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TERM PAPER

OF

MANAGEMENT PRACTICES AND

ORGANISATION BEHAVIOUR

ORGANISATION STRUCRUTE AFFECTS

WORKING STYLE

Submitted to: - Mr. VIKRAM KATYAL Submitted By:-

ANKIT SINGH

Reg. No.:-11006061

Roll no.:- B49

Section: - S1002

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TABLE OF CONTENT

1. ACKNOWLEDGEMENT

2. CERTIFICATE

3. INTRODUCTION

4.ORGANIZATIONAL CULTURE: CONCEPTUAL

FRAMEWORK5. WHAT IS AN ORGANIZATIONAL CULTURE

6.FUNCTIONS OF ORGANIZATIONAL CULTURE

7.Organizational Culture And its effect on working style

8.IMPACT OF ORGANISATIONSAL CULTURE ON WORKING

SYYLE

9.CONCLUSION

10. REFRENCE

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ACKNOWLEDGEMENT

The project is an illuminating journey to the world ofMANAGEMENT PRACTIES AND ORGANISATION

BEHAVIOUR. co-operation and co-ordination of various people

is involved in the formation of a project. It is impossible to thank

each of them individually, but I am making a humble effort

thank some of them.

First of all I want to thank my lecturerMr. VIKRAM KATYAL forassigning me such a great project. He not only assigned me a

responsible role in the project but also showed confidence in

me throughout the project.

With my immense reverence I express my sincere thanks to

Mrs. Rashmi Mittal, Dean Executive of Lovely Professional

University for giving all of us the best possible support.

ANKIT SINGH

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CERTIFICATE

This is to certify that ANKIT SINGH. is a bonafide student of 1st

semester of MBA, SECTION-S1002, ROLL NO.-B49 at

LOVELY PROFESSIONAL UNIVERSITY, Phagwara (Punjab).

He had undertaken the preparation of the term paper

ORGANISATION SRTUCTURE AFFECT WORKING STYLE.

This student has been sincere and methodical in the

development of the project with outstanding merit.

Mr. VIKRAM KATYAL

(Lecturer- MPOB)

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INTRODUCTION

Every Organization has a culture. It has its own cultural forms that

constitute the expected, supported and accepted way of behaving.

These norms are mostly unwritten and tell employees the way things

really are. These influence everyone's perception of the business from

the chief executive to the lowest rank. Employees from all cadres of

any organization contribute to the success or failure of the

organization, to the norms by accepting and supporting them. Recent

research illuminates the important contribution of organizational

culture and market orientation to organizational effectiveness. In an

attempt to increase the conceptual and empirical body of knowledge,

explores the links between organizational culture, market orientation,

and marketing effectiveness in the context of strategic marketing

alliances. Analyzes responses to self-administered questionnaires

returned by 128 such organizations. The findings suggest that

organizational culture significantly affects marketing effectiveness,

although the individual dimensions of organizational culture have

varying degrees of influence upon the dimensions of marketing

effectiveness. Among mechanistic or non-adaptive cultural

dimensions, increased internal culture enhances an internal market

effectiveness dimension, whereas increased external culture enhances

an external market effectiveness dimension. This internal/external

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alignment is not found for the organic or adaptive cultural

dimensions. This same internal/external alignment is found, however,

when examining the relationship between market orientation and

market effectiveness. Internal aspects of market orientation enhance

an internal market effectiveness dimension, whereas increased

external orientation enhances an external market effectiveness

dimension. In the constantly changing business scenario of tough

competition, economic threats, frequent downsizing and technological

changes have brought in significant changes not only in the workplace

but also in the decline of employee morale. The wide job

opportunities and the increasing war for talent have made companies

retain their talented employees at any cost by boosting their morale

through innovative ways as todays employees are no longer attracted

by the pay or benefits as an inspiring and enthusiastic environment

that promotes good employee relations, fair treatment and recognition

for achievement. Companies having high or positive employee morale

supersede the average companies in terms of increased employee

retention level, quality products, organizational productivity and the

companys profits.

Employee morale is the spirit, enthusiasm, confidence/self-reliance/

self-esteem of an individual or groups as revealed by their willingness

to perform assigned tasks, to be engaged, be inspired and render good

performance. An organizational environment that promotes high

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employee morale increasingly reaps multifarious benefits of gaining

motivated employees and a unified workforce that help in the quicker

achievement of the organizational mission. Besides, it increases the

creativity and willingness to learn and share knowledge among the

employees, improves employee and customer engagement, job

performance, commitment, loyalty and develops among the

employees a feeling of trust in their leaders and a sense of pride in

their job. Hence, the significance of instilling and maintaining

employee morale is highly crucial in todays business as it helps

retain talent and reduce attrition that has an impact upon the

companys bottom line and ROI.

To make an employee have high morale and be enthusiastic about

his/her job, managers have to set meaningful goals, be fair in praise

and criticism, install recognition programs, provide unbiased

feedback, avoid high promises etc. Such a strategy will inspire the

employees to render optimal performance in the workplace. The facts

that matter for an employee to work in a high morale organization are

fair treatment, a sense of achievement in work and feeling proud

about their employers and good employee relations. Even if one of the

above factors is missing, the employees are three times less

enthusiastic and more unproductive than the employees who work in

firms where all the factors are present. Besides, demoralized

employees cause increased cost/expense to the company by their

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indifference to work, absenteeism, work disengagement and negative

attitudes that spur conflict and confusion in the management. Such

effects get reflected in the market share and the company also suffers

from negative image and reputation in the marketplace. Hence, good

people practices by the company are vital in creating a competitive

advantage to be a great place to work for.

ORGANIZATIONAL CULTURE: CONCEPTUALFRAMEWORK

The primary strategy of an organization is the maintenance of its

cultural identity in terms of prevailing values. A virtuous circle from

the collective experience of success through stabilized values to

cohesion and efficiency sustains the continuity of culture. But if the

alternatives allowed for by the culture are unsuited to new problems,

then the virtuous circle becomes a vicious circle impeding change.

The result may be apparent cultural change, cultural revolution or

cultural incrementalism.

Significant research has focused on the market orientation concept

and its antecedents in recent years. Nevertheless, the market

orientation research provides little information concerning the effects

of national cultural values on the market orientation of companies.

The conceptual framework presented in this manuscript contributes to

the extant literature in international business by investigating the role

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of national cultural values as factors that shape and modify an

organization's market orientation through its organizational culture.

Specifically, using Schwartz's cultural value dimensions, the authors

present a set of propositions regarding the effects of national culture

on the internalization of market-oriented values and norms, which in

turn positively affect the implementation of market-oriented

behaviors.

Stanley Davis commented on this concept as follows: corporate

culture is the pattern of shared beliefs and values that give the

member of an institution meaning and provide them with the rules for

behaviour in their organization.

Campbell, Dunnelte and Lawler have commented that organizational

culture is concerned with how employees perceive the six basic

characteristics such as individual, autonomy, structure, reward,

consideration and conflict.

Every organization will have its own word to describe what it mean

by culture, Some of them are core, ethos, ideology, manner, patterns,

philosophy, purpose, roots, style, vision and way.

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WHAT IS AN ORGANIZATIONAL CULTURE?

Organizational culture refers to a system of shared meaning held by

members that distinguishes the organization from other organization.

This system of shared meaning is on closer examination, a set of key

characteristics that the organization values. The researchers suggest

that there are seven primary characteristics that in aggregate, capture

the essence of an organization culture.

1.Innovation and risk taking:- the degree to which encourage to

be motivated, innovative and take risk.

2.Attention to detail:- the degree to which employees expected

to be exhibit precision, analysis, and attention to detail.

3.Outcome orientation:- the degree to which management focus

on result or outcomes rather than on the techniques and

processes used to achieve those outcomes.

4.People orientation:- the degree to which the management

decision take into consideration the effects of outcomes on

people with in the organization.

5.Team orientation:- the degree to which the work activities are

organized around teams rather than individuals.

6.Aggressiveness:- the degree to which the people are aggressive

and competitive rather than easygoing.

7. Stability:- the degree to which the organization activities

emphasize maintaining the status of the employees.

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FUNCTIONS OF ORGANIZATIONAL CULTURE

A growing organization cannot neglect its human side. Employees are

the real fortune makers who make the organization a strong and

growing unit. It becomes necessary for management to nurture the

spirit of oneness and to develop an organizational entity.

Organizational culture performs four different types of functions.

(i) The fooling of Organizational identify

No Organization can grow without strong commitment of its

employees to the cause of organization. Organizational culture has its

own ability to attract develop and keep talented people.

(ii) Collective Commitment

Organizational development is the result of group efforts. Culture is

that invisible bond of emotions and feeling that ties employees at

various levels to develop collective commitment.

(iii) Socialization of Members

The organizational culture develops uniform system of promotions,

remuneration and behaviour patterns which can socialize the

employees without any group conflicts and ideological clashes.

(iv) Desired Behavioural Pattern

The employees must understand their surroundings; they should learn

to behave according to basic philosophy of business. No organization

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can succeed for a long if it has not given proper understanding of its

surroundings to its employees.

Creating A Positive organizational culture:-

Its often difficult to separate management fads from lasting changes

in management thinking, especially early. There is one early trend,

though, that we think is here to stay: creating a positive organizational

culture.

Creating a positive culture may surround hopelessly nave, or likely a

deliberate style conspiracy. The one thing that makes us believe this

trend is here to stay is that there are signs that management practice

and OB research are converging.

A positive organizational culture is a cultare is defined as a culture

that emphasise building on employee strength, rewards more than itpunishes, and emphasise individual validity and growrh.

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Organizational Culture And its effect on working style

Based on principle of individualization, every individual is unique;

every organization is constituted by different combinations of

individuals. This helped to create the idea of different organizational

cultures. The book 'Organizational Culture and Employee's Morale' is

an outcome of the research conducted by the author in leading banks

and throws light on the impact of Organizational Culture on morale of

employees and directs to study relationship between them.

About Author:

Dr. Harinder Biro Kaur Post Graduate in Social Work and Doctorate

in Organizational Behavior from Punjab School of Management

studies. She has also done Diploma in Training and Development

from Indian Society of Training and Development, New Delhi s an

additional qualification. As far as her achievements are concerned,she had Gold Medal in M.A. (Social work) for standing first in

Kurukshetra University in the year 1991, Major Sat Prakash Verama

Gold Medal for standing first in faculty of Social Sciences in

Kurukshetra University in the year 1991, Silver Medal in Diploma in

Training and Development, New Delhi.

Contents :Preface Introduction and Concept Researches in Organizational

Culture and Employee Morale Objectives and Dimensions of

Organizational Culture and Employee Morale Organizational Culture-

An Analysis and Interpretation Employee Morale-An Analysis and

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Interpretation Organizational Culture and Employee's Morale-A

Study of Relationship Improvement in Organizational Culture and

Employee. Employee morale is the relationship that a particularemployee or a group of employees have with their work and the

organization they work for. High employee morale means that

employees are happy, and this is reflective in the kind of work they

produce. On the other hand, low employee morale results in less

productivity and pessimism among employees. It is important for

every organization to continually keep employee morale high.

Significance

Employee morale is part of workplace culture and it is important in

the company. When workers are happy, they tend to be more efficient

because they enjoy their work. It is important that employees don't

feel overworked and burdened by their job. Employee morale gauges

organizational culture and how employers' treatment of their

employees impact how the employee thinks about the organization as

a whole.

Develop

First and foremost, better communication improves employee morale.

Encouraging employees to reason better and communicate their ideas

effectively will result in better understanding of each other. This also

develops leadership in employees and teaches them how to be

assertive. Regular evaluation also helps keep things in check. Top

management should make it a point to talk sincerely to their

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employees and staff and build a solution to resolve any issues present.

Managers should make any expectations known.

Effects

High employee morale results in a highly effective team. A nurturing

and supportive environment helps employees do their best work and

share ideas without fear of being ostracized and ridiculed. High

morale is also an indication of job satisfaction, which helps

organizations keep employees. Employees are also more aware of

their environment and will be more forward in asking for help and

support, thus resolving issues because they get worse.

Considerations

The human resources department of a company gauges employee

morale and participates in activities and events that would help boost

employee morale. Team-building exercises are particularly important,because when employees are working in harmony, they tend to help

each other, thus collectively relieving the amount of work that needs

to be done for the company.

Expert Insight

One of the best ways to boost employee morale is to reward hardwork. An employee may sometimes feel burdened by the amount of

work that needs to get done and could start thinking about the value of

the work versus the amount of pay he receives. By recognizing thehard work of an individual, employees are more likely to want to

show their skills and contribute more because they know they are

appreciated. Recognition, not just monetary compensation, is an

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incentive that will keep an employee setting higher standards and

doing more in his job

IMPACT OF ORGANISATIONSAL CULTURE ON WORKING

STYLE

The nature of corporate culture that exists in a company is going to

decide the degree to which the desired results from the employees are

obtained. Cultural analysis brings to centre stage a rich vein of

behaviours and stands on its head much

of the conventional wisdom about organizations. Stories, legends,

rituals and heroes are key

elements of organizational functioning and may actually serve more

important objectives than

formal decision making. We need to consider in more depth the

different ways in which

culture has been used in organization study. Wilson and Rosenfield

(1990) distinguish two

schools of thought:

1. The analytical school stresses the context and history of the

organization and how culture

acts as a socializing force controlling the behaviour of members.

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2. The applicable school view culture in terms of obligation to central

goals and as a

means of managing successful organizational change. The common

perceptions of the individual members about the organisation

determines the types of the Organizational culture, individuals with

realm of universal truths and are broad enough to accommodate any

variety of circumstance.

An organisation culture consists of two primary components.

(i) The primary value of the organization and

(ii) The existing management style and systems.

Employee Morale is a very complex phenomenon and is

influenced by many factors on the shop floor. Several criteria

seem important in the determinants of levels of workers Morale

such as:

1. Objectives of the organization: Employees are highly motivated

and their Morale is highly if their individual goal and objectives are in

tune with organizational goal and objectives.

2. Organizational design: Organization structure has an impact on the

quality of labour relation, particularly on the level of Morale. Large

organization tend to lengthen their channels of vertical

communication and to increase the difficulty of upward

communication. Therefore the Morale tends to be lower. Against this

flat structure increases levels of Morale.

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3. Personal Factors: It is relating to age, training, education and

intelligence of the employees, time spent by them on the job and

interest in worth taken by them, affect the Morale of the employees.

For examples if an employees is not imparted proper training he will

have low Morale.

4. Rewards: Employees expect adequate compensation for their

services rendered to the organization. Good system of wages, salaries,

promotions and other incentives keep the Morale of the employees

high.

5. Good Leadership and Supervision: The nature of supervision can

tell the attitudes of employees because a supervisor is in direct contact

with the employers and can have better influences on the activities of

the employees.

6. Work Environment: The building and it appearance the condition

of machines, tools, available at work place provision for safety,

medical aid and repairs to machinery etc. all have an impact on their

Morale.

7. Compatibility with fellow employees: Man being a social animal

finds his words more satisfying if he feels that he has the acceptance

and companionship of his fellow workers. If he has confidence in his

fellow worker and faith in their loyalty his Morale will be high.

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8. Job Satisfaction: If the job gives an employee an opportunity to

prove his talents and grow personality, he will certify like it and he

will have high morale.

9. Opportunity to share profit: one of the requirements of high morale

is possibility and opportunity of progress in any concern. All worker

should be given an opportunity of the progress and earn high wages

without any discrimination.

These two components significantly determine the degree to which

the desired result from the employees is obtained. The value system

to which the employees support directly or indirectly or by their

behaviour indicates the direction in which organizations are likely to

move in the future. A strong culture is a powerful lover for guiding

behaviour. It helps the employees to do their job better.

The essence of the organizational culture can be stated in its five

characteristics namely.

(i) Individual autonomy

(ii) Organizational Structure

(iii) Reward organisation

(iv) Consideration and

(v) Conflict

Organizationals culture is concerned with how employees perceive

each of the five characteristics slated above whether it may be

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positive or negative. An effective culture is a system of informal

rules that spell out how employees are behaving most of the time. It

also enables people to feel better about what they do, so they are more

likely to work harder. It provides a sense of common direction and

guidelines for day to day behaviours.

CONCLUSION

Culture helps the organization to accomplish what it desires to

achieve. The corporate culture as a management programme has

great motivating impact to motivate employees to improve their own

and organizational performance.

Morale is psychological concept. Morale is not a cause but rather the

effect or result of many going awry. Morale drifters from person to

person, industry to industry, level of education age, nature of work

etc. Morale may be range from very high to very low.

By this study it is clear that various faction which influences morale

and productivity of the employees each as Social Security measures,

welfare facilities, salary status, Bonus, heath condition, shift system

and recognition of work are getting much importance.

To conclude employee morale plays very important role in every

organization. Good employee morale helps to success of the

organization. Unless an employee has poor morale if always a

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possibility of employee disharmony and also affect smooth running of

the organization.

Improving employee morale and motivation is a critical concern for

managers in order to increase productivity. This paper discusses

employee morale and motivation, including a review of literature

describing views on extrinsic versus intrinsic motivators and some of

the debates regarding motivation in general. The paper closes with a

classification of methods for managers on improving employee

morale and motivation in five categories: monetary rewards; work-life

balance; career-oriented benefits; entertainment; and status enhancing.

REFRENCES

1.http://www.borntoredefine.com/company-responsibility/

2.Source: Corporate Social Responsibility Survey 2002 India

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PriceWaterHouseCompany

3.http://www.reputare.in/related-articles/corporate-social-

responsibility-articles/trust-and-corporate-social-responsibility-

lessons-from-india.

4.http://www.csc.com/in/ds/11515/14510-

corporate_social_responsibility.

5. http://timesfoundation.indiatimes.com/articleshow/4662536.cms

.

6. www.docstoc.com