a study on work culture
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A STUDY ON WORK CULTURE
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CHAPTER - IINTRODUCTION
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INTRODUCTION
Work culture is one of the most important aspects in any organization.
The work culture is very important and vital because of the fact that it
improves production and enhanced work culture in the organization helps to
survive the increasingly competitive domestic as well as global markets. It
refers to the employees opinion on Flexi timings, Superior- subordinate
relationship and the nature of work. Work is a source of sustenance to human
beings. The environment where the person works has a lot of effect on the
efficiency and effectiveness. In a laymans language we can call this
environment along with the processes working in it as Work Culture
DEFINITONS:
According to R.S Mani, in the book Human behavior at work, by M.G.Rao,
(1993)defines work culture as:
Work culture is defined as the rules/ regulations, polices/ practices,
traditions / rituals and values / beliefs of the organization
Edgar.H. Schein defines work culture in the book Human behavior at work
by M.G.Rao, (1993)2, as:
The work culture of an organization is a product of its history, traditions,
values and vision.
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A Pattern of basic group assumptions that has worked well enough to be
considered valid and therefore, it is taught to new members as the correct
way to perceive, think and feel
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THE CONTEXT / MEANING OF WORK CULTURE
Jai.B.Psingh, (1990) has defined the concept and meaning of work culture in
the book Work culture in Indian context as:
The work related activities and the meanings attached to such activities in
the framework of norms and values regarding to work. These activities,
norms and values are generally conceptualized in an organization. An
organization has its boundaries, goals and objectives, technology managerial
practices, material and human resources as well as constraints. Its employees
have skills, knowledge, needs and expectations. The two sets of factors
organizational and organism interact and overtime establish roles, norms and
values pertaining to work. It is the totality of levels of interacting factors
around the focus concerns for work culture
WORK CULTURE AT FOUR LEVELS:
Jai.B.P.Singh, (1990) describe the following four levels of work
culture as;
Organizational goals and objectives and the way they are perceived
and reacted to by the employees: The work culture can be assessed by
knowing whether the goals and objectives of the organization are
aware to the employees and also the way they perceive it and react to
the goals of the organization
Technology of an organization, its structure, work forms, financial
position etc: The type of technology used in the organization, the
structure of the organization whether it is vertical or horizontal, the
financial background of the organization etc.
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Social groups, norms, values, power structure, role relations etc: The
different social groups in the organizations, its functioning, the norms
and values followed by the members, the power structure and thevarious role relations between the employees in the organization.
Work behaviour and work related activities: The behaviour pattern
followed in the organizations among the employees and also the other
work related activities like the discipline, timings and nature of the
work.
KINDS OF WORK CULTURE:
Jai.B.P.Singh, 1990describes the kinds of work culture in the book Work
culture in Indian context as follows:
Work and organizational cultures are subsets of the larger societal culture.While each organization has its own work culture, two patterns are distinct:
soft and synergetic representing the extremes of a broadly conceived
continuum of work.
1. Soft work culture means that everybody in the organization is
complacent enough and the motivation level of the employees to do
something new is very less. The Soft work culture is not a desirable
state of an organization
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2. Synergetic work culture: Its social cultural values are utilized to
mobilize and motivate manpower. Synergetic organizational culture
believes in rewarding for hard work recognizes merit and gives due
importance to work.
If the organizational culture is conductive to excellence at work, high
productivity, and the efficiency of work in employees life span and a high
quality of work life, the organization is said to have a work- conducive
culture.
If an organizations enforces strong work norms, maintains strict discipline
and makes profits, but neglect and exploits its human resources the
organization is said to possess an unethical and work-centric culture. The
employees lack involvement, commitment, and desire to do something
innovative in this kind of culture.
Similarly if an organization neglects the social needs of its employees in
achieving technological excellence, it is said to be working under the
technocratic culture.
The criteria which determines the centrality of work for an individual are job
satisfaction, value addition from the job, peace of mind, working conditions,
up to date technology, superior subordinate relationship, reinforcement
(reward for hard work), status/ prestige associated with the position/
designation, extent of responsibility and freedom for making decisions,
security of job and last but not the least money.
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Work culture changes with the organizational core activity. The work culture
present in heavy industries is significantly different form that existing in
diverse industries like banking, IT, fashion, entertainment and knowledge
based industries.
HISTORIC VIEW OF WORK CULTURE:
According to Jai.B.P.Singh, (1990)describes the historic view of work
cultures follows:
In the west, work culture evolved from the Judeo- Christian traditions, where
work was negatively viewed, where work was presented as a calling, to the
post industrial world view, where the concept of work being liberated from
the confines of employment and redefined as those activities which are
societically useful and personally Self- realizing. Work role compared to the
changed circumstances with the other life roles (such as family and leisure).
While the industrial revolution was a catalyst for the Protestian ethic,
material affluence and information technology seem to lead to new ways of
looking at work culture in the post-industrial era.
IMPORTANCE OF WORK CULTURE:
Jai.B.P.Singh, (1990) describe the importance of work culture as
follows:
Work culture has to be imbibed and developed. A good work culture is where
employees are prepared to take up new/ modified tasks and ensure that the
same are completed as per schedule. A good work culture involves the
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organization creating a climate where employees are anxious to work and
complete the task and the employees ensure that the working hours are very
devoted towards the organizational work.
Culture is the software of the mind
Societical culture is an important aspect of an organizations
environment
External culture: that determines the work culture is the following:
Acceptable behaviour for an organization
Acceptable behaviour for individuals
Internal culture:
Who will be hired
How individual behave within the organization
Whether an organization achieves its goals
Internal culture:
1. The value and the beliefs shared among the employees of an
organization
2. As within the national culture, this determines acceptable and
unacceptable behavior.
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FOUR MODELS FOR WORK CULTURE:
M.G.Rao, (1993) indicates the four models of work culture as follows:
Preparing work place success:
1. Understanding who they are and what they do:
We believe that the models are helpful for determining options within the
work environments but can never be literally transposed between one
environment and another and emdashnor should they be. Each company
reflects as an individual does, unique characteristic, which require unique
responses form the company ownership. When a college hires a new faculty
member, it is to the college that the faculty understands the student needs,
services available in the campus, the funding system and more, likewise,
when working with the clients it is important to understand their motivation
and how their system work. For E.g. is the company in a growth mode? If so,
they may value speed, efficiency, and recruiting. Training may be a strong
value. Alternatively, if the company is undergoing an internal transition like
ISO certification, then the documentation becomes important process with
details and accuracy is magnified.
2. Flexibility:
Business is constantly changing. Part of serving industry is the ability to meet
its ongoing demands. A company may have new management, be undergoing
a merger, or it may have adapted a new training programme. This means that
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a company may call on Monday for training they would like to offer on
Friday. They may delay or adjust class schedules four to six times based upon
the production needs or customer demands. In addition personnel changes
happen regularly within industry, so building and rebuilding relationships is
critical.
3. All workplace education is outcome based:
Most of the training is provided because of a clear and evident need. The
workplace often requests the instructor/ consultants experience in designing
training outcomes. Employees are paying for results, and if they arent
being delivered they will look elsewhere.
4. Commitment to individual and collective success:
Industry is often portrayed as an evil entity, which uses and victimizes
people. The employer often pays education within the workplace, so they
have a high commitment to the individual and the teams success within the
learning process. Washington is experiencing a low employment cycle.
Within the environment, many employers are investing heavily in the
education of their workforce.
WORK CULTURE IN INDIAN CONTEXT:
Jai. B.P.Singh, (1990)while describing the work culture in Indian context
mentions the following:
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Work culture in Indian took a different route. Initially, work performed
as a part of social relationships and occupational differentiations along caste
lines. The British bureaucratized Indian work organizations and polarized the
positions of officers and non- development with the twin goal growth and
social justice. In many organizations, however social drifted into welfare
orientation, which often diluted the salience of growth of the reason may be
the fact that the major share of work in India is still performed in the
agricultural sector, which is more central of the Indian social systems in
India. Hence, a more comprehensive understanding of the Indian social
milieu helps in understanding the work culture in Indian organizations.
Overview of Emergence And Changing Of Work Culture In Indian
Context:
The British were the first to introduce procedures and work methods
were all patterned after the British organization. The preference for
relationship orientation, which requires a superior to be nuturant and the
subordinate to be dependent was never totally erased from the Indian psyche.
The rapid expansion of industrial activities required a large-scale import of
Western technology. And work forms, which were expected to contain
Western work values. The works organizational were put in the service of
national development with the twin goal of growth and social justice. The
developmental roles were not congruent to economic objectives. The climate
in many of the work organizations is still marked by bureaucratization, im-
personalization, political interference, and the ethos of a welfare organization
(more in public sector than in the private sector). With the recruitment of
employees from broader spectrum of the society there has been grater
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penetration of social habits and cultural values into fabric or the work
organization.
The emphasis on equitable distribution of wealth had its roots in the
Indian cultural preference for harmony and sharing of wealth .In highly
heterogeneous and pluralistic social context of India, the condition of the
employees was sought to be improved through building tolerant
organizations with the minimal conflict. However it worked other way as
employees construed these employee friendly policies to meet their personal
and social obligations while neglecting work requirements.
Emerging trends of work culture in Indian Context:
Increasing number of organizations in India is doing away with the
cabin culture. Open office layout ensures greater transparency of operations
and facilitates easier communication among various people in the same
location. This promotes a feeling of oneness and eliminates physical barriers.
There are only a few cabin cubicles, which serve as conference with lesser
disturbances. Another important feature among the organizations is that hey
have begun to lay greater emphasis on teamwork. This fosters we spirit and
can often contribute to synergy which in turn can make the organization more
productive. Organizations have now started to open office system, many
organizations have heading for common canteens, pools etc. This is the
hierarchy for relationships at work are given more informal and self-
dependent ways of getting things done.
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Some Recent Policies in Organizations Affecting The Work Culture:
There is always a policy change taking place in the organization for
achieving the goals of the organization like many organizations have
introduced Voluntary Retirement Scheme (VRS) to downsize (reduce the
employees strength) to reduce cost. This is applicable to mostly ailing
PSUS and private organizations in the brick and mortar sector.
The organizations have come up with an Anti sexual harassment
policy as an initiative to prevent any abuse against the women workforce.
This is one of the policies that reflect the changing status of women in the
workplace of the new economy.
The increasing fluidity of organizational structure and cultures has opened
up opportunities for women who are well informed, well placed and well
organized. This trend is more visible in the urban class with the rural female
population still lagging quite behind. In certain cases, the workingwomen
have proved themselves to be more productive than their male counterparts.
The work environment has become so liberal that even women are staying
late in the night to complete their work. They are interacting continuously
with the male colleagues and discussing with them their family and other
problems. They attend all the official parties and functions, which continue
sometimes, even in the late night. The noticeable point is that they are still
maintaining the traditional and moral values of the society.
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IMPACT OF WORK CULUTRE ON THE SOCIETY AND ITS
MEMBERS:
According to Fred Luthans (2002) with the skyrocketing of the skilled work
force in the new economy industries, consumerism has become quite evident
in the metropolitan cities. Life is becoming more modernized in the
megalopolis. The overwhelming salaries and incentives offered by these
organizations is in line with their philosophy to create and share wealth.
Decision making capability in the social life of an individual has improved
drastically with the decentralization of decision- making process in the
organizations. Similarly, leadership role in the organizations can teach a
person to fight against any social injustice in the personal life. The win-win
climate in these organizations can foster positive attitude in the employees
that help them in being successful in the social life. These claims can be
substantiated by the awareness of the working people living in big cities
about the problems faced by the society and their willingness to take on
initiative to clean the malaise faced by the society
RESEARCH PROBLEM:
In the light of the discussion presented in the preceding pages about the
nature and importance of work culture for organizational well being, it is the
interest of the researcher to have a empirical idea about the prevailing work
culture at the organization and also to study the issues related to it.
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RESEARCH METHODOLOGY
TITLE OF THE STUDY:
"A Study on work culture at Emmett"
AIM:
To analyze and understand the prevailing work culture at Emmett
SPECIFIC OBJECTIVES:
To study the prevailing work culture
To understand the factors that contribute to the work culture
To confirm with the employee's comfort ability with the prevailing
work culture
RESEARCH PROBLEM:
Work culture is an important aspect of every organization. It is
therefore the interest of the researcher to have an empirical idea about the
prevailing work culture at the selected organization and also to study the
issues related to it.
PILOT STUDY:
During the process the researcher had a discussion with the HR
executives there in and solicited their opinion on the various issues related to
the study. Out of the pilot study the researcher decided to conduct a study at
Emmett.
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UNIVERSE AND SAMPLE:
Since the management at Emmett wanted the researcher to focus only on the
management staff for the present stud, they formed the universe for the study.
The management at Emmett did not give the employees details and also did
not provide the details regarding the total number of employees i.e. universe,
as they were considered it to be very confidential, Therefore the researcher
had to adopt a purposive sampling method of taking 10 respondents from
each of the departments of work at Emmett. The details are as follows:
DEPARTMENT NO OF EMPLOYEES
Corp HR 10
Corp IT 10
EG 21 10
EG 24 10
SEPG 10
Internal Automation 10
RESEARCH DESIGN:
As the study attempts to describe the work culture and analyze the
employees comfort ability, the Descriptive design seemed to be most
appropriate and was therefore adopted.
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TOOLS FOR DATA COLLECTION:
The tool used by the researcher for collecting data was a structured
questionnaire. It was prepared in English and had closed ended questions.
The questionnaire method was adopted, as most of the respondents were very
busy during the office hours.
The questionnaire was prepared in keeping the objectives in mind; it was
given to the respondent and collected back at a later date.
CONTENTS OF THE QUESTIONNAIRE:
Contents of the questionnaire are divided into:
a. Personal data of the respondents
b. Focus of Values of the organization
c. Focus on the organizations adherence to work related matters
d. Focus on the organizations role in attending to factors like freedom,
support etc.
e. Focus on the relationship between Top management and the employees
PRE TESTING:
In order to ascertain the validity of the tool of data collection, viz.
questionnaire, a pre testing was done by the researcher with a selected
number of 5 management staff of the organization. This was essential to find
out the parts of the questionnaire, which was lacking perfection and also
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helped the researcher to identify the lacking areas and also modify some parts
of the questionnaire. The exercise done in this regard was very useful for the
researcher to give the final touch towards the questionnaire before putting
into actual study.
DATA COLLECTION:
Data collection was carried out at Emmett in the month of February 2009.All
the 60 questionnaires were distributed to the employees at the work place.
The purpose of the study was explained to them personally by the researcher.
On the whole the respondents were friendly and co-operative.
OPERATIONAL DEFINTION:
For the purpose of the study the following key terms were operationally
defined:
Work culture:
Work culture is defined as the rules/ regulations, policies/ practices, traditions
/ rituals, values/ beliefs of the organization. (R.S.Mani)
Management staff:
All the employees of the organization working in the departments like
EG21,EG24, SEPG, Internal automation, Corp HR, Corp IT in positions like
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System analyst, Software developer, Hr executive etc, other than that of the
workers cadre are considered to be the management staff .
PROCESS OF DATA ANALYSIS:
The statistical package used for the research study is SPSS (Statistical
Package for Social Sciences.) through which the data was first entered and
tabulated .The tabulated data was interpreted to arrive at workable
conclusions. Analysis and interpretation was made to the tabulated data.
LIMITATIONS:
The researcher found it difficult to collect the data from the
respondents as the respondents felt that there was a deviation from
their regular work.
The researcher found it difficult to restrict the respondents by
discussing with each other, which influenced the respondents original
opinion about the study.
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CHAPTER - II
REVIEW OF LITERATURE
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REVIEW OF LITERATURE
Influence of Indian National Culture on Organizations
National Culture can be defined as the collective programming of a group
of people with common experiences, such as political and educational
systems, at the national level referred to as Software of the Mind by
Hofstede. Hofstedes value dimension is a common approach for
operationalizing national culture in terms of values.
Hofstedes Five value dimensions of National Culture are:
Individualism-Collectivism
Power Distance
Masculinity- Femininity
Uncertainty Avoidance
Long Term Orientation
It is important to understand the Indian National Culture for those who wish
to manage organisations in India, to understand what factors motivate
employees in India in order for organisations to enjoy sustainable
performance.
Studies show that managers are socialised by their own national culture,
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regardless of the management level in an organisation, and tend to develop
values, beliefs, behaviours and practices that are compatible with the main
features of that national culture.
INDIAN CULTURE VS WESTERN CULTURE
Traditionally, Indian culture is characterized by a hierarchical family system.
This comes from the way people live in India, here people learn the essential
themes of cultural life within the bosom of a family. In most of the country,
the basic units of society are the patrilineal family units. There are family
heads that take most decisions and look after the family. Loyalty to family is
a deeply held ideal for almost everyone.
In contrast to this, the western family system is a nuclear type, where a
couple live with their unmarried children and when the children marry they
separate out of the family and form a separate nuclear family.
These characteristics of the family system have a strong influence on the
thinking of the people of these cultures. This in a way influences the
organisations & the managers in that culture. The comparison can be drawn
between these two cultures as under:
Indian Western
Styles of Management Authoritative:
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Society demonstrates a high power culture. Workers prefer authoritative and
hierarchical forms of Management. They expect leaders protection, concern
& support. Democratic:
Managers place high importance on driving workforce towards self-initiative,
creativity & Entrepreneurship.
Environmental Influences External Locus of Control:
Lack of positive reinforcement from society. Individuals believe that
outcomes depend on fate or supernatural forces beyond human control.
Internal Locus of Control:
Responsibilities & Accountabilities lie with the individual are responsible for
the outcomes.
ORGANISATIONAL CULTURE: THE LINK TO MANAGEMENT
PRACTICE
Human Nature Less efforts to improve ones present situation, individuals
believe that their present situation is as a result of their actions & lifestyles
in previous birth. Individuals focus on improving their present situation, they
believe that change in personality and lifestyle is in their control.
Man-Nature Individuals have an external locus of control; they subjugate
themselves to nature. Negative impact on ambition, work ethic & persistence.
Individuals have an internal locus of control; they believe that they can
control nature and their own destiny.
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Time Individuals oriented towards past and view time as an infinite entity,
which causes tremendous pressures to conform to traditional practices and
beliefs. Individuals focus on future, which translates into preference for
planning, scheduling and a sense of urgency.
Relational Individuals prefer hierarchical relationships, may be a
consequence of caste system & supported by it often extended to business
leading to recruitment based on caste. Individuals tend to hire based on skill
sets required for the work, dominating the particular industry.
India & Globalization
The globalization of business had a tremendous impact on life styles and role
relationships in India. MNCs established operations in the closed economies
and began to affect tradition and culture. Indian Managers are combining
traditional values and dimensions of the contemporary global market
imperatives in a unique way.
Indian managers may not synergise divergent values in a terminal sense but
may rearrange their work goals and related values in different layers at
different points of time.
Indian organisations can be grouped as under
i) Western Industrialized firms including JVs/Subsidiaries of MNCs
ii) Family dominated firms maybe involved in JVs with Western Firms
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iii) Indigenous Firms
iv) Private & Public Corporations
Impact of Globalization on the Indian firms:
Compared to domestic firms MNCs are more inclined to higher women, pay
higher salaries & promote them to managerial positions.
Managers will develop hybrid or crossvergence approach to management
which will combine indigenous and imported methods retaining an integral
Indian value, thus maintaining and fostering an environment of trust
necessary to build effective business relationship.
Equal employment opportunity practice may lead to hiring the most
qualified person for a job, as opposed to preferential hiring of family
members or relatives.
Increased competition of Indian firms with MNCs, which raised concerns
about total quality management, workforce skills and pressure to change
from indigenous, costly technology to more effective technology
applications.
CHALLENGES & OPPORTUNITIES FOR GROWTH THROUGH
RESOURCE ADVANTAGE
From the Organisation perspective India seems to be straddling two currents
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of economic development which can be explained by strategic management
theory:
i) Resource Dependence: It involves accessing needed resource and
capabilities from external sources. Resources may be accessed through
alliances or joint ventures with MNCs, and can bridge opportunities with
Indians working abroad with entrepreneurial and technical capabilities.
ii) Resource Based View of the Firm: Developing the resources into unique
combinations internally. Indian firms can develop sustainable competitive
advantages build rare, unique combinations for capabilities and resources.
The factors that support growth of industries in India rely on cultural
adaptiveness. From a corporate cultural perspective the IT sector has affected
Indian Capitalism, because the corporate culture and business practices of
Indias IT firms are vastly superior to those of Indias Traditional business
houses. The software industry makes extensive use of resources available to
India, where it has comparative advantage. India produces the second largest
annual output of scientists and engineers.
But acting as potential constraints or facilitators of these efforts are the macro
issues of government, social tradition and national culture.
AN EXAMPLE OF CROSS-CULTURE MISMATCH: DAIMLER
CHRYSLER
In May 1998, Daimler-Benz (German Organisation) and Chrysler
Corporation (American Organisation), two of the world's leading car
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manufacturers, agreed to combine their businesses in what they claimed to be
a "merger of equals."
Daimler-Benz was characterized by methodical decision-making while
Chrysler encouraged creativity. Chrysler was the very symbol of American
adaptability and resilience. Chrysler valued efficiency, empowerment, and
fairly egalitarian relations among staff; whereas Daimler-Benz seemed to
value respect for authority, bureaucratic precision, and centralized decision-
making. These cultural differences soon became manifest in the daily
activities of the company. For example, Chrysler executives quickly became
frustrated with the attention Daimler-Benz executives gave to trivial matters,
such as the shape of a pamphlet sent to employees.
Daimler-Benz executives were equally perplexed when Eaton showed his
emotions with tears in a speech to other executives. Chrysler was one of the
leanest and nimblest car companies in the world; while Daimler-Benz had
long represented the epitome of German industrial might (its Mercedes cars
were arguably the best example of German quality and engineering).
Daimler-Benz attempted to run Chrysler USA operations in the same way as
it would run its German operations. This approach was doomed to failure.
DaimlerChrysler announced on 14th May 2007, that it would sell Chrysler to
Cerberus Capital Management of New York, a private equity firm that
specializes in restructuring troubled companies, effectively unwinding the
original transaction. The de-merged German company will adopt the name
Daimler AG. The US Company adopted the name Chrysler LLC when the
sale completed on 3rd August 2007.
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CONCLUSION
From the perspective of Organisational Culture and management practices,
India is country in transition with vast potential and challenges, very
significant accomplishments, but also respect for the past and social
traditions. The key for organisations to succeed is the ability to integrate the
traditional system into the modern outlook and form a hybrid strategy for
management of the Indian Organisations
WORK CULTURE IN INDIA
In the time of globalization India is main hub for outsource. The India has
become a haven for the booming software industry with rapid growth. Cities
like Bangalore, Hyderabad and Pune are top-notch destinations for the IT
enthusiasts all over the world, and are fast becoming trend setters for other
cities like Ghaziabad, Noida, and Gurgaon. When people of other country
wonders about the attraction toward Indian service from all over the world is
not only money, it`s work culture of the Indian out shore staff which is
attracting other country to outsource theirjobs to India. The people of India
are very hard working and dedicated to their work. The work culture over
here has their own style with the Indian way of life while seeking to achieve
the organizational objectives. The Indian people are more concern about their
job and always looking for give their best, if you see major difference in
between other country`s work style , you find Indian`s are more conservative
but in the time of globalization the people from urban India is also changing
with the western culture. India is full of tradition and culture and this culture
also affect on their work style. The people here very honest with theirjobs
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and they treat their job as worship of his own. Since there mind set is more
towards security for their family, so they are very honest with their respected
company and people will not tend to change their job. People here are very
punctual and understand the meaning of dead line. The brain and intelligence
is always what Indian is renowned for and their positive work culture basic
building block for an organization. The main mantra for Indians is Fatalism
and Collectivism which give them higher success in the entire field. The
Structure and hierarchy in Indian companies you will find senior colleagues
and especially elders are obeyed and respected and most senior person advice
is always listen. Thats way Indian out sourcing business growing day by day.
Have you ever tried getting your work done at any office, institution,
hospital, nursing college or school? Unless & until you puruse your care,
going pillar to post, nothing moves. It's the 'Work Culture' - to be blamed.
The lack of work culture has all negative effects, bringing down the
efficiency.
Positive work culture is a must to maintain standards and reputation of an
organization. Thus, saving energy, money & material. Both, individual &
organization have their roles to play. While former's initiative, caliber and
creativity matters, letter's motivational attitude does miracles. This inspires,
guides and leads others towards a positive and productive work culture.
An organization can't meet its objectives unless positive work culture exists.
Poor working conditions, stagnation lack of appreciation/incentives and
rewards are sufficient factors to kill one's creativity and interest. Other
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factors, viz. political interference, corruption, social stress, financial problems
etc. are also responsible to de-motivate a person.
Organizations are not able to use one's potential. On the other hand after one
gets a position, loses interest in learning & sharpening its skills. Success is in
learning new things and also from one's follies.
Positive work culture not only develops an organization, provides satisfaction
to its personnel, too.
Organizational culture is an idea in the field of Organizational studies and
management which describes the psychology, attitudes, experiences, beliefs
and Values (personal and cultural values) of an organization. It has been
defined as "the specific collection of values and norms that are shared by
people and groups in an organization and that control the way they interact
with each other and with stakeholders outside the organization."
This definition continues to explain organizational values also known as
"beliefs and ideas about what kinds of goals members of an organization
should pursue and ideas about the appropriate kinds or standards of behavior
organizational members should use to achieve these goals. From
organizational values develop organizational norms, guidelines or
expectations that prescribe appropriate kinds of behavior by employees in
particular situations and control the behavior of organizational members
towards one another."
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Organizational culture is not the same as corporate culture. It is wider and
deeper concepts, something that an organization 'is' rather than what it 'has'
(according to Buchanan and Huczynski)
Corporate culture is the total sum of the values, customs, traditions and
meanings that make a company unique. Corporate culture is often called "the
character of an organization" since it embodies the vision of the companys
founders. The values of a corporate culture influence the ethical standards
within a corporation, as well as managerial behavior.
Senior management may try to determine a corporate culture. They may wish
to impose corporate values and standards of behavior that specifically reflect
the objectives of the organization. In addition, there will also be an extant
internal culture within the workforce. Work-groups within the organization
have their own behavioral quirks and interactions which, to an extent, affect
the whole system. Roger Harrison's four-culture typology, and adapted by
Charles Handy, suggests that unlike organizational culture, corporate culture
can be 'imported'. For example, computer technicians will have expertise,
language and behaviors gained independently of the organization, but their
presence can influence the culture of the organization as a whole.
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.
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Conversely, there is weak culture where there is little alignment with
organizational values and control must be exercised through extensive
procedures and bureaucracy.
Where culture is strongpeople do things because they believe it is the right
thing to dothere is a risk of another phenomenon, Groupthink.
"Groupthink" was described by Irving L. Janis. He defined it as "...a quick
and easy way to refer to a mode of thinking that people engage when they are
deeply involved in a cohesive ingroup, when members' strivings for
unanimity override their motivation to realistically appraise alternatives of
action." This is a state where people, even if they have different ideas, do not
challenge organizational thinking, and therefore there is a reduced capacity
for innovative thoughts. This could occur, for example, where there is heavy
reliance on a central charismatic figure in the organization, or where there is
an evangelical belief in the organizations values, or also in groups where a
friendly climate is at the base of their identity (avoidance of conflict). In fact
group think is very common, it happens all the time, in almost every group.
Members that are defiant are often turned down or seen as a negative
influence by the rest of the group, because they bring conflict.
Innovative organizations need individuals who are prepared to challenge the
status quobe it groupthink or bureaucracy, and also need procedures to
implement new ideas effectively.
What is Culture?
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Basically, organizational culture is the personality of the organization.
Culture is comprised of the assumptions, values, norms and tangible signs
(artifacts) of organization members and their behaviors. Members of an
organization soon come to sense the particular culture of an organization.
Culture is one of those terms that's difficult to express distinctly, but
everyone knows it when they sense it. For example, the culture of a large,
for-profit corporation is quite different than that of a hospital which is quite
different that that of a university. You can tell the culture of an organization
by looking at the arrangement of furniture, what they brag about, what
members wear, etc. -- similar to what you can use to get a feeling about
someone's personality.
Corporate culture can be looked at as a system. Inputs include feedback from,
e.g., society, professions, laws, stories, heroes, values on competition or
service, etc. The process is based on our assumptions, values and norms, e.g.,
our values on money, time, facilities, space and people. Outputs or effects of
our culture are, e.g., organizational behaviors, technologies, strategies, image,
products, services, appearance, etc.
The concept of culture is particularly important when attempting to manage
organization-wide change. Practitioners are coming to realize that, despite the
best-laid plans, organizational change must include not only changing
structures and processes, but also changing the corporate culture as well.
There's been a great deal of literature generated over the past decade about
the concept of organizational culture -- particularly in regard to learning how
to change organizational culture. Organizational change efforts are rumored
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to fail the vast majority of the time. Usually, this failure is credited to lack of
understanding about the strong role of culture and the role it plays in
organizations. That's one of the reasons that many strategic planners now
place as much emphasis on identifying strategic values as they do mission
and vision.
Some Types of Culture
There are different types of culture just like there are different types of
personality. Researcher Jeffrey Sonnenfeld identified the following four
types of cultures.
Academy Culture
Employees are highly skilled and tend to stay in the organization, while
working their way up the ranks. The organization provides a stable
environment in which employees can development and exercise their skills.
Examples are universities, hospitals, large corporations, etc.
Baseball Team Culture
Employees are "free agents" who have highly prized skills. They are in high
demand and can rather easily get jobs elsewhere. This type of culture exists
in fast-paced, high-risk organizations, such as investment banking,
advertising, etc.
Club Culture
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The most important requirement for employees in this culture is to fit into the
group. Usually employees start at the bottom and stay with the organization.
The organization promotes from within and highly values seniority.
Examples are the military, some law firms, etc.
Fortress Culture
Employees don't know if they'll be laid off or not. These organizations often
undergo massive reorganization. There are many opportunities for those with
timely, specialized skills. Examples are savings and loans, large car
companies, etc.
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COMPANY PROFILE
About Company
Emmett has been active in catering to the outsourcing needs of
publishers and other organizations since 1992. Over the years, we have
adopted a seamless partnership approach. The client organizations are always
comfortable in dealing with Emmett and work as true partners; often with the
feeling that this is a virtual extension of their own operations. It is our strong
belief that this integration is the cornerstone of the success of any outsourcing
relationship.
Emmett started with only 10 professionals and today has grown to a
very substantive size of 500. This growth has been made possible by robust
systems and processes that lead to reliable output. We have expertise in
workflow management, and in developing processes that lead to desired
quality levels and achieve the lowest cost of production. Clients have often
come back and told us that Emmetts reliability has led to the growth of their
organization.
Emmett provides Document Management, e-Publishing and Data
Conversion solutions using optimal process engineering, cost-effective and
flexible conversion systems. Today, Emmett is a major full-service digital
content provider from India and is able to deliver digital content with
99.995% accuracy and 100% application based integrity.
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We have the ability to learn and scale in very short order. Large multi-
million page contracts have been executed on time after achieving steep
ramp-up requirements. The internal systems ensure that clients get a real time
status check of their projects.
Emmett has always been a profitable and growth oriented
organization, leading to its longevity and prides itself as an organization that
clients have learnt to trust.
QUALITY
Our long-standing experience in catering to international publishers has led to
the development of quality systems that deliver robust and reliable output
routinely. The systems ensure that each and every employee is committed to
meeting and exceeding client objectives.
We have achieved noteworthy landmarks in quality with our world-class
system conforming to ISO 9001-2000 standards. Every single batch of data
must be certified as per the required customer standard, prior to delivery to a
client. Emmett has established an impeccable record and is known for
ensuring that no defective data ever reaches the client.
Emmetts Quality personnel work independently of the production team.
They report directly to their respective group head, thereby enabling freedom
from production pressures. Our Quality Systems include: Intermediate Audit
and Final Audit.
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Intermediate Audit
Intermediate Audit at Emmett is done to ensure the quality of the data while
in production and hence to ensure the correctness during each successive
stage of production.
Final Audit
Quality Verification is done through Audit of Final Deliverable Data. It is
done to ensure the quality of the data as per the commitment to customers.
We select the data samples to check the data structurally and ensure that no
defective data ever reaches client.
We can deliver digital content in any format including:
XML
SGML
HTML
PDF
ASCII
Palm e-Book
Open e-Book
Microsoft Reader
Adobe Acrobat e-Book Reader
Images (such as, Tiff, JPG)
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Our conversion solutions deliver data that is:
Logically and Uniformly Structured
Consistent with the Integrity of the Original Content
Enriched with Functionality and Intelligence
Converted at Minimal Cost
Of the Highest Quality, Reliability and On or Before Time
The following is the overview of the document management solutions
of some of the projects (on going as well as executed), which describes our
capabilities and expertise in providing multiple solutions for electronic
conversion and content management services
Archival Finding Aids
Legal Records
Public Utility
Early English Medieval Books
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CHAPTER - III
ANALYSIS OF DATA
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ANALYSIS OF DATA
I. Analysis Of The Personal Data:
The analysis of the following tables shows the personal data of the
respondents like their age, experience, education etc, which are relevant for
the purpose of the study
Table 1: Respondents by their Age
S.No Age (years) Frequency Percentage
1 20-26 16 26.7
2 26-31 35 58.3
3 31-36 8 13.3
4 36& above 1 1.7
Total 60 100.00
With reference to the analysis of the personal data, Table No: 1shows that
most (58.3%) of the respondents of the study are in the age category between
20-25 yrs. The other half(26.7%) of the respondents are in the age categorybetween 20-25yrs, the rest of the respondents about(13.3%) are of the age
category between 30-35yrs and the rest about (1.7%) of them are in the age
category between 35 &above.
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Fig 1: Respondents by their Age
43
0
0
0
0
- 26-31 31-36 3
Frequency
Percentage
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Table 2: Respondents by their Sex
S. No Sex Frequency Percentage
1 Male 33 55.0
2 Female 27 45.0
Total 60 100
With reference to the sex of the respondent, Table No: 2 shows that more
than half (55%) of the respondents are male and the rest (45%) of the
respondents are female.
Fig 2 : Respondents by their Sex
44
Frequency
Percentage
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Table 3: Respondents by their Departments of work:
S.no Department Frequency Percentage
1 Corp HR 10 16.7
2 Corp IT 10 16.7
3 EG21 10 16.7
4 EG24 10 16.7
5 Internal automation 10 16.7
6 SEPG 10 16.7
Total 60 100.00
In the organization covered by the study there are 6 departments of work.
They are
1. Corp HR-
2.Corp IT,
3. EG21
4. EG24
5. SEPG
6. Internal Automation
The researcher included 10 respondents from each of the department for the
study. Table No: 3 shows the details about the percentage of the respondents
as drawn from all the six departments.
Fig 3 : Respondents by their Departments of work:
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46
EG24
Frequency
Percentage
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Table 4:Respondents by their Educational Qualification
S.no Educationalqualification
Frequency Percentage
1 Higher secondary 1 1.7
2 Under graduate 31 51.7
3 Post graduate 28 46.7
Total 60 100.0
With reference to the educational qualification of the respondents, Table
No:4 shows that almost all the respondents are educated up to the level of
graduation (51.7%) or post graduation (46.7%) Where as only a least percent
of the respondents (1.7%) are found a in the higher secondary.
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Fig 4: Respondents by their Educational Qualification
48
0
0
0
0
0
Under P
Frequency
Percentage
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Table 5: Respondents by their Experience in the organization
S.no Experience in years Frequency Percentage
1 0-3 46 76.7
2 3- 5yrs 15 23.3
Total 60 100
As for the work experience of the respondents is concerned, Table No: 5
shows that most (76.7%) of the respondents have an experience of less than
3yrs of work experience. The rest (23.3%) of them a have an experience of
more than 3yrs.
Fig 5: Respondents by their Experience in the organization
49
Frequency
Percentage
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II. Analysis on work culture
The presentation and analyses of the following tables given in this section
reflects the various aspects of the work culture prevailing in the organization.
The different aspects taken for confirming the same are the as follows:
1. Values upheld in the organization.
2. Organizations role in work related matters
3. Organizations role in attending to the employees needs.
4. Relationship between the top management and the employees
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Values of the organization:
Table No 6: Values System in the organization
S.noName of the
valueResponses Frequency Percent
1Integrity of
employees
To great extent
To some extent
Not at all
Total
24
36
0
60
40%
60%
0
100
2
Employees
growth anddevelopment
To great extent
To some extent
Not at all
Total
29
31
0
60
48.4%
51.6%
0
100
3Dignity of
individuals
To great extent
To some extent
Not at all
Total
29
31
0
60
46.8%
53.2%
0
100
4Rewards andrecognition of
the employees
To great extent
To some extentNot at all
Total
22
37
60
36.7%61.6%
1.7%
100
5
Trust
maintained
with the
employees
To great extent
To some extent
Not at all
Total
17
42
1
60
28.3%
70%
1.7%
100
6
Equal
opportunities
to the
employees
To great extentTo some extent
Not at all
Total
2532
3
60
41.7%53.3%
5%
100
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The value system of the organization was confirmed on the following 6
categories of values:
1. Integrity of the employees
2. Employees growth and development
3. Dignity of the employees
4. Rewards and recognitions
5. Trust maintained with the employees
6. Equal opportunities to the employees
With reference to the values adhered by the organization, Table No 6
shows that all the values of the organization are very much upheld by the
organization like
Integrity- 60%,
Employees growth and development- 51.6%
Dignity of the employees- 53.2%,
Rewards and recognitions- 61.6%.
Trust maintained with the employees- 70%
Equal opportunities to the employees- 53.3%.
The adherence of the values taken for study on their arrangement in their
order of rank indicates the following:
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Table: 6A
Adherence of the Value and Ranking:
Value Ranking
Trust maintained with the
employees1st
Rewards and recognition of the
employees2nd
Integrity of the employees 3rd
Equal opportunities to the
employees4th a
Dignity of the individuals 4th
Employees growth and
development5th
B. Organizations adherence to the work related matters:
The analysis of the following tables shows the organizations adherence to
the work related matters such as rules, policies etc.
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Table No 7 : Adherence to the Work related matters
S.NoWork related
mattersAdherences Frequency Percent
1 Rules and regulations
To great extentTo some extent
Not at all
Total
4119
0
60
68.3%31.7%
0
100
2
Formulation and
implementation of
policies
To great extent
To some extent
Not at all
Total
39
21
0
60
65%
35%
0
100
3
Upholding the
traditions of the
organization
To great extentTo some extent
Not at all
Total
2732
1
60
45%53.3%
1.7%
100
4
Enforcement of
discipline in
organization
To great extent
To some extent
Not at all
Total
29
31
0
60
48.3%
51.7%
0
100
5Work place
maintenance
To great extent
To some extent
Not at all
Total
26
32
2
60
43.3%
53.4%
3%
100
6Adhering to the orders
of the organization
To great extent
To some extent
Not at all
Total
21
39
0
60
35%
65%
0
100
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The organizations adherence to the work related matters is taken for
confirmation under the following categories:
a. Rules and regulations
b. Formulations and implementation of policies
c. Upholding the traditions of the organization
d. Enforcement of discipline in the organization
e. Work place maintenance
f. Adhering to the orders of the organization.
The analysis of Table No: 7 indicate the fact that in the work related
matters in case of
Rules and regulations 68%
Formulation and implementation of policies 65%
Enforcement of discipline in the organization 51.7%
Adhering to the orders of the management 65%
All respondents have given an overwhelming response in favor of their
adherence in the organization (100%) each. However on the following cases
a small number of respondents have an opinion against 100% adherence
Upholding the traditions of the organization. 53.3%
Work pace maintenance 53.4%
A small number of respondents have an opinion against 100% adherence.
C. Organizations role in attending to the employees needs
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The analysis of the following tables shows the organizations role in
attending to the employees needs.
Table No: 8: Opinion on organization attending to employee needs
S.noEmployees
needsOpinion Frequency Percent
1Recognition of
employees
To great extent
To some extent
Not at all
Total
24
35
1
60
40%
58.3%
1.7%
100
2 Freedom at work
To great extent
To some extent
Not at all
Total
27
37
2
60
35%
61.7%
3.3.%
100
3Support form top
management
To great extent
To some extent
Not at all
Total
14
44
2
60
23.3%
73.3%
3.3%
100
4 Establishment ofcommunication
system
To great extent
To some extentNot at all
Total
27
303
60
45%
50%5%
100
5
Providing
welfare
measures
To great extent
To some extent
Not at all
Total
21
38
1
60
35%
63.3%
1.7%
100
6Providing
opportunities for
growth
To great extent
To some extentNot at all
Total
25
341
60
41.7%
56.7%1.6%
100
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7
Establishing a
competitive
salary
To great extent
To some extent
Not at all
Total
17
42
1
60
28%
70%
2%
100The organization role in attending to the needs of the employees was
confirmed on the a following aspects:
1. Recognition of employees
2. Freedom at work
3. Support from top management
4. Establishment of communication system
5. Providing welfare measures
6. Establishing a competitive salary are all maintained to some extent in the
organization.
Contrary to the observation made in Table No: 7 with regard to the
organization attending employees needs, where in, it is observed that they
are fulfilled at 100% level. Here by the fulfillment of employee needs are
observed to be as follows:-
As regard to the recognition of employees 58.3%
As regard to the freedom at work 61.7%
As regard to the support from the top management 73.3%
As regard to the establishment of communication system 50%
As regard to providing welfare measures 63.3%
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As regard to providing opportunities at work 56.7%
Establishing a competitive salary 70%
The organizations role in attending to the needs of the employees in theirorder of rank:
Table: 8A
Needs of the Employees and their Ranking
Needs of the employees Ranking
Support from top management 1st
Competitive salary 2nd
Welfare measures 3rd
Freedom at work 4th
Recognition of employees 5th
Opportunities for growth &
development
6th
Establishing communication
system
7th
D. Focusing on the relationship between the top management and the
employees
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Analysis of the following tables shows the relationship maintained
between the top management and the employees in the matters like
transparency, collaboration etc
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Table :9: Relationship between the top management and the employees:
S.n
o
Relationship factors Opinions Frequency Percent
1 Collaboration between
individual goals and
organizational goals
To great extent
To some extent
Not at all
Total
29
30
1
60
48%
50%
2%
100
2 Transparency between
top mgt and employees
To great extent
To some extent
Not at all
Total
22
36
2
60
36.7%
60%
3.3%
100
3 Communicationbetween top mgt and
employees
To great extentTo some extent
Not at all
Total
2731
2
60
45%51%
5%
100
4 Interpersonal relations
between top mgt and
employees
To great extent
To some extent
Not at all
Total
16
43
1
60
26.7%
71.7%
1.6%
100
5 Confidence maintained
by the top mgt in theemployees
To great extent
To some extentNot at all
Total
26
340
60
43.3%
56.7%0
100
6 Extent of comfort in
the organization
To great extent
To some extent
Not at all
Total
20
40
0
60
33.3%
66.7%
0
100
7 Extent of satisfaction in
the organization
To great extent
To some extentNot at all
Total
15
450
60
25%
75%0
100
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The relationship maintained between the top management and the employees
was confirmed on the following aspects:
1. Collaboration between the individual and organizational goals.
2. Transparency between the top management and the employees
3. Communication between top management
4. Interpersonal relations between the top management and the
employees
5. Confidence maintained by the top management in the employees
6. Extent of comfort in the organization
7. Extent of satisfaction in the organization.
All the relationship factors are very well maintained in the
organization:
The analysis of data on the above table indicates that,
Collaboration between the individual goals and the organizational goals-
50%,
Transparency between the top management and the employees- 60%,
Communication between the top management and the employees- 51%,
Interpersonal relations between the top management and employees-43%,
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Confidence maintained between the top management in the employees- a
34%
Extent of comfort in the organization- 66.7%,
Extent of satisfaction in the organization- 75%
The relationship factors of the organization in their order of rank are as
follows:
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Table : 9A : Relationship Factors their Ranking:
Relationship factors Ranking
Satisfaction in the organization 1st
Interpersonal relations between the
top management and the
employees
2nd
Comfort in the organization 3rd
Transparency between the top
management and the employees
4th
Confidence maintained by the top
management in the employees5th
Communication between the top
management and the employees6th
Collaboration 7th
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CHAPTER - IV
FINDINGS, CONCLUSIONS AND
SUGGESTIONS
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FINDINGS, CONCLUSIONS AND SUGGESTIONS
INTRODUCTION:
The study by the researcher was on the work culture at Emmett. The
study focuses on the prevailing work culture at Emmett and analyses the
factors that lead to the employees comfortability in the prevailing work
culture.
OBJECTIVES OF THE STUDY:
To study the prevailing work culture in the organization
To understand the factors that contribute to the prevailing work culture
To confirm with the employees comfortability with the prevailing
work culture.
RESEARCH PROBLEM:
To study and understand the prevailing work culture in the organization and
also to know the factors that contributes to the comfortability of the
employees in the prevailing work culture.
FINDINGS ON DATA:
The Findings on the personal data:
Most of the respondents are in the age category between 26-31 yrs.
(58.3%)
Majority of the respondents covered by the study are male respondents
(55%)
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Majority of the respondents are well educated and highly qualified
(51.7%) are either graduates or post graduates.
Almost all the respondents (76.7%) have work experience of 0-3 yrs.
The above findings indicates that all the respondents are youngsters, well
educated and at the early stages of work looking for more challenging jobs
and better opportunities for growth.
WORK CULTURE
B. Findings on the organizations values:
By referring to the values in the organization it is found that the following
values are upheld in the organization:
Integrity of the employees (60%)
Employees growth and development (51.6%)
Dignity of the individuals (53.2%)
Rewards and recognitions of the employees (61.6%)
Trust maintained with the employees (70%)
Equal opportunities to the employees (53.3%)
Thus it can be concluded that the organization gives a lot of importance in
upholding a set of values and also implicates the values to a large extent in
the organization. By this the employees feel that they are regarded and
respected well by the organization.
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C. Findings on the organizations role in attending to work related matters:
With reference to the work related matters it is found that there is almost a
great extent of adherence to the work related matters by the organization:
Rules and regulations (68.3%)
Formulation and implementation of policies (65%)
Upholding the traditions of the organization (53.3%)
Enforcement of discipline in the organization (51.7%)
Work place maintenance (53.4%)
Adhering to the orders of the organization (65%)
Considering the work related matters it is found from the study that the
organization gives a lot of importance to the work related matters like rules,
traditions etc.
Also the discipline is maintained well in the organization which leads to the
effective functioning of the organization.
D. Findings on the organizations role in attending to the needs of the employees:
Focusing on the needs of the employees, it has been found that several key
employee needs are satisfied by the organization in a reasonable manner asshown below:-
Recognition of the employees (58.3%)
Freedom at work (61.7%)
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Support from the top management (73.3%)
Establishment of communication system (50%)
Providing welfare measures for the employees (63.3%)
Providing opportunities for growth (56.7%)
Establishing competitive salaries (70%)
Thus it can be expected that due to this need satisfaction the employees
will be motivated to work well in the organization.
E. Findings on the relationship between the top management and the
employees:
The findings on the Relationship maintained between the top management
and the employees as ascertained indicates the following:
Collaboration between the individual and the group goals (50%)
Transparency between the top management and the employees (60%)
Communication between the top management and the employees
(51%)
Interpersonal relations between the top management and the
employees (71.1%)
Confidence maintained by the top management in the employees
(56.7%)
Extent of comfort in the organization (66.7%)
Extents of satisfaction in the organization (75%)
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Thus it can be concluded that the relationship between the top management
and the employees it is found to be good and is maintained in a harmonious
manner.
CONCLUSIONS:
The study has dealt in detail about four aspects influencing the work
culture in the organization namely values, rules & regulations, discipline in
the organization.
From the study it was found that the rules and the regulations have been
strictly enforced in the organization.
The relationships between the Top management and the employees have been
maintained well and there is a good of collaboration between individuals
goals and the group goals. Also there is transparency maintained between the
top management and the employees.
The tradition and rituals of the organization are well attended and maintained.
The management provides opportunity for the family also to participate in the
functions and get together.
A majority of the respondents are of the view that e organization takes good
care of the welfare measures. There is much collaboration between the groupgoals and the individual goals in the organization.
It is also observed from the study that there is a good communication system
established within the organization and this provides a basis for better inter
personal relationship between them.
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On the basis of the above findings it can be concluded that the there is a
synergetic type of work culture that prevails in the organization, also the
work culture prevailing in the organization enables the employees to be a part
of it, work independently and achieve better results.
SUGGESTIONS:
The following are the suggestion that needs to be implemented in the
organization. At some areas the respondents feel that the values are not
carried out to required extent, the areas coming under this category are as
follows:
a. Freedom
b. Rewards and recognition of the employees
c. .Trust maintained with the employees
d. Workplace maintenance
If these factors are also improved then the organization can be more a
positive type of culture.
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BIBLIOGRAPHY
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BIBLIOGRAPHY
1. M.G.Rao - Human Behavior - Discovery Publishing House - 1993
ibid 1: Pg - 3 at Work ,New Delhi
2. M.G.Rao - Human Behavior - Discovery Publishing House - 1993
ibid 2: Pg - 6 at Work , New Delhi
3. M.G.Rao - Human Behavior - Discovery Publishing House - 1993
ibid 8: Pg - 25 at Work , New Delhi
4. Jai. B.P.Singh - Work culture in - Sage Publications,
Indian context, New Delhi / New York Park - 1990 ibid 3 :Pg-15
/London;
5. Jai. B.P.Singh - Work culture in - Sage Publications,
Indian context, New Delhi / New York Park - 1990 ibid 4 :Pg-17
/London;
6. Jai. B.P.Singh - Work culture in - Sage Publications,
Indian context, New Delhi / New York Park - 1990 ibid 5 :Pg-24
/London;
7. Jai. B.P.Singh - Work culture in - Sage Publications,
Indian context, New Delhi / New York Park - 1990 ibid 6 :Pg-53
/London;
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8. Jai. B.P.Singh - Work culture in - Sage Publications,
Indian context, New Delhi / New York Park - 1990 ibid 7 :Pg-
175 /London;
9. Fred Luthans - Organizational Behaviour McGraw Hill
International Edition 2002 ibid 10: Pg -122 - 123
ARTICLES
1. Trilok Kumar Jain - Important Considerations - December
2001 of Work Culture Volume No. 3
HRD Times Issue No. 12
2. Trilok Kumar Jain - Important Components - July 2001
of Work Culture Volume No 3
HRD Times Issue No. 7
3. ChandrasekharRao - Towards a Positive Work Culture - October
2004
The Indian Journal of Volume No. 40
Industrial Relation Issue No. 2
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QUESTIONNAIRE
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STUDY ON WORK CULTURE AT EMMETT
PERSONAL FACTORS:
1. Name :
2. Age ( in years) : 20-25 / 25-30 / 30-35 / 35 & above
3. Sex : M / F
4. Job Title:
5. Designation:
6. Department:
7. Educational qualification:
(a) Higher secondary (b) Degree
(c) Post graduate (d) Diploma
8. Years of experience :
Less than 1 / 1-3 / 2-5 / more than 5
9. Values:
Indicate to what extent your organisation stands for the following
values?
Human Resources
a) Integrity of employees.
To great extent / To some extent / Not at all
b) Employees growth and development
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To great extent / To some extent / Not at all
c) Dignity for individuals
To great extent / To some extent / Not at all
d) Rewards and recognition's of employees
To great extent / To some extent / Not at all
e) Trust maintained with the employees
To great extent / To some extent / Not at all
f) Equal opportunities to all the employees
To great extent / To some extent / Not at all
10. Indicate the commitment of your organisation in adhering to the
following areas of work related matters?
a) Rules and regulations regarding the work
To great extent / To some extent / Not at all
b) Formulation and implementation of work related policies
To great extent / To some extent / Not at all
c) Upholding the traditions of the organisation
To great extent / To some extent / Not at all
d) Enforcement of discipline in the organisation
To great extent / To some extent / Not at all
e) Work place maintenance
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To great extent / To some extent / Not at all
f) Adhering to the orders of the top management
To great extent / To some extent / Not at all
11. Indicate the extent of the organisation's role in attending to the following.
a) Recognition of employees
To great extent / To some extent / Not at all
b) Freedom available at work
To great extent / To some extent / Not at all
c) Support from the Top management
To great extent / To some extent / Not at all
d) Establishment of the communication system
To great extent / To some extent / Not at all
e) Providing welfare measures for the employees
To great extent / To some extent / Not at all
f) Providing opportunities for growth of the employees
To great extent / To some extent / Not at all
g) Establishing a competitive salary / compensation system for the employees
To great extent / To some extent / Not at all
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12. Indicate the nature and the extent of relations maintained between the top
management and the employees :
a) Collaboration between the individual and the group goals
To great extent / To some extent / Not at all
b) Transparency between the top management and the employees
To great extent / To some extent / Not at all
c) Communication between the top management and the employees
To great extent / To some extent / Not at all
d) Interpersonal relations between the Top management and the employees
To great extent / To some extent / Not at all
e) Confidence maintained by the Top management in the employees
To great extent / To some extent / Not at all
13. To what extent are you comfortable working in this organisation
To great extent / To some extent / Not at all
14. To what extent are you satisfied working in this organisation
To great extent / To some extent / Not at all