focused

Value creation through innovation and change

Attention to the basics

Hands-on management

Doing the right thing

Freedom to grow and to fail

Commitment and personal responsibility

Emphasis on the future

Impacts

Research suggests that numerous outcomes have been associated either directly

or indirectly with organizational culture. A healthy and robust organizational culture

may provide various benefits, including the following:

Competitive edge derived from innovation and customer service

Consistent, efficient employee performance

Team cohesiveness

High employee morale

Strong company alignment towards goal achievement

Although little empirical research exists to support the link between

organizational culture and organizational performance, there is little doubt among


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experts that this relationship exists. Organizational culture can be a factor in the

survival or failure of an organization - although this is difficult to prove considering the

necessary longitudinal analyse are hardly feasible. The sustained superior

performance of firms like IBM, Hewlett-Packard, Procter & Gamble, and McDonald's

may be, at least partly, a reflection of their organizational cultures.

INDIAN CULTURAL PARAMETERS

Since Indian Culture parameters are not very clear in accordance with the

western authors, there is incoherence in taking anything as the basic parameters of

Indian organizational culture. Many authors have attempted to deal with the nature

of Indian basic values and their relationships with organizational functioning and

human behavior (Sinha and Sinha, 1983; Tripathi, 1988; Sinha, 1987). Indians are

perceived to be affliliative with a marked preference for personalized relationships

(Dayal, 1977); dependency prone (Pareek, 1968; Sinha, 1980); with low work ethic

and high leisure or "Aram" ethic (Sinha and Sinha, 1980) and governed by

social norms about responsibility, authority, equality and interpersonal relations in

their behavior even in the organizational setting (Pareek, 1979). Any analysis of

values in the Indian context is bound to be impressionistic, and stereotyped. Whatis need is an effort to identify the basic cultural values that have their mooring

in our socio-cultural reality and the processes through which they influence work

behavior


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CHAPTER IV

DATA ANALYSIS AND INTERPRETATIONS

SIMPLE FREQUENCY

TABLES

SECTION AGENERAL PROFILE

Table (A): Distribution of the Respondents in terms of Gender

Gender Frequency Percentage (%)

1 Male 29 96.67

2 Female 1 3.33

Total 30 100.00

Figure (A): Distribution of the Respondents in terms of Gender

From the table A it can be interpreted that out of 30 respondents 29 respondents

(96.67%) are male and 1 respondent (3.33%) is female.

29

1

Gender

male

female


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Table (B): Distribution of the Respondents according to Age Group

Sr. No. Age Group Frequency Percentage (%)

1 2534 Years 7 23.33

2 3544 Years 8 26.67

3 4554 Years 10 33.33

4 55 and Above 5 16.67

Total 30 100.00

Figure (B): Distribution of the Respondents according to Age Group

From the table B it can be interpreted that out of 30 respondents 7 respondents

(23.33%) are within the age group of 25-34 years, 8 respondents (26.67%) are

within the age group of 3544 years, 10 respondents (33.33%) are in the age

group of 45-54 years and 5 respondents (16.67%) are in the age group of 55 years

and above.

7

810

5

Age Group

2534 Years

3544 Years

4554 Years

55 and Above


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Table (C): Distribution of the Respondents in terms of Designation

Sr. No. Designation Frequency Percentage (%)1 General manager 2 6.67

2 Deputy General manager 4 13.33

3 Senior Manager 3 10

4 Manager 5 16.67

5 Deputy Manager 3 10

6 Senior Executive 3 10

7 Executive 4

8 Officer 6 20

Total 30 100.00

Figure (C): Distribution of the Respondents in terms of Designation

From the table C it can be interpreted that out of 30 respondents 2 respondents

(6.67%) are General Managers, 4 respondents (13.33%) are Deputy General

Managers, 3 respondents (10%) are Senior Managers, 5 respondents (16.67%) are

managers, 3 respondents (10%) are Deputy Managers, 3 respondents (10%) are Senior

Executives, 4 respondents (13.33%) are Executives and 6 respondents (20%) are

Officers.

2

4

3

5

3

3

4

6

Designation

General manager

Deputy General manager

Senior Manager

Manager

Deputy Manager

Senior Executive

Executive

Officer


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Table (D): Distribution of the Respondents in terms of Educational

Qualification

(Highest degree of Qualification)

Sr. No. Designation Frequency Percentage (%)

1 Under Graduate 3 10

2 Graduate 14 46.67

3 Post Graduate 13 43.33

Total 30 100.00

Figure (D): Distribution of the Respondents in terms of Educational Qualification

From the table D it can be interpreted that out of 30 respondents 3 respondents (10%)

are Under Graduates, 14 respondents (46.67%) are Graduates, 13 respondents (43.33%)

are Post Graduates.

3

14

13

Educational Qualifications

Under Graduate

Graduate

Post Graduate


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Table (E): Distribution of the Respondents in terms of Experience

Sr. No. Experience Frequency Percentage (%)

1 Less than 1 year 1 3.33

2 24 years 3 10

3 57 years 1 3.33

4 More than 7 years 25 83.34

Total 30 100.00

Figure (E): Distribution of the Respondents in terms of Experience

From the table E it can be interpreted that out of 30 respondents 1 respondent (3.33%)

is having experience less than 1 year, 3 respondents (10%) are having experience

between 2 to 4 years, 1 respondent (3.33%) is having experience between 5 to 7 years

and 25 respondents (83.34%) have experience of more than 7 years.

13

1

25

Experience

Less than 1 year

24 years

57 years

More than 7 years


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Section BRules and Policies

Table 1.1: Showing whether the rules and norms are well informed

Sr. No. Particulars Frequency Percentage (%)

1 Practiced in the company 24 80

2 Not practiced in the company 4 13.33

3 Not aware of the practice 0 0

4 Have no opinion about the practice 2 6.67

Total 30 100.00

Figure 1.1: Showing whether the rules and norms are well informed

From the table 1.1 it can be interpreted that out of 30 respondents 24 respondents (80%)believe that the rules and norms are well informed, 4 respondents (13.33%) believe that

the rules and norms are not well informed, 0 respondent (0%) are not aware of this

practice being followed and 2 respondents (6.67%) have no opinion whether the rules

and norms are well informed or not.

24

4

0

2

Rules and Norms

Practiced in the company

Not practiced in thecompany

Not aware of the practice

Have no opinion about the

practice


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Table 1.2: Showing whether the norms are decided in line with applicable laws


1 Practiced in the company 23 76.67


3 Not aware of the practice 4 13.33


Total 30 100.00

Figure 1.2: Showing whether the norms are decided in line with applicable laws

From the table 1.2 it can be interpreted that out of 30 respondents 23 respondents

(76.67%) believe that the rules are decided in line with applicable laws, 1 respondent

(3.33%) believe that the rules are not decided in line with applicable laws, 4

respondents (13.33%) are not aware of this practice being followed and 2respondents (6.67%) have no opinion about the practice.

23

1

4

2

Norms are decided in line with applicable laws


Not practiced in the

company



practice


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Table 1.3: Showing whether the rules and norms are revised on the regular basis





4 Have no opinion about the practice 0 0

Total 30 100.00

Figure 1.3: Showing whether the rules and norms are revised on the regular

basis


(80%) believe that the rules and norms are revised on regular basis, 5 respondents(16.67%) believe that the rules and norms are not revised on regular basis, 1

respondent (3.33%) is not aware of this practice being followed and 0 respondents

(0%) have no opinion whether the rules and norms are revised on regular basis or

not.

24

5

1

0

Rules and Norms revised regularly



companyNot aware of the practice


practice


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Table 1.4: Showing whether the rules are applied uniformly and are

followed






Total 30 100.00

Figure 1.4: Showing whether the rules are applied uniformly and are followed

From the table 1.4 it can be interpreted that out of 30 respondents 24 respondents(80%) believe that the rules are applied uniformly and are followed, 2 respondents

(6.67%) believe that the rules are not applied uniformly and are followed, 0

respondents ( 0%) are not aware of this practice being followed and 4 respondents

(13.33%) have no opinion whether the rules are applied uniformly and are followed.

24

2

0 4

Rules applied uniformly





practice


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Section CGoals and Measurement

Table 2.1: showing whether the individual goals of employee are in

alignment with the company goals






Total 30 100.00

Figure 2.1: showing whether the individual goals of employee are in

alignment with the company goals


(66.67%) believe that the individual goals of employee are in alignment with the

company goals, 8 respondents (26.67%) believe that the individual goals of employee

are not in alignment with the company goals, 1 respondent (3.33%) i s not aware of

this practice being followed and 1 respondent (3.33%) have no opinion whether the

individual goals of employee are in alignment with the company goals.

20

8

1 1

Indvidual goals are in allignment



company



practice


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Table 2.2: showing whether all employees are made clear with the goals of

the organization






Total 30 100.00

Figure 2.2: showing whether all employees are made clear with the goals of the

organization

From the table 2 . 2 it can be interpreted that out of 30 respondents 22

respondents (73.33%) believe that all employees are made clear with the goals of

the organization, 5 respondents (16.67%) believe that all employees are not made

clear with the goals of the organization, 0 respondent (0%) are not aware of this

practice being followed and 3 respondents (10%) have no opinion whether all

employees are made clear with the goals of the organization.

22

5

03

Made clear with the goals of the organization



company



practice


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Table 2.3: showing whether the organization makes both long and short term goals






Total 30 100.00

Figure 2.3: showing whether the organization makes both long and short term goals


respondents (73.33%) believe that the organization makes both long term and

short term goals, 1 respondents (3.33%) believe that the organization does not

makes both long term and short term goals, 5 respondents (16.67%) are not aware

of this practice being followed and 2 respondents (6.67%) have no opinion whetherthe organization makes both long term and short term goals or not.

22

1

5

2

Makes both long and short term goals



company


Have no opinion about thepractice


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Table 2.4: showing whether employees identify with the organization and

the success of the organization as being of direct benefit to them



2 Not practiced in the company 0 0



Total 30 100.00

Figure 2.4: showing whether employees identify with the organization and the

success of the organization as being of direct benefit to them


respondents (80%) believe that whether employees identify with the organization

and the success of the organization as being direct benefit to them, 0 respondents

(0%) believe that employees do not identify with the organization and the success of

the organization as being direct benefit to them, 3 respondents (10%) are not aware

of this practice being followed and 3 respondents (10%) have no opinion whether

employees identify with the organization and the success of the organization as being

direct benefit to them.

24

0

3

3

Success of organization as direct benefit





practice


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Table 2.5: showing whether goals are measured and proper plans are formulated to

accomplish them






Total 30 100.00

Figure 2.5: showing whether goals are measured and proper plans are

formulated to accomplish them

From the table 2.5 it can be interpreted that out of 30 respondents 21

respondents (70%) believe that the goals are measured and proper plans are

formulated to accomplish them, 2 respondents (6.67%) believe that the goals are

not measured and proper plans are not formulated to accomplish them, 1

respondents (3.33%) are not aware of this practice being followed and 6

respondents (20%) have no opinion whether the goals are measured and proper plans

are formulated to accomplish them or not.

21

2

1

6

Goals are measured and plans are formed





practice


51/104

51

Section DCeremonies and events

Table 3.1: showing whether the employees have frequent get togather on

various occasions






Total 30 100.00

Figure 3.1: showing whether the employees have frequent get togather on various

occasions


(30%) believes that the employees have frequent get together on various occasions,

14 respondents (46.67%) believes that the employees do not have frequent get

together on various occasions, 4 respondents (13.33%) are not aware of this practice

being followed and 3 respondents (10%) have no opinion whether the employees have

frequent get together on various occasions.

9

14

4

3

Frequent get togather



company



practice


52/104

52

Table 3.2: showing whether the communication meetings are held on

regular interval






Total 30 100.00

Figure 3.2: showing whether the communication meetings are held on

regular interval


respondents (63.33%) believes that whether the communication meetings are held on

regular interval, 7 respondents (23.33%) believes that the communication meetings

are not held on regular interval, 2 respondents (6.67%) are not aware of this practice

being followed and 2 respondents (6.67%) have no opinion whether the

communication meetings are held on regular interval.

19

7

22

Communication meetings on regular interval



company



practice


53/104

53

Table 3.3: showing whether the new enterants are given proper induction

and undersanding of organization or not






Total 30 100.00

Figure 3.3: showing whether the new enterants are given proper induction

and undersanding of organization or not


respondents (86.67%) believes that whether the new enterants are given proper

induction and understaning of organization, 4 respondents (13.33%) believes that the

new enterants are not given proper induction and understaning of organization, 0

respondents (0%) are not aware of this practice being followed and 0 respondents

(0%) have no opinion whether the new enterants are given proper induction and

understaning of organization.

26

4

0 0Induction to new enterants





practice


54/104

54

Table 3.4: showing whether the roles responsibility are well defined






Total 30 100.00

Figure 3.4: showing whether the roles responsibility are well defined


respondents (83.33%) believes that the roles responsibility are well informed, 1

respondents (3.33%) believes that the roles responsibility are not well informed, 2

respondents (6.67%) are not aware of this practice being followed and 2 respondents

(6.67%) have no opinion whether the roles responsibility are well informed.

25

1 22

Roles responsibility clearly defined



company


Have no opinion about thepractice


55/104

55

Section ERewards and Recognition

Table 4.1: showing whether rewards in the organization are based on the

individual performance and contribution



2 Not practiced in the company 9 30



Total 30 100.00

Figure 4.1: showing whether rewards in the organization are based on the

individual performance and contribution


respondents (43.33%) believes that the rewards in the organization are based on

performance, 9 respondents (30%) believes that the rewards in the organization are

not based on performance, 3 respondents (10%) are not aware of this practice being

followed and 5 respondents (16.67%) have no opinion whether the rewards in the

organization a

Shrinath Oc FINAL

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