Identification of Management Culture among Management Professionals in Kerala

Submitted by

Aleena Treesa E.J

Reg No: 85213175

In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Of

COCHIN UNIVERSITY OF SCIENCE AND TECHNOLOGY

MAY 2015

DEPARTMENT OF MANAGEMENT STUDIESToc H INSTITUTE OF SCIENCE & TECHNOLOGY

Arakkunnam P.O, Ernakulam District, KERALA –682 313

DECLARATION

I hereby declare that the Project Report titled “Identification of Management Culture

among Management Professionals in Kerala” is a record of bonafide work done by

me under the supervision of Mrs. Pearly Saira Chacko, Assistant Professor,

Department of Management Studies, Toc H Institute of Science & Technology and

that no part of this report has formed the basis for award of any degree, diploma,

associate ship, fellowship or any other similar title or recognition in any other

institution.

Cochin

 

Date: Aleena Treesa E.J.

Toc H INSTITUTE OF SCIENCE & TECHNOLOGYArakkunnam P.O, Ernakulam District, KERALA – 682 313

DEPARTMENT OF MANAGEMENT STUDIES

CertificateThis is to certify that the project titled “Identification of Management Culture

among Management Professionals in Kerala” submitted by Aleena Treesa E.J.

of MBA Semester IV is a bonafide account of the work done by her under our

supervision, during the academic year 2014 - 2015 in partial fulfilment of the

requirements for the award of the degree of MASTER OF BUSINESS

ADMINISTRATION of COCHIN UNIVERSITY OF SCIENCE AND

TECHNOLOGY

………………………... .…..………………...................Asst. Prof. Pearly S Chacko Prof. Dr. Hareesh N Ramanathan Project Guide HOD

…………………………… .…..……………………… Prof. Dr. Suresh Manimala Prof. Dr. D Vincent H Wilson Dean Principal

ACKNOWLEDGEMENT

First and foremost, I thank God Almighty for his support and blessings showered

upon me to complete my project within the stipulated time.

I owe my sincere thanks to Prof. Dr. Hareesh N Ramanathan (Professor and Head,

Dept. of Management Studies, Toc H Institute of Science & Technology) & Mrs.

Pearly Saira Chacko (Assistant Professor & Faculty Guide), who supported me

throughout the work with excellent guidance. I take this opportunity to thank all

other faculty members in the college and staff members for their valuable

suggestions and sincere co-operation rendered to me during the academic period.

I wish to pay my gratitude to my parents and family members for their constant

encouragement, motivation, help and moral support throughout my academic

pursuits.

Finally, I must extend my thanks to all my friends and well-wishers for the

encouragement, sustained help and prayer which I got from them.

TABLE OF CONTENTS

Content No. Page No.

I INTRODUCTION 1

1 Introduction 2

1.1 Background of the Study 5

1.2 Scope of the Study 5

1.3 Statement of the Problem 5

1.4 Objectives 5

1.5 Limitations of Study 5

II REVIEW OF LITERATURE 6

2 Review of Literature 7

2.1 Conclusion 15

III METHODOLOGY 16

3 Introduction 17

3.1 Research Design 17

3.2 Sampling Technique 17

3.3 Tools used for data Collection 17

3.3.1 Hofstede’s 5 cultural values 18

3.4 Validity and Reliability 19

3.5 Tools used for data Analysis 19

IV DATA ANALYSIS AND DISCUSSION 21

4 Introduction 22

4.1 Demographic profile 22

4.2 Check Normality 27

4.3 Kruskal Wallis Test 28

4.4 One Sample Test 34

VFINDINGS AND CONCLUSIONS

45

5.1 Findings 46

5.2 Conclusion 48

Bibliography

Appendix

LIST OF TABLES

Table No. Title of the Table Page No.

3.4 Validity and Reliability 19

4.1.1 Gender 23

4.1.2 Experience 24

4.1.3 Sector 25

4.1.4 Age 26

4.2.1 Tests Normality 27

4.3.1 K.W.T: Group Variable: Gender 28

4.3.2 K.W.T: Experience V/s Hofsted’s CV 28

4.3.2(a) Mean Rank : Power Distance 29

4.3.2.(b) Mean Rank: Masculinity 30

4.3.3 K.W.T. Age V/s Hofstede’s 5 CV 31

4.3.4 K.W group variable: Sector V/s Hofstede 5 CV 32

4.3.4(a) Mean Rank- Uncertainity Avoidance 33

4.3.4(b) Mean Rank- Masculinity 34

4.4.1 One Sample T-Test Power Distance 34

4.4.1.1 Hypothesis Testing 35

4.4.1(a) Statistics- Power Distance 35

4.4.2. One sample T-Test U.A. 36

4.4.2(a) Statistics of Uncertainity Avoidance 37

4.4.2(b) Cross Tabulation 38

4.4.2(c) Chi-Square Test 39

4.4.3 One Sample T Test- Collectivism 39

4.4.3.1 Hypothesis Testing 40

4.4.3(a) Statistics of Collectivism 40

4.4.4 One Sample T- Test Masculinity 41

4.4.4.1 Hypothesis Testing 41

4.4.4(a) Statistics of Masculinity 42

4.4.5 One Sample T-test- Long Term Orientation 43

4.4.5.1 Hypothesis Testing 434.4.5(a) Statistics of Long Term Orientation 44

List of Charts4.1.1 Gender Statistics 224.1.2 Experience Statistics 234.1.3 Sector Statistics 244.1.4 Age Statistics 26

CHAPTER 1

INTRODUCTION

1. Introduction

The Concept

According to Kroeber and Kluckholn (1952) culture consists of patterns, explicit

and implicit, of and for behavior acquired and transmitted by symbols,

constituting the distinctive achievement of human groups, including their

embodiment in artifacts. The essential core of culture consists of traditional (i.e.,

historically derived and selected) ideas and especially their attached values.

Culture systems may, on the one hand, be considered as products of action, and

as conditioning elements of future action. In the words of Hofstede (1980) culture

is, “The collective programming of the mind which distinguishes the members of

one human group from another The interactive aggregate of common

characteristics that influences a human group’s response to its environment.”

Anthropologist Symington (1983) has defined culture as, that complex whole

which includes knowledge, belief, art, law, morals, customs and capabilities and

habits acquired by a man as a member of society.”

The Indian perspective of culture given by Sinha (2000) suggests that “Culture

consists of totality of assumptions, beliefs, values, social systems and institutions,

physical artifacts and behaviour of people, reflecting their desire to maintain

continuity as well as to adapt to external demands.” What these descriptions

suggest is a set of value systems that are equally shared by all the members. They

take a long time to evolve and are sustained over a long period of time. They

form a common core which binds people together. Work culture, on the other

hand, is a totality of various levels of interaction among organisational factors

(boundaries, goals, objectives, technology, managerial practices, material and

human resources, and the constraints) and organismic factors (skills, knowledge,

needs, and expectations) interact among themselves at various levels. Over a

period of time they develop roles, norms and values focusing work and is called

work culture.

From the1960s onwards, management researchers have shown interest in the

concept of culture because it was believed that culture has an influence on

managerial behavior and performance At the same time, there are many problems

that obstruct the advancement of research in culture, making it difficult to reach a

clear understanding of the relationship between culture and management

Organization culture refers to a system of shared meaning held by members that

distinguishes the organization from other organization. It is the basic pattern of

shared assumptions, values and beliefs considered to the correct way of thinking

about and acting on problems and opportunities facing the organization. Cultures

also share languages, or ways of speaking. From a communication perspective,

cultures are made and remade through the words we use to describe our world.

Culture represents a common set of values (“shared meanings”), shared by

members of a population, a organization, a project/programme purpose unit or a

profession .Culture change with the times but the speed at which the culture of

different institutions change varies widely.

Organization cultures have important roles culture unites (brings together)

employees by providing a sense of identity with the organization. Culture enables

organizations to differentiate themselves from one another. It generates commitment,

personal interests. Culture sets organization norms, rules and standards. Thereby,

culture enables employees to function in an organization, by teaching them how to

behave. Culture becomes especially important in a program/project

based organization. In such a organization, the hierarchy is flat and decision-making

is moved to the project/programme purpose units and departments. In this context,

culture provides the guiding light towards achievement of goals and objectives.

Many managers want to know how people come to share perceptions, interpretations,

and attitudes, as well as how workplace symbolism shapes the way people feel and

act. The goal may not be conformity per se, as there are countless benefits to

intellectual diversity. Nonetheless, there is a widespread belief that certain types of

intellectual commonality can reduce unproductive conflict, promote collaboration,

and align work towards a single purpose—all without the need for overbearing

supervision. There is also something about cultural pride that can lift the heart and

inspire the mind to better serve the common good. Organizational culture is a

potentially powerful force.

.

An organisation with a predominantly internal process culture, for example,

may be more resistant to reforms aimed at promoting innovation. Pollitt and

Bouckaert (2004, p.55) note: ‘We would also expect staff in high uncertainty

avoidance cultures to be more concerned with rule-following and more reluctant to

risk changing jobs - both factors of some importance for those reformers who want to

deregulate bureaucracies and encourage more rapid job change in the public service’.

Practitioners in both the private and public sectors have come to realise that

organisational change often requires changing the organisation’s culture and

learning. For example, in terms of improving career progression arrangements in the

civil service, O’Riordan and Humphreys (2002) suggest a need for a change in

organisational culture in many areas of a department. In particular, O’Riordan (2004)

says that ‘developing a culture in which career progression and development of staff

is prioritised represents an important retention and motivation tool’ .Agency, found

that the agency was more adept than other

Organisational culture has common properties, it is found that large

organisations have a dominant culture and a number of sub – cultures. The core

values shared by the majority of the organisational members constitute the dominant

culture. Therefore, whenever one refers to the culture of an organisation one actually

talks about the dominant culture of an organisation one actually talks about the

dominant culture. Subcultures within an organisation are a set of shared

understandings among members of one group/department/geographic operations If

an organisation does not have a dominant culture and is comprised only of various

sub – cultures, its effectiveness would be difficult to judge and there will be no

consistency of behaviour among departments. Hence, the aspect of common or

shared understanding is an essential component of organisational culture. Also,

organisational culture exists.

Organizational culture is viewed in terms of self-realization, status

enhancement ,inventive values and socio-economic support. Self-realization consists

of values such as achievement, ability utilization, advancement, aesthetics, personal

development, and peace of mind. Status enhancement, one of the variables of

organizational culture, consists of values of altruism, authority, physical activity, and

prestige. Inventive values ,another variable of organizational culture, consists of

values of autonomy, creativity, lifestyles, risk-taking, and variety.

1.1 Background of the study

In India socioeconomic cultural religious, patriarchal, feudal and spiritual

factors have a major influence on the work ethics and culture prevalent in the

organization. People are affected by the culture in which they live, Similarly, an

individual working for any organization with a firmly established culture will be

influenced by the values, beliefs, and expected behaviors of the organization. There

is at least some sound evidence that variations in cultural values may have a

significant impact on employee turnover and possibly employees job performance.

Hence the study of organization culture is important for understanding the practices

of organization. To identify that the people in the organization how they are working

efficiently in the organization.

1.2 Scope of study

Cultural values make the impact on management, organisation and work.

Managing cultural diversity in the workplace posses a big challenges in the present

scenario.

1.3 Statement of the Problem

In Kerala different types of people involve in the organization. They have different

behaviour . The main challenges of the management professionls want to interact

with people who have different culture

1.4 Objectives

• To assess the organizational culture prevalent culture among

management professionals.

• To assess the prominent cultured values system in the different

sectors.

1.5 Limitations

Small Sample size

Time constrains, Convincing employees to collect data.

CHAPTER 2

LITERATURE REVIEW

2. Review of literature

(Mozaffari1, 2003) This study has reviewed unverified connection between

organizational culture and leadership styles. It has uncovered a lack of congruence

between the dominant type of organizational culture and leadership styles. This

observed lack of congruence may be inhibiting performance and unconsciously

perpetuating a cycle of caution and an over reliance on stability and control. This

study are in agreement with the fact that almost of the universities in a nationwide

study currently have a Hierarchy culture type (Current culture type). The strength of

the culture is determined by the number of points conceded to a specific culture type.

In the current situation, the Hierarchy culture type is slightly strong, while in the

preferred situation the Adhocracy culture type is considered moderately strong

(Singh*, 2010) Thornhill, Lewis, Millmore, and Saunders (2000) found a

potential role for HR-centered strategies to be used to change or realign the culture of

an organization. An organization can change its culture through its recruitment

strategy of replacing managers with those from outside, restructuring the

organization, downsizing the workforce, training programmes, new reward strategies

and performance management to alter employee behaviours or reinforce emergent

ones. HRM has been proposed by others to be a potentially powerful lever for

shaping and changing the culture of an organization to make the organization more

effective (Schien, 1983; Ulrich, 1997).

(Junchen, 2012) (Kotter john P. & Heskett, 1992). There are two main

branches for the research on the organization culture--one on the measure of the

organization research the following issues to examine the relationship between the

organization culture and corporate performance. Since John P. Kotter and James L.

Heskett (1992), more and more studies have examined the relationship between the

organization culture and corporate performance. Some optimistic researches claim a

positive relationship, while there are still some adjective ones, especially considering

the culture rigidity the authors delineated organizational cultures into intracultural

and extra cultural whose changes are crucial to organizational functioning.

(Ismael Younis Abu-Jarad, Nor’Aini Yusof,Davoud Nikbin, 2007) This study focuses

on the definition and measurement of organizational culture and sheds the light on

the important studies on the topic. It also sheds the light on the culture-performance

literature. In the 1980s, there were ‘obsessions’ by researchers to focus on the Strong

Theory- a search for strong shared values in organization which were supposed to

result in performance for the organization. Perters and Waterman (1982) claimed that

high performance firms could be distinguished from low performance firms because

they possessed certain cultural traits and ‘strong culture

(Lather, 2010) This study states that the investigation aimed at finding out the

differences and the similarities which existed across different cultures (Asian,

America and Australian) as far as resolving interpersonal conflict was concerned and

how cultural factors played a role in choosing different styles to conflict resolution..

This is the first study which has brought three continents one platform and compared

their differing conflict resolution styles in the light of their cultural values.

(Jing, Pu, 2010) Cross-cultural human resource management that is more

specific under international human resource management. Brewster (2002) argued

that the majority of studies in International human resource management have

traditionally focused on expatriation: the cross-border assignments of employees that

last for a significant period of time. However, there are few researches talking about

the harmonious working relationship between the expatriates and local employees.

(Kennedy, Deal, 1982) Organizational culture has been identified as a

mediating variable in this study. There are many terms used by different researchers

to denote organizational culture. Similarly, there are many definitions of

organizational culture. Organizational culture has been characterized by many

authors as something todo with people and the unique quality and style of the

organization (Kilman et al; 1985), and the way things are done in the organizations

(Deal & Kennedy, 1982). Sometimes, organization culture is also known as

“corporate culture”. “Corporate Culture” is used to denote the more

“commercialized” meaning of organizational culture..

(Osibanjo Omotayo Adewal,Adeniji Adenike Anthonia, 2013) The impact of

organizational culture on human resource practices in some selected Nigerian private

universities. The statistical analysis was based on two hundred and thirty-seven

respondents in the selected studied private universities showing that a close

relationship exists between organizational culture and recruitment process, training

programmes, job performance management, performance of employees, pay

structure, and compensation administration. Thereby accelerating human capital

development within the organization, which tends to reduce labour turnover. In the

same vein, the association that exists between training programmes and

organizational value, belief, and practice implies that management or decision

makers in institutions should endeavor to incorporate their belief, value and practices

in the training and development programme designed for the employees.

(Tzai-Zang Lee, Ya-Fen Tseng) Organizational culture has been shown to influence

organizational effectiveness. This study defined the eight dimensions of

organizational culture as: (1) Staff-oriented; (2) achievement-oriented; (3)

innovative; (4) analytical; (5) social relationships; (6) rewarding staff; (7) stable

work environment; (8) demanding. These eight dimensions of organizational culture

showed generally sufficient characteristic. this study presented the efficiency which

the organizational culture powerfully influenced the organizational effectiveness was

built clearly in the organizational cultures in the electronic industry in Taiwan. , the

demanding factor of organizational culture has most influence on the strategy ends

factor of organizational effectiveness on the four cultures.

(Dasgupt, 2013) This study intends to find answers to certain questions such as: 'how

does culture evolve in the organization?', 'Can culture really impact corporate

performance?', 'can culture be managed?”. Literature related to organizational culture

reinforces the fact that culture is crucial to organizational change initiatives;

management of human resources across nations and leadership to effect

organizational performance. To a large extent it supports the firm to develop long

term corporate sustainability. This paper aims to understand the dynamics of

Organizational Culture with contrast to Organizational Performance and the

underlying research In fact, the studies revealed that researchers have not really

identified which specific variables encompass an effective organizational culture, nor

have they provided substantial empirical evidence to suggest if leaders in

organizations improved the amount of time and quality of energy dedicated to

developing a particular type of organizational culture.

(Cisco culture study, 2001) Cisco had a culture based on the principles of

customer focus, transparent communication, employee empowerment, integrity, and

frugality. The work culture, which epitomized fun and fostered a spirit of employee

involvement, ensured that employee turnover was way below industry norms.

Continuous Learning, an element of the Cisco culture, was taken care of even

through acquisition and partnerships. The case also looks into the role played by the

company's CEO, John Chambers, in the evolution of the Cisco.

(Stoyko, 1992)Organizational culture is both a “vessel” for preserving organizational

memory and a force that conditions the way organizational memory is managed by

other means. A detailed breakdown of the specific elements of organizational culture

is conducted in order to describe this dual relationship. It is argued that the goal of

managers should be the creation of a learning-oriented culture while avoiding the

politicization of culture. Given that culture cannot be manipulated directly, managers

need to develop a sophisticated repertoire of leadership skills and a keen sense for

sociopsychological dynamics.

(Orla O’Donnell,Richard Boyle) suggests an ambiguity in terms of the link with

organisational performance as strong cultures have been shown to hinder

performance (unadaptive) and there is also a problem of isolating the impact of

corporate culture on performance. The problems associated with the

culture/performance linkage include validation concerns in terms of measurement, as

the effect of a particular cultural variable may not affect all performance-related

organisational processes in the same way. Researchers also view it as a socially

constructed norm and not just a managerial control strategy -’caught not taught’.

Hatch (1997) suggests that organisations should aim to manage with cultural

awareness and not merely manage the culture.

(Davide Ravasi,Majken Schkuls)Organizational responses to environmental changes that

induce members to question aspects of their organization's identity. Our findings

highlight the role of organizational culture as a source of cues supporting “sense

making” action carried out by leaders as they reevaluate their conceptualization of

their organization, and as a platform for “sensegiving” actions aimed at affecting

internal perceptions. Building on evidence from our research, we develop a

theoretical framework for understanding how the interplay of construed images and

organizational culture shapes changes in institutional claims and shared

understanding

(Bryan Adkins,David Caldwel, 2004)The Organizational Culture Profile (OCP), this

research investigated the extent to which fit between individuals and their

competency groups and the organization were related to job satisfaction. Even in a

consulting firm with a strong organization culture, we found small, but interpretable,

differences between the value-based cultures of the competency groups in the firm.

Although the two forms of fit were highly correlated, both individual consultants' fit

with the culture of their competency group and the organization as a whole were

significant predictors of job satisfactions about the identity of an organization.

(Jennifer A. Chatman, Karen A. Jehn, 1994)This study investigated the relationship

between two industry characteristics, technology and growth, and organizational

culture. We examined this relationship by comparing the cultures of organizations

within and across industries. Using 15 firms representing four industries in the

service sector, we found that stable organizational culture dimensions existed and

varied more across industries than within them. Specific cultural values were

associated with levels of industry technology and growth. One implication of this

finding is that the use of organizational culture as a competitive advantage may be

more constrained than researchers and practitioners have suggested.

(Cengiz Yilmaz,Ercan Ergun, 2008)The study examines the effects of four major

organizational culture traits, involvement, consistency, adaptability, and mission, on

measures of firm effectiveness, using data collected from manufacturing firms in

Turkey. firm's ability to develop successful new products is influenced primarily by

the adaptability and consistency traits. Employee satisfaction is determined for the

most part by the involvement trait. Finally, while imbalanced combinations of certain

pairs of cultural traits exert the expected negative effects on performance indicators,

others seem to have positive effects.

(Nokia: Shaping The Organizational Culture, 2004)Nokia, the Finnish multinational, is

renowned for its organisational culture. A flat, networked organisation along with

flexibility and speedy decision-making form the main elements of Nokia's culture.

CEO, Jorma Ollila's leadership has played an important role in shaping Nokia's

culture. Nokia had introduced various innovations in its people processes to achieve

a positive employer image. Nokia believed in providing individuals with a platform

for personal growth in a challenging environment

(Lee, 2006)The purpose of this study is to investigate the possible relationships

between corporate culture and organizational performance among Singaporean

companies. The objectives of this study are twofold: first, it aims to investigate the

validity of the culture construct. Can culture construct be operationalized along

distinct, repeatable dimensions? Second, it attempts to assess how culture affects

organizational performance. The organizational culture profile was used as the

primary research instrument. Culture was found to impact a variety of organizational

processes and performance. While more research remains to be done in this area, this

study has demonstrated the power of culture in influencing organizational

performance.

(Fakhar Shahzad,Rana Adeel Luqman,Ayesha Rashid Khan,Lalarukh Shabbir , 2012)This

study states that want to demonstrate conceptualization, measurement and examine

various concepts on organization culture and performance. After analysis it is found

that organizational culture has deep impact on the variety of organizations process,

employees and its performance. This also describes the different dimensions of the

culture. Research shows that if employee are committed and having the same norms

and value as per organizations have, can increase the performance toward achieving

the overall organization goals. More research can be done in this area to understand

the nature and ability of the culture in manipulating performance of the organization.

Managers and leaders are recommended to develop the strong culture in the

organization to improve the overall performance of the employees and organization.

(Uddin, 2012)The primary aim of this paper is to examine the impact of organizational

culture on employee performance and productivity from the perspectives of

multinational companies operating especially under the telecommunication sector of

Bangladesh in South Asia. The paper has applied qualitative methodology focusing

on a case study of Grameenphone (GP) (a subsidiary of Teleron in Norway), the

leading telecommunication based subsidairy in Bangladesh. The paper argues that

organizational culture significantly influences employee performance and

productivity in the dynamic emerging context.

(Fougère) Hofstede and his influential cultural model from 1980. In this article, our

aim is not to merely repeat the already formulated objections to the latter model,

concerning its ontology, epistemology and methodology, but rather to focus on the

very words of Hofstede himself in his second edition of Culture’s Consequences

(2001). With a broadly postcolonial sensibility, drawing on authors such as Said and

Escobar, we contend that Hofstede discursively constructs a world characterized by a

division between a ‘developed and modern’ side (mostly ‘Anglo-Germanic’

countries) and a ‘traditional and backward’ side (the rest) and discuss the cultural

consequences of such colonial discourse.

(Alharbi Mohammad Awadh,Alyaha, Mohammed Saad, 2013)The organization culture

helps in internalizing joint relationship that leads to manage effective organization

processes. The productivity and culture of organization helps in improving

performance. In more than 60 research studies 7600 small business units and

companies’ performance from 1999 to 2007 have been evaluated. The positive

association between culture and performance helps in improving results of

organization. The job performance of organization has a strong impact of strong

organization culture as it leads to enhance productivity. The norms and values of

organization based upon different cultures influence on work force management. In

an organization strong culture enables to effective and efficient management of work

force employees. The net profit in an organization helps in enhancing performance of

employee

(Raduan Che Rose ,Naresh Kumar ,Haslinda Abdullah,Goh Yeng Ling , 2008) Literatures

pertaining to organizational culture constantly reinforce that culture is imperatives

for organizational change efforts, deployment of human resources and to a large

extent aid in sustaining competitive edge. Indeed leaders are challenged to

revolutionize their organizational culture as to address the business world mutiny.

This article attempts to provide some insights into the organizational culture and how

it might assist in increasing organizational performance. The literature on

organizational culture and performance revealed that companies that know how to

develop their cultures in an effective way most probably have the benefit of

advancement in productivity and the quality of work life among the employees.

Indeed, employees must absorb the organizational culture at the maximum strength

and the top management should provide a precise guideline and direction to motivate

the employees in achieving the company’s objectives.

(Dimitrios Belias,Athanasios Koustelios, 2014)The purpose of the present study is to

provide a critical review of the relation between organizational culture and the levels

of job satisfaction experienced by employees.the employees’ preference of

organizational culture is likely to be affected by demographic characteristics,

especially gender. It can be supported, therefore, that measuring and analyzing an

institution’s organizational culture in combination with its employees’ demographic

and individual characteristics may lead to valuable conclusions, so that job

satisfaction is promoted.

(Tharp, 2009)In organizational analysis, culture describes the influence and interaction

among employees and between employees and the specific institution, organization

or service they work in. Hence, contemporary organizations and companies are

considered to be social groups, and in this way their function should be studied and

promoted. Studying an organization’s specific culture is fundamental to the

description and analysis of organizational phenomena

(Dugan silvia, Maracine Mihaela Somona) The success of an organizsation and the

achievement of long- term sustainable performance largely depend on how managers

attach importance to organisational culture and how they are interested in its analysis

and evaluation. This paper presents a literature review of some qualitative and

quantitative instruments for exploration of organizational culture. The study`s

conclusion is that there is no ideal method of assessing organizational culture. The

degree to which any instrument is considered to be suitable depends on the particular

reason for which it is to be used and the context within which is to be applied.

(Isidre March Chodra) This study seeks to identify characterstics, values and

behaviours of organisational culture which either enhance or discourage innovation.

A major finding from this study states that decision makers do not need to be overly

concerned with maintaining a loose corporate structure. A significant degree of

bureaucracy coupled with a rigid structure does not necessarily inhibit innovation. In

fact, for large multinational companies with subsidiaries, an innovation culture can

be generated despite the prevalence of a certain level of rigidity, bureaucracy and

hierarchical organizational structure.

2.1 ConclusionFrom the above mentioned papers talks about important culture of an

organization. Culture describes the influence on the interaction among employees

and between employees and the specific institution. Today managers has to

understand control the different dimensions of culture manage different people from

have different cultural background.

CHAPTER -3

RESEARCH METHODOLOGY

3. Introduction

The research methodology is the specification of method of acquiring the

information needed to structure or solve the problem. This chapter relates to what are

the methods that adopted for conducting for this survey. This study was conducted

to understand the management culture prevalent in Kerala among Management

Professionals in Kerala.

3.1 Research Design

Exploratory research often relies on secondary research such as reviewing

available literature and/or data, or qualitative approaches such as informal

discussions with consumers, employees, management or competitors, and more

formal approaches through in-depth interviews, focus groups, projective

methods, case studies or pilot studies. The Internet allows for research methods that

are more interactive in nature.

3.2 Sampling TechniqueSnowball sampling uses a small pool of initial informants to nominate,

through their social networks, other participants who meet the eligibility criteria and

could potentially contribute to a specific study. The term "snowball sampling"

reflects an analogy to a snowball increasing in size as it rolls downhill 

3.3 Tools Used For Data Collection Hofstede’s five dimensions of cultural values (CV) SCALE that used for data

analysis.

 Hofstede’s developed his original model as a result of using factor analysis to

examine the results of a world-wide survey of employee values by IBM in the 1960s

and 1970s. The theory was one of the first that could be quantified, and could be

used to explain observed differences between cultures.This metric measures cultures

on five dimensions

1. Power Distance

2. Uncertainty Avoidance

3. Individualism/collective

4. Masculinity/femininity

5. Long Term Orientation

Power distance index (PDI): "Power distance is the extent to which the less

powerful members of organizations and institutions (like the family) accept and

expect that power is distributed unequally." Individuals in a society that exhibit a

high degree of power distance accept hierarchies in which everyone has a place

without the need for justification. Societies with low power distance seek to have

equal distribution of power.  Cultures that endorse low power distance expect

and accept power relations that are more consultative or democratic.

Uncertainty avoidance index (UAI): "a society's tolerance for uncertainty

and ambiguity". It reflects the extent to which members of a society attempt to

cope with anxiety by minimizing uncertainty. People in cultures with high

uncertainty avoidance tend to be more emotional. They try to minimize the

occurrence of unknown and unusual circumstances and to proceed with

careful changes step by step planning and by implementing rules, laws and

regulations. In contrast, low uncertainty avoidance cultures accept and feel

comfortable in unstructured situations or changeable environments and try to

have as few rules as possible. People in these cultures tend to be more pragmatic,

they are more tolerant of change.

• Individualism (IDV) vs. collectivism: "The degree to which individuals are

integrated into groups". In individualistic societies, the stress is put on personal

achievements and individual rights. People are expected to stand up for

themselves and their immediate family, and to choose their own affiliations. In

contrast, in collectivist societies, individuals act predominantly as members of a

lifelong and cohesive group or organization People have large extended

families, which are used as a protection in exchange for unquestioning loyalty.

Masculinity (MAS), vs. femininity: "The distribution of emotional roles between

the genders". Masculine cultures 'values

are competitiveness, assertiveness, materialism, ambition and power, whereas

feminine cultures place more value on relationships and quality of life. In

masculine cultures, the differences between gender roles are more dramatic and

less fluid than in feminine cultures where men and women have the same values

emphasizing modesty and caring.

Long-term orientation (LTO), vs. short term orientation: First called "Confucian

dynamism", it describes societies' time horizon. Long-term oriented societies

attach more importance to the future. They foster pragmatic values oriented

towards rewards, including persistence, saving and capacity for adaptation. In

short term oriented societies, values promoted are related to the past and the

present, including steadiness, respect for tradition, preservation of one's

face, reciprocation and fulfilling social obligations.

3.4 . Validity and Reliability

185 respondents from management professionals from different culture,

sector and experience.

CHAPTER 4

DATA ANALYSIS AND DISCUSSION

4. Introduction

From the data that was collected, on the basis of gender,sectors, age,

experience. After the data analysis the following details has been interpreted.Data

was collected from management professionals who have different level of

experience, age, sectors.Data that collected on the basis of gender.

4.1 Demographic Profile

4.1.1 Gender Statistics

(table no 4.1.1a)

Gender Statistics

Mean 1.3784Std. Deviation .48630Minimum 1.00Maximum 2.00

InterpretationThe Mean of the respondents is 1.3784 having a Standard Deviation of .48630.

(Graph 4.1.1 Gender statistics)

From the above table,we can understand that out of 185 professionals who

took part in the survey, 62.16% were males and 37.84% were female

(table no 4.1.1 b)

Gender

Frequency Percent Valid Percent

Cumulative Percent

Valid Male 115 62.2 62.2 62.2

Female 70 37.8 37.8 100.0

Total 185 100.0 100.0

Interpretation

From the total 185 of the respondents were male and contribute 62.2% . The

rest 37.8% of the respondents were female .

4.1.2 Experience Statistics

(Table no 4.1.2 a)Statistics

Experience

N Valid 185

Missing 0

Mean 1.8973

Std. Deviation .66369

Range 2.00

Minimum 1.00

Maximum 3.00

Interpretation

Above table shows that the mean value is 1.8973,Standard deviation is .66369.

The range of experience is 2. The experience is minimum less than 5, 5-10 years,

more than 10 yrs.

(Graph 4.1.2 experience statistics)

.

The experience of the management professionals was classified into 3 categories

namely less than 5 years, 5-10 yrs, more than 10 years. From the above table ,it can

be seen that out of 185 respondents, 55.14% had experience between 5-10

years ,27.57% had less than 5 yrs experience. 17.30% had experience more than 10

yrs experience.

(Table no 4.1.2.b)

Experience

Frequency Percent Valid PercentCumulative

Percent

Valid Less than 5 yrs 51 27.6 27.6 27.6

5-10yrs 102 55.1 55.1 82.7

More than 10 yrs

32 17.3 17.3 100.0

Total 185 100.0 100.0

Interpretation

Above table shows that 27.6% professionals respondents who had less than 5

yrs.55.1% of respondents who had 5-10 years experience. 17.3% respoundents who

had more than 10 years experience.

4.1.3 Sector statistics (Table 4.1.3.a)

StatisticsSector that you are working

N Valid 185

Missing 0

Mean 2.4486

Std. Deviation .98842

Range 3.00

Minimum 1.00

Maximum 4.00

Interpretation

Above table shows that sector mean is 2.4486, Standard deviation is .98842.The

sector that collected information from Manufacturing ,service , banking and IT sector

(Graph 4.1.3 sector statistics)

Data was collected from management professionals who were from different

sector Manufacturing, Service, I.T., Banking sectors. Out of 185 respondents,

22.16% responses were from manufacturing sector. 24.86% responses were from

service sector. 38.92% responses were from IT sector.14.05% responses were from

banking sector

(Table no: 4.1.3.b)

Sector that you are working

Frequency Percent Valid PercentCumulative

Percent

Valid Manufacturing sector

41 22.2 22.2 22.2

Service Sector 46 24.9 24.9 47.0

I.T. Sector 72 38.9 38.9 85.9

Banking Sector 26 14.1 14.1 100.0

Total 185 100.0 100.0

Interpretaton

Above table shows that 22.2 % respoundents from manufacturing sector. 24%

respoundents from service sector. 38.9% respoundents from I.T. sector.14.1%

respoundents from Banking sector.This table implies that more respoundent from I.T.

sector. Less respoundents from Banking sector

4.1.4. Age Statistics

(Table no: 4.1.4 a)

StatisticsAGE

N Valid 185

Missing 0

Mean 1.6324

Std. Deviation .64692

Range 2.00

Minimum 1.00

Maximum 3.00

Interpretation The Mean age of the respondents is 1.6324 having a Standard Deviation

of .64692.The age cateogaries into were below 30 years. between 31-40 years. above

41years. Minimum is below 30 years. Maximum is above 40 years.

(Graph 4.1.4 age statistics)

Above diagram shows that age of the respondents were categories into three

from age group 30 bellow, 31-40 age ,41 and above . Out of 185 respondents,

45.95% were below 30 years. 44.86% were between 31-40 years. 9.19% respondents

were above 41years. (Table no: 4.1.4 b)

Age

Frequency Percent Valid PercentCumulative

Percent

Valid 30 & Below 85 45.9 45.9 45.9

31 to 40 83 44.9 44.9 90.8

41 & above 17 9.2 9.2 100.0

Total 185 100.0 100.0

Interpretation

Above table shows that the management professionals 45.9% respondents are

age 30 and bellow. 44.9% respondents are age 31- 40. Age 41 and above respondents

are 9.2%

4.2 Test for ReliabilityReliability is degree which assess for stable for consistency. It shows

reliability score shows consistency/ stability overtime . (Table no: 4.2.1)

Cronbach’s Alpha Numbers of items

.811 26

Interpretation

Realiability of construct was checked and chronback alpha that found

to be .811. This value shows that the questionnaire was consistent.

4.3 Check for normality

Normal test was done to compare the scores of Power Distance,

Uncertainity Avoidance, Individualism, Masculinity, Long term Orientation in the

sample to a normaly distributed set of scores with the same mean and standard

deviation

4.3.1 Hypothesis testing

H0= Sample distribution is normal

H1= Sample distribution is not normal

(Table no 4.3.1)

Interpretation

The results of Kruskal Wallis Test and Shapiro-will normality test for

5 dimensions Power Distance, Uncertainity Avoidance, Individualism, Masculinity,

Long term Orientation shown about since both the test p value less than 0.05 which

indicate that the data is not normal.

Since data is not normal parameter test could not be used for the

analysis. Hence non parameter test could not be used for the analysis. Hence

nonparameter test like Kruskal Wallis, One sample T-test were used.

4.4 Kruskal Wallis Test

Kruskal Wallis is a rank based Non parameter test that can be used to

determine. If there is an statistical difference between two or more groups of

independent variable on a continous or dependent variable.

4.4.1 Grouping Variable: Gender

H0: The mean ranks of the groups are same

H1: The mean ranks of the groups are same

(Table no:4.4.1)

Power Distance

Uncertainty

Avoidance Collectivism Masculinity

Long Term

Orientation

Chi-

Square

.871 .521 .113 1.538 .739

df 1 1 1 1 1

Asymp.

Sig.

.351 .470 .736 .215 .390

Interpretation

Thus we can conclude that Power Distance, Uncertainty Avoidance, Collectivism,

Masculinity, Long Term Orientation does not vary across gender. It can be seen from the

above table that the significant value p>0.05 the test is not significant hence we accept the

null hypothesis. The mean rank Power Distance, Uncertainty Avoidance, Collectivism,

Masculinity, Long Term Orientation does not vary across gender.

4.4.2Kruskal Wallis Test : Experience in Hofstede 5 cultural values.

H0: Mean culture values are same

H1: Mean culture values are not same

(Table 4.2.2)

Power Distance Uncertainity Aviodance Masculinity

Chi-Square 6.286 15.033 8.101

df 2 2 2

Asymp. Sig. .043 .001 .017

Interpretation

Above table shows that the Hofstede 5 dimensions with experience ie,Power

distance, Uncertainity, Masculity that varies with experience

.In this case, since P< .05 its found that Power Distance, Uncertainty

Avoidance, Masculinity varies across categories of experience. Other dimensions

like Long Term Orientation, Collectivism does not varies the categories of

experience.

4.4.2(a) Mean Rank-Power Distance

(Mean Rank Table 4.4.2(a))

Experience N Mean Rank

Power Distance Less than 5 yrs 51 79.63

5-10yrs 102 94.56

More than 10 yrs 32 109.33

Total 185

Interpretation

Above table shows that the mean rank of power distance the

respondents who have experience more than 10 years experience followed by

respoundents and it least for mean rank which less 5 years. Conclude that Power

Distance is more for the highly experienced person that means highly experience

professionals accept hierarchies in positions in organization, That is they do not

believe Power distance doesnot equal hierarchies

4.4.2(b) Mean Rank- Uncertainity Avoidance

(Mean Rank Table 4.4.2(b))

Experience N Mean Rank

Uncertainity Aviodance Less than 5 yrs 51 76.22

5-10yrs 102 92.12

More than 10 yrs 32 122.56

Total 185

Interpretation

Above table shows that the management professionals who have more

than 10 yrs experience increase in uncertainity avoidance. They try to minimize the

occurrence of unknown and unusual circumstances and to proceed with

careful changes step by step planning and by implementing rules, laws and

regulations. That is highly experienced management professionals ability to try to

avoid uncertainity.

4.4.2(c) Mean Rank- Masculinity

(Table no:4.4.2(c))

Experience N Mean Rank

Masculinity Less than 5 yrs 51 75.94

5-10yrs 102 97.09

More than 10 yrs 32 107.16

Total 185

Interpretation

Above table shows that the Masculinity index also increases with

experience. Masculity is the highest for respondents with experience more than 10

years. That means highly experienced professionals tend to be more

competitiveness, assertiveness, materialistic, ambitious and clariy for power.

4.4.3 Kruskal Wallis Test: Age vs Hofstede’s

5 cultural values

H0: Mean culture values are same

H1: Mean culture values are not same

(Table no 4.4.3)

Uncertainity

Aviodance

Chi-Square 7.413

df 2

Asymp. Sig. .025

Interpretation

Above table shows that the 5 dimensions with age. Uncertainity

avoidance varies with age. (P<.05 its found that Uncertainity

Avoidance varies categories of age). To maintain rigid codes of

belief and behavior and are generally intolerant toward deviant

persons and ideas.

4.4.3(a). Mean Ranks –Uncertainity Avoidance (Table no:4.4.3(a))

AGE N Mean Rank

Uncertainty

Avoidance

30 & Below 85 82.62

31 to 40 83 98.96

41 & above 17 115.76

Total 185

Interpretation

Above table shows that uncertainity avoidance is highest for the age group of 41

and above . Professionals belonging to this age group try their maximum to avoid

uncertainties. Ie, they try to minimize the occurrence of unknown and unusual

circumstances and to proceed with careful changes step by step planning and by

implementing rules, laws and regulations.

4.4.4 Kruskal Wallis Grouping Variable: Sector vs Hofstede 5 cultural

values.

H0: Mean culture values are same

H1: Mean culture values are not same

(Table no4.4.4)

Power Distance Masculinity

Chi-Square 8.293 10.243

df 3 3

Asymp. Sig. .040 .017

Interpretation

Above table shows that 5 dimensions with sector only the Power Distance

and Masculinity varies with sector.( In this case, since P< .05; its found that

Power Distance, Masculinity varies across categories of sector)

4.4.4(a). Mean Ranks – Power Distance (Table no 4.4.3(a))

Sector that you are

working N Mean Rank

Power Distance Manufacturing sector 41 103.41

Service Sector 46 103.12

I.T. Sector 72 79.06

Banking Sector 26 97.27

Total 185

Interpretation

Above table shows that compared to I.T and Banking sector, power distance is

high for Manufacturing & Service Sector. Among the different sectors, IT sector

has got the least Power Distance (Mean Rank= 79.06) .That is, Power is unequally

distributed along hierarchies in Manufacturing & Service Sectors. There is no

equal distribution of power

Masculinity

4.4.3(b). Mean Ranks – Masculinity (Table no: 4.4.3(b))

Sector that you are

working N Mean Rank

Masculinity Manufacturing sector 41 93.02

Service Sector 46 111.18

I.T. Sector 72 79.50

Banking Sector 26 98.17

Total 185

Interpretation

Above table shows that the sectors, Masculinity is highest for Service Sector

followed by Banking sector compared to, Manufacturing and IT Sector is less In

service and IT sector the Masculine cultures' values

like competitiveness, assertiveness, materialism, ambition and power.

4.5 One sample T-test

Statistical procedure of an perform for testing mean value of a distribution.

4.5.1 One sample T-test- Power Distance

Whether sample comes from the population the specific mean one

sample T-test is conducted for Power distance

(Table no 4.5.1(a))

N Mean Std. Deviation Std. Error Mean

Power Distance 185 15.4108 4.03839 .29691

Interpretation

From the above table shows that mean is 15.4108 .

4.5.1.1 Hypothesis Testing

H0: The mean power distance is the same as test valueH1: The mean power distance is not same as test value

(Table no 4.5.1(b))

One-Sample Test

Test Value = 15

t df Sig. (2-tailed)

Mean Difference

95% Confidence Interval of the

Difference

Lower Upper

Power Distance

1.384 184 .168 .41081 -.1750 .9966

Interpretation

It can be seen that above table value is greater than 0,05. So we accept null

hypothesis there is no significant deviation or sample mean.

4.5.1(c) Statistics- Power Distance (Table no: 4.5.1(c))

Power Distance

Frequency Percent Valid Percent Cumulative

Percent

Valid Low 91 49.2 49.2 49.2

High 75 40.5 40.5 89.7

Very High 19 10.3 10.3 100.0

Total 185 100.0 100.0

Interpretation

Above table shows Power Distance is 49.2% is low and other 50.8% is high that

means the there is an unequal distribution of powers to the levels of managers.

Societies with low power distance seek to have equal distribution of power

4.5.2 One sample T-test Uncertainity Avoidance

The sample comes from the population the specific mean one sample

T-test conducted for uncertainity avoidance

(Table no 4.5.2(a))

One-Sample Statistics

N Mean Std. Deviation Std. Error

Mean

Uncertainity Aviodance 185 20.2703 2.89911 .21315

Interpretation

From the above table it can be seen that the mean Uncertainity avoidance for the

sample is 20.2703

4.5.2.1 Hypothesis testing

H0: The mean uncertainity Avoidance is the same as test value

H1: The mean uncertainity Avoidance is not same as test value

(Table no:4.5.2(b))One-Sample Test

Test Value = 15

t df Sig. (2-tailed)

Mean Difference

95% Confidence Interval of the

Difference

Lower Upper

Uncertainity Aviodance

24.726 184 .000 5.27027 4.8497 5.6908

Interpretation

It can be seen above table p value is less than 0.05. So there is a significant

deviation or sample mean

(Table no:4.5.2(c))

Statistics of Uncertainity Avoidance

Frequency Percent Valid Percent Cumulative

Percent

Valid Low 8 4.3 4.3 4.3

High 84 45.4 45.4 49.7

Very High 93 50.3 50.3 100.0

Total 185 100.0 100.0

Interpretation

Above table shows that the management professionals

who had uncertainity avoidance is 4.3 % is low and 95.7% is high. UA * Experience Cross tabulation (Table no:4.5.2.(d))

Experience

Total

Less than 5

yrs 5-10yrs

More than 10

yrs UA Low Count 6 2 0 8

% within UA

75.0% 25.0% .0% 100.0%

% within Experience

11.8% 2.0% .0% 4.3%

High Count 25 51 8 84 % within UA

29.8% 60.7% 9.5% 100.0%

% within Experience

49.0% 50.0% 25.0% 45.4%

Very High

Count 20 49 24 93 % within UA

21.5% 52.7% 25.8% 100.0%

% within Experience

39.2% 48.0% 75.0% 50.3%

Total Count 51 102 32 185

% within UA

27.6% 55.1% 17.3% 100.0%

% within Experience

100.0% 100.0% 100.0% 100.0%

Interpretation

From the above table seen that 75% of the respoundents with more 10 years

experience score in uncertainity Avoidance and other 25% high score in

uncertainity avoidance which means to say that all the respoundents with more 10

years experience had higher very high scores for uncertainity avoidance. This

implies that as experience professionals try to avoid uncertainities.

We can observed that 98% of the respoundents with experience 5-10 years have

high to very high scores uncertainity avoidance. Only 2% has got low uncertainity

avoidance.

It also seen that 88% of respoundents of less than 5 years has score high to very

high uncertainity avoidance

(Table no:4.5.2.(e))

Chi-Square Tests

Value dfAsymp. Sig.

(2-sided)

Pearson Chi-Square 18.020a 4 .001Likelihood Ratio 17.781 4 .001Linear-by-Linear Association

12.856 1 .000

N of Valid Cases 185

a. 3 cells (33.3%) have expected count less than 5. The minimum expected count is 1.38.

Interpretation

Above table seen the significant that is p<0.05 the cross tabulation inference is

valid which means to say that as experience increases uncertainity avoidance

score has increases. That is , has people gain experience high is their Uncertainity

score.

4.5.3. One sample T-test – Collectivism

In collectivism whether sample comes from the population the specific mean one sample T-test is conducted for collectivism.

(Table no 4.5.3(a))

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Collectivism 185 22.1892 3.80958 .28009

InterpretationFrom the above table it can be seen that the mean collectivism for the sample is 22.1892 4.5.3.1. Hypothesis Testing H0: The mean collectivism is the same as test value H1: The mean collectivism is not same as test value (Table no 4.5.3(b)) One sample test

Test Value = 15

t df Sig. (2-tailed)

Mean Difference

95% Confidence Interval of the Difference

Lower Upper

Collectivism 25.668 184 .000 7.18919 6.6366 7.7418 (Table no 4.4.3.2)

Interpretation

In above table seen that the p value is less than 0.05. So we cannot accet null

hypothesis. There is a significant deviation or sample mean.

Statistics of Collectivism

Frequency Percent Valid Percent Cumulative

Percent

Valid Low 28 15.1 15.1 15.1

High 106 57.3 57.3 72.4

Very High 51 27.6 27.6 100.0

Total 185 100.0 100.0 (Table no 4.5.3(c))

Interpretation

The above table shows that the Collectivism had high majority of professionals gave

important to the group interest than individuals interest.

4.5.4. One sample T-test-Masculinity

In order to determine whether sample comes from the population the specific mean

one sample T-test is conducted for Masculinity

(Table no:4.5.4(a))

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Masculinity 185 13.2108 3.40937 .25066

Interpretation

From the above table it can be seen that the mean Masculinity for the sample is

13.2108

4.5.4.1. Hypothesis Testing

H0: The mean Masculinity is the same as test value

H1: The mean Masculinity is not same as test value

(Table no:4.5.4(b))

One-Sample Test

Test Value = 12

t df Sig. (2-tailed)

Mean

Difference

95% Confidence Interval of

the Difference

Lower Upper

Masculinity 4.830 184 .000 1.21081 .7163 1.7054

Interpretation

It can be seen above table p value is lessthan 0.05. So we cannot accept null

hypothesis. There is significant deviation or sample mean.

(Table no:4.5.4(c))

Statistics of Masculity

Frequency Percent Valid Percent

Cumulative

Percent

Valid Low 65 35.1 35.1 35.1

High 95 51.4 51.4 86.5

Very High 25 13.5 13.5 100.0

Total 185 100.0 100.0

Interpretation

Above table shows that the Masculinity is 51.4% high ie, The distribution of

emotional roles between the genders”. Masculine cultures' values

are competitiveness, assertiveness, materialism, ambition and power, and also there

is a 35.1% low it is called feminism. It means feminine cultures place more value

on relationships and quality of life.

4.5.5. One sample T-test- Long Term Orientation

Inorder to determine whether sample comes from the population the specific mean

one sample T-test is conducted for Long term orientation.

(Table no: 4.5.5(a))

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Long Term Orientation 185 24.5405 2.86655 .21075

Interpretation

From the above table it can be seen that the mean Long Term Orientation for the

sample is 24.5405

4.5.5.1 Hypothesis testing

H0: The mean long term orientation is the same as test value.

H1: The mean long term orientation is not same as test value.

(Table no: 4.5.5(b))

One-Sample Test

Test Value = 18

t df

Sig. (2-

tailed)

Mean

Difference

95% Confidence Interval

of the Difference

Lower Upper

Long Term

Orientation

31.034 184 .000 6.54054 6.1247 6.9563

Interpretation

It can be seen above table p value is lessthan 0.05. So we cannot accept null

hypothesis. There is significant deviation or sample mean.

(Table no: 4.5.5(c))

Long term orientation

Frequency Percent Valid Percent Cumulative

Percent

Valid Low 9 4.9 4.9 4.9

High 67 36.2 36.2 41.1

Very High 109 58.9 58.9 100.0

Total 185 100.0 100.0Interpretation

Long-term orientation societies attach more importance to the future. It involves

pragmatic values oriented towards rewards, including persistence, saving and

capacity for adaptation.

Chapter-5

Findings and Conclusions

5.1 Findings

In this study to identification of Management culture among Management Professionals in Kerala. Hofstede’s 5 dimensions was used that is Power Distance, Uncertainity Avoidance, Collectivism, Masculity, Long Term Orientation was used to identifying the Management culture in Kerala

Power Distance

I. It was found that the Power distance varies with experience and

sector.

II. It was found Kruskal Wallis Test; Power Distance score was highest

for respoundents with more than 10 years experience followed by

respoundents with 5-10 years experience. This implies that highly

experience professionals tend to accept hierarchies in which everyone

has a place without any need for justification.

III. While comparing Power Distance across different sectors rank of

power distance was found to be lowest for IT sector were as the mean

rank power distance is highest in manufacture and service sector

which implies that manufacturing and service sector has the power

distance is not relatively equal when compared to IT sector.

Uncertainity Avoidance

I. Using one sample test Uncertainity avoidance is higher than the

sample score.

II. Both Kruskal Wallis and chi-square test found that Uncertainity

avoidance score was highest for management professionals tend to

minimize the occurrence of unknown circumstances by careful by

systematic planning by implementing following rules and

regulations.

Collectivism

I. One sample T-test shown that the mean collectivism score sample

group was significantly higher than the mean score of the population.

Masculity

I. From Kruskal wallis test it was seen that for the mean rank of

masculinity was highly experience from more than 10 years

experience followed by 5-10 years experience which implies

management professionals tend to

competitiveness, assertiveness, materialistic, ambitious and clariy for

power.

II. Kruskal Wallis test it was seen that the mean rank for masculinity was

highest for service sector and least for IT sector which means

masculinity values which more exhibited in service sector was more

ambitious assertive and competitive.

III. From one sample T-test shown that the mean masculinity score sample

group was significantly higher than the mean score of the population

Long term orientation

I. From one sample T-test shown that the mean Long term orientation score

sample group was significantly higher than the mean score of the population

5.2. ConclusionMany prior researcher found that Hofstede 5 dimensions CV scale it is very

valid and usefull tool for measuring organization culture.

In this research it is found that power distance and uncertainity avoidance

were highly experienced management professionals. That is management

professionals with greater experience tend to avoid uncertainity also believed

that the power distribution in organization is not equally distributed. This

could be because of their experience in the professionals field, they must have

to learned to accept the reality generally all 5 dimensions was highly to

management professionals above average among professionals in Kerala.

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Appendix

Questionnaire

I’m Aleena Treesa E.J, MBA student of Toc H institute of Science & Technology. This survey is done as a part of my summer project. Kindly corporate to provide the details asked on this questionnaire.

The following questions are asked to understand the management culture of

Professionals. Please keep this in mind while answering the following.

Section 1

1. Approximately how many people are employed in your organization?

a. Less than 100 b. 100-500 c. 500-1000 d. More than 1000

Direction: Please respond to the questions by circling the number that most closely represents your observations about the following statements.

1-Strongly Disagree, 2 – Disagree , 3 – Neutral , 4 – Agree , 5 – Strongly Agree 2.People in higher positions should make most decisions without

consulting people in lower positions

1 2

3 4 5

3. People in higher positions should not ask the opinions of

people in lower positions too frequently.

1 2

3 4 5

4. People in higher positions should avoid social

interaction with people in lower positions

1 2 3 4 5

5. People in lower positions should not disagree

with decisions by people in higher positions

1 2 3 4 5

6. People in higher positions should not delegate important tasks to people in lower positions.

1 2 3 4 5

7. It is important to have instructions spelled out in detail so that I

always know what I'm expected to do.

1 2 3 4 5

8. It is important to closely follow instructions and

Procedure

1 2 3 4 5

9. Rules and regulations are important because they

inform me of what is expected of me.

1 2 3 4 5

10. Standardized work procedures are helpful 1 2 3 4 5

11. Instructions for operations are important 1 2 3 4 5

12. Individuals should sacrifice self-interest for

the group.

1 2 3 4 5

13. Individuals should stick with the group

even through difficulties.

1 2 3 4 5

14.Group welfare is more important than

individual rewards

1 2 3 4 5

15. Group success is more important than

individual success.

1 2 3 4 5

16. Individuals should only pursue their goals

after considering the welfare of the group.

1 2 3 4 5

17. Group loyalty should be encouraged even if

individual goals suffer

1 2 3 4 5

18. It is more important for men to have a professional Career than it is for women.

1 2 3 4 5

19.Men usually solve problems with logical analysis:

women usually solve problems with intuition.

1 2 3 4 5

20. Solving difficult problems usually requires an active, 1 2 3 4 5

forcible approach, which is typical of men.

21. There are some jobs that a man can always

do better than a woman

1 2 3 4 5

Direction: Please respond to the questions by circling the number that most closely represents your observations about the following statements.1-Not at all important, 2- Not important, 3- Neutral, 4- Important,

5- Very Important22. Careful management of money 1 2 3 4 5

23. Going on resolutely in spite of Opposition

1 2 3 4 5

24. Personal steadiness and stability 1 2 3 4 5

25. Long-term planning 1 2 3 4 5

26. Giving up today's fun for success in the future 1 2 3 4 5

27. Working hard for success in the future 1 2 3 4 5

Section 2: Information of the Respondent

Name:

Age:

Gender: : Male Female

Experience : Less than 5 yrs 5-10 yrs More than 10 yrs

Designation :

Name of the company that you are currently working for:

Email :-----------------------------------------------------