intraorganizational relationship
TRANSCRIPT
INTRA ORGANIZATIONAL RELATIONSHIP AND MANAGEMENT
COMMUNICATION IN MILMA MILK COMPANY, AMBALATHARA
By
LAKSHMI S.L
(Reg No: 97110631027)
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY OF TEHNOLOGY, TIRUNELVELI- 627 007
August- 2011
ST. XAVIER’S CATHOLIC COLLEGE OF ENGINEERING
Chunkankadai-629 807, Kanyakumari District, Tamil Nadu, India.
Phone: 04652-232560, 259662 ,Website: www.sxcce.edu.in
DEPARTMENT OF BUSINESS ADMINISTRATION
BONAFIDE CERTIFICATE
Certified that this Project report titled Intra organizational relationship and
management communication is the bonafide work of Mr./Ms. LAKSHMI.S.L Reg No.
97110631027 who carried out the work under my supervision. Certified further that to the
best of my knowledge the work reported herein does not form part of any other project report
or dissertation on the basis of which a degree or award was conferred on an earlier occasion
on this or any other candidate.
Place: Signature of Guide
Date:
Submitted for the project Viva-voce examination held on__________________
Forwarded
HOD
Internel Examiner External Examiner
DECLARATION
I LAKSHMI S.L hereby declare that the projet report entitled Intra Organizational
Relationship and Management Communication submitted by me in partial fulfillment of the
requirement for the award of the degree of Master of Business Administration of Anna
University of Technology, Tirunelveli is my own work. The report has not been submitted
for the award of any other degree / diploma of this university or any other university before.
Place ______________ Lakshmi S.L
Date _______________ Reg No:
ACKNOWLEDGEMENT
First and foremost, I thank God almighty for the successful completion of my project
work.
I express my sincere thanks to our correspondent Rev. Fr.Jesu Marian and our
Principal Dr.S.Joseph shekar, for providing us the oppurtunity for studying MBA, at St.
Xavier’s Catholic College of Engineering, Chunkankadai.
I am very thankful to Dr.V.T.R .Vijayakumar, HOD, Department of Administration,
St. Xavier’s Catholic College of Engineering, Chunkankadai, for giving ideas and
suggestions at each stage of my project for its efficient completion.
I am very much indebted to Mr.MariaVinu K, Assistant Professor, Department of
Business Administration, St. Xavier’s Catholic College of Engineering, Chunkankadai, for
his valuable guidance in this project.
I express my sincere thanks and gratitude to all my teachers who have imparted
knowledge during my studies.
I have no words to express my gratitude to Mrs. Saji, external guide for directing me
and giving inspiration for sucessfully completing the project.
LAKSHMI .S.L
ABSTRACT
The title of the project “Intra Organizational Relationship and Management
Communication” in Milma, Ambalathara was undertaken for finding the level of intra
organizational relationship in the company.
The objective of the project is to assess the level of communication, participation,
relationship and motivation prevailing in tne organization.
To condut the study, stratified random sampling method is used to for 120 employees
from various departments. The primaru datas were collected from questionnaire. The datas
were analyzed with the help of Percentage analysis method, Chi-square method and
Weighted average method.
To conclude, employees relationship plays very important role in every organization.
Good intra relationships helps to the success of the organization.
The study reveals that it is appreciable if the management maintains a good
relationship with employees and also the management can provide opportunities for the
career development of the employees.
CONTENTS
Chapter No Chapter Name Page No
1
2
3
4
5
6
Introduction
1.1 Outline of the Project
Profile
2.1 Industry Profile
2.2 Company Profile
2.3 Product profile
Review of Literature
3.1 Concepts
3.2 Literature review
Research Methodology
4.1 Title of the project
4.2 Methodology
4.2.1 Objective of the study
4.2.2 Hypothesis of the study
4.2.3 Research Design
4.2.4 Sources & Method of data
Collection
4.3 Statistical Tools Used
4.4 Limitations of the study
Analysis & Interpretation
Findings, Sugesstions and Conclusion
6.1 Summary of Findings
6.2 Sugesstions
6.3 Conclusion
Bibliography
1
1
6
6
9
15
18
18
19
23
23
23
23
23
23
24
24
24
25
57
57
59
60
Questionnaire
LIST OF TABLES
Table No Particulars Page No
5.1 Analysis of Gender classifiation 25
5.2 Analysis of Age wise classification 26
5.3 Analysis of marital wise classification 27
5.4 Analysis of the qualification of the respondents 28
5.5 Analysis regarding the designation of respondents 29
5.6 Analysis based on the experience of respondents 30
5.7 Analysis of organization’s consideration with employees
career development
31
5.8 Analysis of management trust for the integrity and
openness
32
5.9 Analysis of the employee’s satisfaction with the work
settings and other facilities in the organization
33
5.10 Analysis of management support and encouragement
towards personal growth and development of employees
34
5.11 Analysis of enhancement of employees job satisfaction
by their superiors
35
5.12 Analysis of payment of incentives 36
5.13 Analysis of job security in the organization 37
5.14 Analysis of employees satisfaction with inter
departmental relationship
38
5.15 Analysis of meetings conducting in the organization 39
5.16 Analysis of superiors towards the new ideas of
subordinates
40
5.17 Analysis of changes discussed and informed to all levels
in the organization
41
5.18 Analysis of information about the policies towards
employees
42
5.19 Analysis of information got from top level 43
5.20 Analysis of employees satisfaction with the discussion
with top level management
44
5.21 Analysis of the management appreciation towards
employees work
45
5.22 Analysis of departmental communication prevailing in
the organization
46
5.23 Analysis of superiors giving information in correct time
to the employees
47
5.24 Analysis of getting obligations and messages from
subordinates towards their superiors in a right way
48
5.25 Analysis of sharing of information among the peers 49
5.26 Analysis of relationship with co-workers 50
5.27 Observed table 51
5.28 Expected table 52
5.29 Chi-square table 53,54
5.30 Weighted average table 55
5.31 Analysis of factors such as management trust,
management support, appreciation and departmental
communication
54
LIST OF FIGURES
Table No Particulars Page No5.1 Analysis of Gender classifiation 25
5.2 Analysis of Age wise classification 26
5.3 Analysis of marital wise classification 27
5.4 Analysis of the qualification of the respondents 28
5.5 Analysis regarding the designation of respondents 29
5.6 Analysis based on the experience of respondents 30
5.7 Analysis of organization’s consideration with employees
career development
31
5.8 Analysis of management trust for the integrity and
openness
32
5.9 Analysis of the employee’s satisfaction with the work
settings and other facilities in the organization
33
5.10 Analysis of management support and encouragement
towards personal growth and development of employees
34
5.11 Analysis of enhancement of employees job satisfaction
by their superiors
35
5.12 Analysis of payment of incentives 36
5.13 Analysis of job security in the organization 37
5.14 Analysis of employees satisfaction with inter
departmental relationship
38
5.15 Analysis of meetings conducting in the organization 39
5.16 Analysis of superiors towards the new ideas of 40
subordinates
5.17 Analysis of changes discussed and informed to all levels
in the organization
41
5.18 Analysis of information about the policies towards
employees
42
5.19 Analysis of information got from top level 43
5.20 Analysis of employees satisfaction with the discussion
with top level management
44
5.21 Analysis of the management appreciation towards
employees work
45
5.22 Analysis of departmental communication prevailing in
the organization
46
5.23 Analysis of superiors giving information in correct time
to the employees
47
5.24 Analysis of getting obligations and messages from
subordinates towards their superiors in a right way
48
5.25 Analysis of sharing of information among the peers 49
5.26 Analysis of relationship with co-workers 50
CHAPTER IINTRODUTION
1.1 OUTLINE OF THE PROJECT:
The topic “Intra Organizational Relationship and Management Communication” is
chosen because people in the organization join in groups because they have learnt to fulfill
their needs more effectively in groups rather than as individuals. More speifically, they
organize themselvess to attain division of labor and specialization of efforts because it leads
to enhanced proficiency which, in turn, results in greater productivity than what individual
effort can ever provide. Thus an organization is a means to achieve mutual goals more
effectively.
This study was conducted from 16th June to 15th May 2011 at Milma Dairy Farm,
Ambalathara, Thiruvananthapuram.
Intra organizational relationship:
Definition:
Intra organizational relationship means the relationhip that exists among employees in
the organization. This also includes the inter personal relationship between the employees.
Behavoiur of Human:
Human Behavior in organization further complicates the issue because it stems from
deep-rooted needs and ambiguous values of people who are different from each other in
numerous ways. Not withstanding this, it can be partly understood with the aid of behavioral
science which deals with the behavior of people as total integrated human beings within the
complex socio-economic-technical system.
At the outlet, it may be pointed out that although application of behavioral science to the
study of human behavior in organization has immense possibilities, we should not have any
misconeptions about it. There is no magic in behavioral science which can solve all the
problems faced by humans at work, as is thought sometimes in over enthusiasm. All that it
can do is to enhance the understanding of human relations skills (i.e, the ability to work with
others and to build a cooperative effort with them) with a view to get things done more
effetively.
The Diagonostic Relationship:
According to the Cummings in his book “Theory of Organizational Development and
Change”, human relations broadly implies the interaction and cooperation of people in
groups which operate in different fields such as buisiness, schools, clubs, homes and the
government. However, in industrial and business settings the term ‘Human Relations’ has a
different connotation altogether for persons in managerial positions. In this context, it means
the integration of people into a work situation which motivates them to work together
effectively, providing them social, psychological and economic satisfaction. Defined this
way, observes Davis, “Human relations are motivating people in organizational settings to
develop teamwork which accomplishes individual as well as organizational goals effetively”.
Human relations can be broadly applied to society as well as to organizations; it would
be plausible to employ a more conise term for the field it embraces in organizations.
‘Organizational Behavior ‘ is the term which has been used in this respect because it focuses
precisely on organizational settings. In fact, both organizational behavior and human
relations in organizations deal with the same theme but reent usage makes it imperative to
differntiate between these two terms and thus justify their continued use.
Work relationships are those involving contacts with people in the working
environment. People fail on the job daily because they cannot deal satisfatorily with its social
and human conditons. Many people who get fired from are no doubt , fired because they
cannot get along with other. Since increase in productivity is the ultimate goal of every
industrial organization, motivation of employees at all levels is the most critical function of
management. To motivate means to provide an employee with his own generator to produce
a goal-directed behavior. A motivated employee does not need outside stimulation again and
again. His battery does not need to be recharged repeatedly. He is driven from forces within
him and not outside. In brief, he wants to do his job.
MAJOR FACTORS IN INTRA ORGANIZATIONAL RELATIONSHIP
Motivation:
Motivation is one of the important factors affecting human behavior. The level of
motivation not only affect perception and learning but also affects the total performance of
the individuals. The motivation is also affected by various psychological factors discussed
earlier, such as perception, learning, and personality. Thus in order to understand human
behavior completely, the motivational process must be analyzed. .
Trust:
The Trust is a positive expectation that another will not-through words, actions, or
decisions- act opportunistically. Trust is highly intangible element but very important in our
civilized living. Its presence or absence can govern our inter-personal behavior to a large
extent. Our ability to trust has a great impact on our working lives, our family interactions
and our achievement of personal and organizational goals. Good relationship among co-
workers or between employer and employee is based on trust. Without trust, most human
relationships will degenerate into conflict.
Participation :
The Participative management is a process in which subordinates share a significant
degree of decision making power with their immediate superiors. Participative management,
managers share decision-making, goal-setting, and problem-solving activities with
employees. It means the art of taking part. It also relates to process or style of management
enabling workers to take part in decision-making process Thus, participation helps in
creating good relationship in organizations.
Relationship:
Relationship instance, a department depends upon other department for resources,
work or information and the other departments depend upon that department for resources,
work or information. One’s understanding of that department is enriched form the knowledge
of its interactions with other departments.
Conflict :
“Conflict is a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affects, something that the first party cares
about”.
Conflict in some form and degree is part and parcel of virtually every part of human life
and hence, organizations are not free of it. It is an aspect of organizational functioning that is
frequently apparent to even casual observer.
Communication:
Communication is the process through which two or more persons come to exchange
ideas and understanding among themselves. Very significant role is played by
communication in the management of modern large organizations. Such organizations are
being designed on the basis of speialization and division of labor and have large number of
people working together. Since they are functionally related to each other, there is high need
of coordination among them. This coordination requires mutual understanding of the
organizational goals, the mode of their achievement.
Communication is very important to the functioning and survival of the organization. It
is through communication that an organization becomes an open system interacting with its
environment.
CHAPTER 2
PROFILE
2.1 INDUSTRY PROFILE:
India has one of the largest live stock population in the world. Fifty percent of the
Buffaloes and twenty percent of the cattle in the world are found in India, most of which are
milk ow’s and buffaloes. In 1998, India overtook the U.S as the world’s largest milk
producer. As india enters into an era of eonomic reforms, agriulture and particularly live
stock sector is positoned to be a major growth area. The fact is that the dairy pays a more
constructive role in promoting rural welfare and reducing poverty.
NDDB:
The National Dairy Development Board (NDDB) was founded in 1965 to replace
exploitation with empowerment, tradition with modernity, stagnation with growth,
transforming dairy into an instrument for the development of India’s rural peoples. The
National Dairy Development Board was created to promote, finance and support producer-
owned and controlled organizations. In the last sixtees, the National Dairy Development
Board (NDDB) draw up a project called Operation Flood meant to create a flood of milk in
India’s villages with funds mobilised from foreign donations. Producers, co-operatives,
which sought to link Dairy Development with milk marketing; were the central plans of this
project.
The white revolution has achieved its first goal of boosting production and flooding
in the countryside with milk. If we see the cross section of the organization in the dairy
sector handling with milk and milk products, we can observe that most of them have been
busy for the last 30 or 40 years organizing village co-operatives, buildings, processing plants
and a few of them creating distribution infrastructure for disposal surplus milk and milk
products. They have been thus laid the foundation for growth.
Government of Kerala:
The dairy sector in kerala has reached a very interesting stage in its growth curve.
During the last three decades the sector has witnessed interupted growth both in terms of
animal production and milk production. More importantly the state bovine population went
through a dramatic work done by Indo-Swiss project, the large scale calf-breeding program
initiated by the government of Kerala.
The dairy development was formed in 1962, under the State Government for
developing the dairy set up. The dairy department has many programmers like training the
farmers, forming co-operatives, providing farmers with better quality cattle, imparting recent
technology, etc. Kerala had no recognized breeds of cattle of buffalos in the past, exept for
the small sized vechur breed, which is on the verge of extinction now. So practically we had
only known descript type of cattle yielding not more than 200 kilograms of milk and
accepted by the public.
In 2006-2007, India’s milk production stood at 100, 9 million tones and acounted for
approximately production of total world milk production. It is estimated that by 2010, India’s
milk production will reach 441 million tones.
Butter:
Most branded butter is sold in the towns and cities. Amul is the leading National
Brand while the other players have greater share in their local markets. The latest trend in the
butter market has been Britania.
Dairy:
India has emerged as the largest milk producing country in the world, manufacturing
51 million tones of milk per annum. The organized market for dairy products like butter and
cheese was dominated by the regional milk co-operarives such as Amul, Vijaya etc.
World Milk Production:
India has become the world’s no.1 milk producing country,with output in 1999-2000
forecasted at 78 million tonnes. United States, where the milk production is anticipated to
grow only marginally at 71 million tonnes, occupied the top slot till 1997, India’s milk
production was on par with the U.S at 71 million tonnes. The world milk production in 1998
at 557 million tonnes would continue the steady progress in recent years. Furthermore, the
annual rate of growth in milk production in India is between 5-6 percent, against the world’s
at 1 percent. The steep rise in the growth pattern has been attributed to a sustained expansion
in domestic demand, although per capita onsumption is modest- at 70 kg of milk equivalent.
India’s annual milk production has more than trebled in the last 30 years, rising from
21 million tones in 1968 to an antiipated 80 million tones in 2001. This rapid growth and
modernization ia largely credited to the contribution of dairy co-operatives, under the
Operation Flood Project, assisted by many multi-lateral agencies, including the European
Union, the World Bank, FAQ and WFP. In the Indian context of poverty and malnutrition,
milk has a special role to play for its many nutritional advantages as well as providing
supplementary income to some 70 million farmers in over 500,000 remote villages.
2.2 COMPANY PROFILE:
MILMA- “ the milk man of Kerala” is an organization concerned with the procurement,
processing, marketing and distribution of milk and milk products. The name milma and its motto your
health is our concerned has become synonymous with regular supply and assured quality.
A Brief Background
During the 60’s in Anand in Kaira district in the state of Gujarat. Thousand of milk producers
united together co-operative lines with an integrated appraoch applied to activates from
production marketing of milk. This resulted in the formation of former owned AMUL(Anand
Milk Producers Union Limited). The products of AMUL have gained reputation all over
India. This model came to be known as “ANAND PATTERN”. The Anand Pattern is a three
tier structure consisting of village level primary co-operative society called APCOS (Anand
Pattern Co-operative Societies). Regional co-operatives milk produers union and state level
milk marketing federation credit for most of the work alone in the field of milk supply co-
operative goes to the National Dairy Development Board.
Birth of KCMMF
Kerala Co-operative Milk Federation Limited (KCMMF) popularly called MILMA was
established in April 1980, with its head office at Trivandrum for the successful
implementation of the operation flood programme in Kerala. From 1980 onwards KCMMF
was involved in concentrated spear heard team activities identification of potential milk
collection areas, formation of milk co-operative and extension activities, KCMMF is
responsible for the organization of infrastructure for production, enhancement, procurement,
processing and marketing of milk and milk products.
These projects were based at Thiruvananthapuram Regional Co-operative Milk Producers
Union (TRCMPU) and Ernakulam Regional Co-opeative Milk Producers Union (ERCMPU) formed
in 1985. The third union via Malappuram Regional Co-operative Milk Producers Union (MRCMPU)
was formed in 1986. The Thiruvananthapuram Dairy, with employee strength 500 was established in
Pattam, with a processing capacity of 10000 litres of milk per day. In those days milk was sold in
bottles and cans. In 1983, the Dairy was taken over by the Kerala Co-operative Milk Marketing
Fedaration. They named their brand as MILMA.
In october 1991, a new plant was commissioned at AMBALATHARA, with a total
processing capacity of 100,000 litres per day. The administrative and other sections were shifted to
the new premises in March, 1992. It is the first organization to get the ISO 9001:2000 certificate in
Kerala. Moreover the Thiruvananthapuram dairy is the largest dairy in the state. Over 300 societies
were registered under this branch.
The name MILMA represents:-
2702 primary milk co-operative societies.
7.78 lakhs farmer members.
Three regional co-operative milk producer’s union.
Eleven dairies capable of handling 9.90 lakhs litres of milk per day.
13 milk chiling centres
Two cattle feed plants with cummulative capacity of 600 MT per day.
5200 retail outlet.
Over 32000 people working either directly or indirectly for the functioning of milma.
Vision of MILMA:
“With a view to improve efficiency, profitability, competitiveness and to maintain market
leadership in milk procurement and processing”.
Mission of MILMA:
“Farmer’s prosperity through consumer’s satisfaction”.
Quality policy:
We are Trivandrum dairy are commited to comply with requirements and continually
improve effectiveness of quality management system and to enhance the satisfaction of customers
and milk producers by providing consistent quality products and services through implementation of
quality management system.
Objectives:
To channelise marketable surplus milk from the rural areas to urban deficit areas to maximize
the returns to the produces and provide quality milk and milk products to the consumers.
To build up a variable dairy industry in the state.
To provide constant market and stable price to the dairy farmers for their products.
The chief associates are
NDDB
NDDB under Dr. Varghese Kurien’s guidance, set up KCMMF in 1980. Ever since then
these has been a very close co-operation between NDDM and the Federation.
Amul
The dairy co-operative of the Gujarat has been the inspiration for the development of the
vast network of co-operative in Kerala.
Government of Kerala
The phenomenal dairy co-operative in Kerala could not have been achieved without the
foundation of animal husbandry department, dairy development, Kerala live stock development
board of the Government of Kerala.
2.3 PRODUCT PROFILE:
The product range for Milma is vast. The brief descriptions of the products are as
follows:
MILK:
Milk offered by KCMMF comes in two variants namely:
Pasteurized milk
Sterilized Flavoured Skimmed Milk
ICE CREAM:
Milma ice cream is available in a range of flavours:
Vanilla
Chocolate
Mango
Strawberry
Fruit & Nut
SAMBHARAM:
Milma sambaram, the only product of its kind in the market, is very popular
throughout the State. It comes in convenient 200 ml throw away sachets. Its total sales had
crossed 89 lakh packets over the year.
CURD:
It is fermented product prepared from pasteurized skim milk curd culture from
National Dairy Research Institute. It is delicious, tasty, free from cholestrol and available in
500 ml and bulk.
LASSI:
It is a sweetened and flavoured product prepared from curd. It is available in 200ml
pack and is very good health drink for all age group.
GHEE:
Ghee is a key ingredient in most Indian delicacies. Milma produces good quality pure
ghee from butter or cream at all dairies. The ghee is available in convenient packs of 100gm
to 15kg.
BUTTER:
Milma butter prepared from the cream of milk contains 81% fat and less than 15.6%
water. This is available in convenient 100gm, 200gm and 500gm family packs. Available in
salted and unsalted varieties.
REFRESH:
In addition to milk drinks, milma also has a mango drink in the market. Refresh
milma’s mango drink has a lot of strong competitors in the market.
PEDA:
An indigenous milk product manufactured by evaporating water content from
wholesome cow’s milk and sweetened with cane sugar. It is available in 25gm and 250gm
cartons.
MILMA SIP:
It is made from pasteurized skim milk, sweetened and flavoured. Available in 25ml
polythylene tube in flavours like vannila, pineapple, strawberry, mango etc and served in
chilled condition.
CATTLE FEED:
Balanced cattle feed is the major input provided to the dairy farmers from the
Federation. There is a high level of aceptability for this product in the market. Milma is now
producing 600 MT cattle feed a day. It produces both mash and pellet form of cattle feed. In
addition to augment the balanced feed and to support vitamin level in milch animal, milma
has come out with milma mineral mixture “milma min”. The cattle feed is distributed to
farmers at reasonable rate through APOCOS, dealers and Government agencies.
CHAPTER 3
REVIEW OF LITERATURE
3.1 LITERATURE REVIEW:
According to Chiles and McMakin, The relationships among individuals have
always been a relevant role in their private social or business or business lives. This role has
become fundamental as people and organization are often centered on creating, developing,
and maintaining relationship usually, there are several components that can influence
relationship the most important being the trust level among the parties.
According to Martyn Jones and Mohammed Scad and Vande Ven, “Intra
organization relationship through partnering is strongly dependent on the relation between
individuals. Evidence suggests that emphasizing internal relationship with employees and
reinforcement of their commitment are strategic prerequisites to closer external relationship.”
The intra organizational relationship between individuals environment and the group of
organization. There are three attributes of intra organizational relationship accounted for over
fifty percent of the variance productivity among the survey plants. The length of membership
was a reasonable indicator of productivity level.
Hirano (1986) categorized Malaysian HR practices into two mainstreams, namely
British oriented values and ethnic oriented values. It is fount that companies were managed
either in more of the British or the indigenous way. Training refers to acquisition of
knowledge, skills and competencies as a result of teaching of vocation or practical skills and
knowledge that relates to specific useful skills.The companies often lose talented cadres due
to less attractive pay packages and lack of training facilities. Training helps to improve
efficiency and performance to ensure that the organization is capable of responding to the
challenges of its competitors will sometimes require a very different kind of training
program.
Rioux, Berthal & Wellins (1989) in their study they stated that training and
development can be given to the employee in the following circumstances
Expand the job to include new, higher level responsibilities.
Reassign responsibilities that the employee to manage and make decisions.
Invite the employee to contribute to more important, department or companywide
decision and planning.
Provide more access to important and describe meetings.
M m n bProvide more opportunity to establish goals priorities and measurement.
Assign reporting staff member to his or her leadership or supervision.
Assign the employee to head up projects or tams.
Enable the employee to spend more time his or her boss.
Provide the opportunity for the employee to cross train in other roles and
responsibilities.
Organ & konovsky (1989) stated that certain HR activities like sophisticated
development training, redesign and customization of benefits scheme, comprehensive
medical benefits for family provides employees with a sense of comfort in that their career
advancement and family welfare considered. Training helps to increase the skill. An increase
in skill usually results in an increment in both quality of output. The increasingly technical
nature of modern jobs demands systematic training to make possible even minimum level of
accomplishment.
A survey by MEF (1996) showed 90.5 percent of 304 companies practiced
performance based reward system although seniority still minimally counts to varying degree
n pay decision. Similarly promotion based on seniority as a reward for loyalty is replaced
with a performance and merit system. Most managers know that a trained employee makes
their jobs easier and are essential to an organization long term success. Winning the loyalty
and commitment of talented employee is a critical managerial responsibility and a key to
survival in the ever changing world of work.
Fishbein & Aizen (1996) in his study, he found that recruitment practices are
rigorous and stringent with prospective employee being thoroughly screened before
employment. These efforts ensure staff of a high caliber. There is also a strong focus on
personal development which is evidence extensive training in both technical and soft skills.
Researchers found that orientation will help the employees to reduce anxious and it
will reduces the turnover of newly hired employee was caused primarily by anxiety.
Employee orientation is aimed to create a favorable impression of the organization and its
works.
Becker and Huselid (1998) offer the most logical and definitive model of the
processes through which HR practices affect firm performance. They suggest that HR
practices have a direct impact on employee skills, motivation job design and work structure.
These variables elicit certain levels of creativity, productivity and discretionary effort, which
subsequently translate into improved operating performance. This has an impact on
profitability and growth, which have a direct impact on firm market valuation. Organization
commitment define as the psychological attachment of the workers to their organization
commitment to organization has been found to relate positively to a variety of desirable work
outcomes including employee job satisfaction, motivation and performance are negatively co
related to absenteeism and turnover.
Meyer and Allen (1998) in their study they stated that impact of HR practices on
employee’s commitment to the organization begins with selection and staffing. When firm
invest in selecting most highly skilled people and providing them with increased skills
through continuous training development opportunities, employee find a work place filled
with well qualifies co workers. This makes for appositive work environment by enabling
them to focus on serving own customers successfully, doing their own job well and not
having to constantly clean up the mess of other co workers. Additionally by using valid
performance management systems and monetary incentives the performance can be elicited.
Employees can see a more direct line of sight between their behavior and their personal
outcomes. This creates a positive work environment where individual feel fairly and
equitably rewarded for their efforts, finally have open communication and participate
systems enables employees to both understand the organization competitive position and be
able to participate in processes to help to improve it. This creates a positive work
environment where people feel they are listened to and respected. An environment created by
the systems above will make the people unlikely to want to leave.
Recruitment lends itself as a potential source of competitive advantage to a firm. An
effective approach to recruitment can help a company successfully compete for limited
human resources. The firm must choose a recruiting approach that produces the best pool of
candidates quickly and cost effectively.
Huselid (1998) states that, recruitment itself lends as a potential source of
competitive advantage to the firm. An effective approach to recruitment can help a company
successfully compete for limited human resources. The firm must choose a recruiting
approach that produces the best pool of candidates quickly and cost effectively.
A recruiting program helps the firm in at least four ways.
Attract highly qualified and competent people.
Ensure that the selected candidates stay longer with the company.
Make sure that there is match between cost and benefits.
Help the firm create more culturally diverse work force.
Training helps to build morale among the employees. Possession of needed skills
helps to meet such basic human needs as security and ego satisfaction. Collaborate personal
and human relation programs can make a contribution towards morale.
.
CHAPTER 4
RESEARCH METHODOLOGY
4.1TITLE OF THE PROJECT:
The title of my project work is “Intra Organizational Relationship and Management
Communication” . This projet was done from 16th June to 15th May 2011 at Milma Dairy
Farm, Ambalathara, Thiruvananthapuram.
4.2 METHODOLOGY:
4.2.1 Objectives of the study:
To know the extent of trust existing among the employees in the organization
To study about the motivation among the employees in the organization
To study about the interpersonal relationship among the employees in the
organization.
To identify the extent of participation and involvement of employees in the
organization.
To study about the communication between the management and employees in the
organization.
To study about the communication between the superiors and subordinates in the
organization.
To study about the communication among the employees in the organization.
4.2.2 HYPOTHESIS OF STUDY:
H0 : There is a significant relationship between age and satisfaction level of workload
H1 : There is no significant relationship between age and satisfaction level of
workload
4.2.3 RESEARCH DESIGN:
The study is descriptive in nature.
4.2.4 SAMPLE DESIGN:
The total population is 250.
The total sample size taken for this study is 120.
The method adopted was stratified random sampling.
4.2.5 SOURCES AND METHOD OF DATA COLLECTION:
There are two major approaches to gathering data. They are
Primary Data
Secondary Data
Primary Data:
The primary datas were collected with the help of structured questionnaires, direct
interviews etc.
Secondary Data:
The secondary datas has been collected from the company records, journals and
various websites.
4.3 STATISTICAL TOOLS USED:
Simple Percentage Method
Chi-Square Analysis
Weighted Average Method
4.4 LIMITATIONS OF STUDY:
There are many personal bias of the respondents, which affect the results of the study
The sample size was limited to 120
The attitude of the worker changes from time to time
The researcher cannot get exact information because some of the employees are
reluctant to share the information
The time period of the study was 1 month. So the study could not be exhaustive.
CHAPTER 5
ANALYSIS AND INTERPERTATION
5.1 SIMPLE PERCENTAGE ANALYSIS:
5.1.1 Analysis of Gender classifiation:
The table shows the analysis of gender wise classification
Gender Group Frequency PercentageMale 92 76.7
Female 28 23.3
Total 120 100.0
Table no: 5.1
The figure shows the analysis of gender wise classification
Figure No: 5.1
Interpretation:
The analysis shows that most of the respondents are male and so the research will be based on majority of people.
5.1.2 Analysis of Age wise classification:
The table shows the analysis of age wise classifaction
Age Group Frequency PercentageBelow 25 19 15.8
26-30 31 25.8 31-35 31 25.8
36-40 22 18.3 above 40 17 14.2 Total 120 100.0
Table no: 5.2
The figure shows the analysis of wise classification
Figure no: 5.2
Interpretation:
The analysis shows that 67.4% of respondents are below 35 years of age i,e more number of respondents are youngsters. Only 32.5% of respondents are in the age of above 35 years.
5.1.3 Analysis of marital wise classification:
The table shows the anaysis of marital wise classification
Status Frequency PercentageSingle 35 29.2
Married 85 70.8
Total 120 100.0
Table no: 5.3
The figure shows the analysis of marital wise classification
Figure no: 5.3
Interpretation:
The analysis shows that most of the respondents are married.
5.1.4 Analysis of the qualification of the respondents:
The table shows the analysis of educational qualification of respondents
Courses Frequency PercentageSSLC/HSC 23 19.2
Diplomo/IT 24 20.0 UG 55 45.8 PG 17 14.2 Professional 1 .8 Total 120 100.0
Table no: 5.4
The figure shows the analysis of educational qualification of the respondents
Figure no:5.4Interpretation:
The analysis shows that 80.8% of respondents are with good educational background.
5.1.5 Analysis regarding the designation of respondents:
The table shows the analysis of designation wise classification
Position Frequency PercentageWorker 16 13.3
Supervisor/Foreman 10 8.3Technician 23 19.2
Staff 64 53.3Manager 7 5.8
Total 120 100.0
Table no: 5.5
The figure showing the analysis of designation wise classification of respondents
Figure no:5.5
Interpretation:
The above analysis shows that the respondents are taken from different departments and from all levels in the organization i,e from top level to bottom level.
5.1.6: Analysis based on the experience of respondents:
The table shows the analysis of experience wise classification
Opinion Frequency PercentageBelow 1 year 12 10.0
1-3 years 36 30.0
Upto 5 years 31 25.8
5-10 years 17 14.2
Above 10 years 24 20.0
Total 120 100.0
Table no: 5.6
The figure showing the analysis of experience based classifiation
Figure no: 5.6
Interpretation:
The above analysis shows that more number of respondents are of more than 5 years of experience. Therefore the results will be effective.
5.1.7 Analysis of organization’s consideration with employees career develpoment
The table shows how the employees feel that the organization concerns on their career development.
Opinion Frequency Percentage
Yes 42 35.0
No 78 65.0
Total 120 100.0
Table no:5.7
The figure showing the analysis of the organization considerations on the employees career development.
Figure no: 5.7
Interpretation:
The analysis shows that there is very low level of chance to improve their career. So the organization should consider the employees career development.
5.1.8 Analysis of management trust for the integrity and openness
The table shows how the management is trusted for the integrity and openness
Opinion Frequency PercentageStrongly agree 5 4.2
Agree 69 57.5Neutral 37 30.8
Disagree 6 5.0Strongly disagree 3 2.5
Total 120 100.0
Table no: 5.8
The figure shows the analysis of how management is trusted for the integrity and openness
Figure no:5.8Interpretation:
The above analysis shows that more number of respondents agrees that their is
openness and integrity in management trust but 30.8% number of respondents are unwilling
to share their views about the management’s trust for the integrity and openness.
5.1.9 Analysis of the employee’s satisfaction with the work settings and other failities in
the organization
This table shows the analysis of opinion towards the employee satisfaction with the work
settings and other facilities in the organization.
Opinion Frequency Percentage Highly satisfied 37 30.8
Satisfied 58 48.3 Neutral 17 4.2 Dissatisfied 6 5.0 Highly dissatisfied 2 1.7 Total 120 100.0
Table no:5.9
This figue shows the analysis of opinion towards the employee satisfaction with the work
settings and other facilities in the organization.
Figure no: 5.9
Interpretation:
The above analysis shows that 80 % of the employees are satisfied with the work settings and other failities in the organization.
5.1.10 Analysis of management support and encouragement towards personal growth and development of employees
This table shows how the management supports and encourages the personal growth and development of employees.
Opinion Frequency PercentStrongly agree 32 26.7Agree 23 19.2Neutral 43 35.8Disagree 19 15.8Strongly disagree 3 2.5Total 120 100.0
Table no: 5.10
This figure shows how the management supports and encourages the personal growth and development of employees
Figure no: 5.10
Interpretation:
The above analysis shows that 45.9% of employees agrees with the management
support towards employee development and personal growth. But more number of
employees are not willing to express their views.
5.1.11 Analysis of enhancement of employees job satisfaction by their superiors.
This table shows how the superiors motivation enhances the employees job satisfaction.
Opinion Frequency Percentage
Strongly agree 45 37.5 Agree 27 22.5 Neutral 37 30.8 Disagree 7 5.8 Strongly disagree 4 3.3 Total 120 100.0
Table no: 5.11
This figure shows how the superiors motivation enhances the employees job satisfaction.
Figure no:5.11
Interpretation:
The above analysis shows that 60% of respondents agrees that the superiors
motivation enhances the employees job satisfaction, but most of the respondents are not
ready to express their views.
5.1.12 Analysis of payement of incentives
This table shows the analysis of incentives , paid based on the employees skill and achievement.
Opinion Frequency Percent
Yes 32 26.7No 88 73.3
Total 120 100.0
Table no:5.12
This figure shows the analysis of incentives , paid based on the employees skill and achievement.
Figure no: 5.12
Interpretation:
The above analysis shows that 73.3% of respondents tells that the incentives are not
paid based on the employees skill and achievement.
5.1.13 Analysis of job security in the organization
This table shows the analysis of job security in the organization.
Opinion Frequency PercentYes 65 54.2
No 55 45.8
Total 120 100.0
Table no: 5.13
This figure shows the analysis of job security in the organization.
Figure no: 5.13
Interpretation:
The above analysis shows that there is an equal response from the respondents who
accepts and opposes that job security prevailing in the organization.
5.1.14 Analysis of employees satisfaction with inter departmental relationship.
This table shows how the employees are satisfied with inter departmental relationship.
Opinion Frequency PercentageHighly satisfied 48 40.0
Satisfied 26 21.7 Neutral 39 32.5
Dissatisfied 3 2.5 Highly dissatisfied 4 3.3 Total 120 100.0
Table no: 5.14
This table shows how the employees are satisfied with inter departmental relationship.
Figure no; 5.14
Interpretation:
The above analysis shows that 61.7 % of respondents are satisfied with inter
departmental relationship ,but more number of respondents are not willing to share thier
opinion.
5.1.15 Analysis of meetings conducting in the organization
This table shows how often the organization conducts meetings.
Opinion Frequency PercentVery often 23 19.2
Often 26 21.7
Sometimes 39 32.5 Rarely 10 8.3 Very rarely 22 18.3 Total 120 100.0
Table no:5.15
This figure shows how often the organization conducts meetings.
Figure no:5.15
Interpretation:
The above analysis shows that the meetings are not properly conducted in the
organization.
5.1.16 Analysis of superiors towards the new ideas of subordinates
This table shows how the superiors encourages new ideas of subordinates.
Opinion Frequency PercentageYes 58 48.3
No 62 51.7
Total 120 100.0
Table no: 5.16
This figure shows how the superiors encourages new ideas of subordinates.
Figure no:5.16
Interpretation:
The above analysis shows that there is less encouragement for the new ideas of the employees by their superiors.
5.1.17 Analysis of changes discussed and informed to all levels in the organization.
This table shows how long the changes discussed and informed to all levels in the organization.
Opinion Frequency PercentYes 30 25.0
No 90 75.0
Total 120 100.0
Table no: 5.17
This shows shows how long the changes discussed and informed to all levels in the organization.
Figure no:5.17
Interpretation:
The above analysis shows that the changes were not informed and discussed with all levels in the organization.
5.1.18 Analysis of information about the policies towards employees
This table shows the opinion about how the employees are kept informed about policy decisions.
Opinion Frequency PercentAlways 34 28.3
Most of the time 58 48.3
Sometimes 19 15.8
Rarely 8 6.7
Very rarely 1 .8
Total 120 100.0
Table no: 5.18
This figure shows the opinion about how the employees are kept informed about policy decisions.
Figure no: 5.18
Interpretation:
The above analysis shows that the employees are informed about policy decisions.
5.1.19 Analysis of information got from top level
This table shows the opinion towards how clear and proper information is got from top level.
Opinion Frequency PercentageStrongly agree 27 22.5
Agree 37 30.8 Neutral 37 30.8 Disagree 13 10.8 Strongly disagree 6 5.0 Total 120 100.0
Table no: 5.19
This table shows the opinion towards how clear and proper information is got from top level.
Figure no: 5.19
Interpretation:
The above analysis shows that 30.8 % of respondents are not willing to express their
views about how information is got from top level.
5.1.20 Anaysis of employees satisfaction with the discussion with top level management.
This table shows the opinion about how the employees are satisfied with the discussion with top level management.
Opinion Frequency PercentageHighly satisfied 18 15.0
Satisfied 22 18.3 Neutral 56 46.7 Dissatisfied 21 17.5 Highly dissatisfied 3 2.5
Total 120 100.0
Table no: 5.20
This figure shows the opinion about how the employees are satisfied with the discussion with top level management.
Figure no:5.20
Interpretation:
The above analysis shows that 46.7% of respondents are not willing to express their
views about the discussion with top level management.
5.1.21 Analysis of the management appreciation towards employees work
This table shows the opinion towards how the management appreciates the employees work.
Opinion Frequency PercentStrongly agree 21 17.5
Agree 55 45.8 Neutral 14 11.7 Disagree 19 15.8 Strongly disagree 11 9.2
Total 120 100.0
Table no: 5.21
This figure shows the opinion towards how the management appreciates the employees work.
Figure no:5.21
Interpretation:
The above analysis shows that more number of respondents are agrees that the
management appreciates the employees work.
5.1.22 Analysis of departmental communication prevailing in the organization
This table shows the opinion towards the departmental communication in the organization.
Opinion Frequency PercentStrongly agree 16 13.3
Agree 62 51.7 Neutral 14 11.7 Disagree 21 17.5 Strongly disagree 7 5.8
Total 120 100.0
Table no: 5.22
This table shows the opinion towards the departmental communication in the organization.
Figure no: 5.22
Interpretation:
The above analysis shows that more number of respondents agrees that there is
departmental communication in the organization.
5.1.23 Analysis of superiors giving information in correct time to the employees
This table shows the opinion towards how the employees gets required information from the superiors at right time.
Opinion Frequency PercentageYes 82 68.3
No 38 31.7
Total 120 100.0
Table no: 5.23
This figure shows the opinion towards how the employees gets required information from the superiors at right time.
Figure no:5.23Interpretation:
The above analysis shows that more number of respondents gets required information from the superiors at righ t time but some respondents feels that they didnt get correct information from their superiors at correct time.
5.1.24 Analysis of getting obligations and messages from subordinates towards their superiors in a right way
This table shows the opinion towards how the obligations and messages reach your superiors in the right way.
Opinion Frequency PercentageYes 56 46.7
No 64 53.3
Total 120 100.0
Table no: 5.24
This table shows the opinion towards how the obligations and messages reach your superiors in the right way.
Figure no: 5.24
Interpretation:
The above analysis shows that the obligations and messages reach the superiors in a wrong way.
5.1.25 Analysis of sharing of informations among the peers
This table shows the opinion towards the peers open with one another and share information willingly.
Opinion Frequency PercentageAlways 9 7.5
Most of the time 38 31.7 Sometimes 58 48.3 Rarely 13 10.8 Very rarely 2 1.7 Total 120 100.0
Table no: 5.1.25
This figure shows the opinion towards the peers open with one another and share information willingly.
Figure no: 5.25
Interpretation:
The above analysis shows that most of the time the peers will open and shares the
informations willingly with one another.
5.1.26 Analysis of relationship with co-workers
This table shows the opinion towards the relationship with co-workers.
Opinion Frequency PercentExcellent 10 8.3
Good 72 60.0 Fair 17 14.2 Poor 17 14.2 Undecided 4 3.3 Total 120 100.0
Table no: 5.26
This figure shows the opinion towards the relationship with co-workers.
Figure no: 5.26
Interpretation:
The above analysis shows that there is a good relationship among the co- workers.
5.2 ANALYSIS USING CHI-SQUARE METHOD
Relationship between age & satisfaction level of work settings and other facilities in the organization.
Dependent Variable: Age
Independent Variable: Satisfaction level of work settings and other facilities in the organization
Hypothesis:
H0 : There is a significant relationship between age & satisfaction level of work settings and
other facilities in the organization .
H1 : There is no significant relationship between age & satisfaction level of work settings
and other facilities in the organization .
5.27 Observed table :
Highly satisfied
Satisfied Neutral Dissatisfied Highly dissatisfied
Total
Below 25 16 3 0 0 0 19
26 - 30 12 15 0 0 0 27
31 – 35 1 20 8 1 1 31
36 – 40 6 13 3 4 1 27
Above 40 2 7 3 4 0 16
Total 37 58 14 9 2
5.28 Expected Table:
Highly satisfied
Satisfied Neutral Dissatisfied Highly dissatisfied
Total
Below 25 15.6 1.5 1.1 0.28 0.52 19
26 - 30 11.9 14.8 0.2 0.05 0.05 27
31 – 35 0.9 20.2 6.7 3.19 0.01 31
36 – 40 6.8 13.02 3.1 3.9 0.18 27
Above 40 1.8 8.48 2.9 1.58 1.24 16
Total 37 58 14 9 2 120
5.29 Chi-square table:
O E O-E (O-E)2 (O-E)2/E
16 15.6 0.4 0.16 0.01
3 1.5 1.5 2.25 1.5
0 1.1 -1.1 1.21 1.1
0 0.28 -0.28 0.0784 0.28
0 0.52 -0.53 0.27 0.52
12 11.9 0.1 0.01 0.0008
15 14.8 0.2 0.04 0.002
0 0.2 -0.2 0.04 0.20
0 0.05 -0.05 0.0025 00.05
0 0.05 -0.05 0.0025 0.05
1 0.9 0.1 0.01 0.011
20 20.02 -0.2 0.04 0.0019
8 6.7 1.3 1.69 0.252
1 3.19 -2.19 4.796 1.50
1 0.01 0.99 0.9801 98.01
6 6.8 -0.8 0.64 0.094
13 13.02 -0.02 0.0004 3.07
3 3.1 -0.1 0.01 0.0032
4 3.9 0.1 0.01 0.0026
1 0.18 0.82 0.672 3.736
2 1.8 0.2 0.04 0.022
7 8.48 -1.48 2.19 0.258
3 2.9 0.1 0.01 0.00345
4 1.58 2.42 5.856 0.00345
0 1.24 -1.24 1.54 1.24
Total 115.62695
X 2 = ∑(O-E)2 /E
= 115.63
Tabulated X2 :
Here n = 25
Therefore degrees of freedom = n-1
= 25-1
= 24
Level of signifiance = 5%
From the table, X 2 = 36.415
Calculated X 2 ≥ Tabulated X2
Therefore the null hypothesis H0 is rejected and H1 is accepted.
Interpretation:
From the above analysis it reveals that there is no significant relationship between age & satisfaction level of work settings and other facilities in the organization .
5.3 ANALYSIS BY USING WEIGHTED AVERAGE METHOD:
The respondents are asked about some factors listed below and the levels of attitude for those factors were calculated below:
5.30 Weighted Average Table:
Factors Strongly agree
Agree Neutral Disagree Strongly disagree
Management Trust
5 69 37 6 3
Management support in personal growth
32 23 43 19 3
Appreciation from top
21 55 14 19 11
management
Prevails department communication
16 62 14 21 7
5.31 Analysis of factors such as management trust, management support, appreciation and departmental communication:
Point weightage
5 4 3 2 1
Total Avg Rank
Factors Strongly agree
Agree Neutral Disagree Strongly disagree
Management Trust
5 69 37 6 3 427 3.56 1
Management support in personal growth
32 23 43 19 3 422 3.51 2
Appreciation from top
management
21 55 14 19 11 416 3.46 4
Prevails department
communication
16 62 14 21 7 419 3.49 3
INTERPRETATION:
The above analysis infers the employees views about the organization.
From the above analysis it is found that employees are giving more importance to management trust . The level of top management appreciation is very low in the organization. Also the employees think that there is management support for their personal growth and departmental communication is there.
CHAPTER 6
FINDINGS, SUGGESTIONS & CONCLUSION
6.1 SUMMARY OF FINDINGS:
1. The analysis shows that most of the respondents are male and so the research will be
based on them.
2. The analysis shows that 67.4% of respondents are below 35 years of age i,e more
number of respondents are youngsters. Only 32.5% of respondents are in the age of
above 35 years.
3. The analysis shows that there is very low level of chance to improve their career.
4. The analysis shows that more number of respondents agrees that their is openness
and integrity in management trust but 30.8% number of respondents are unwilling to
share their views about the management’s trust for the integrity and openness.
5. The analysis shows that 45.9% of employees agrees with the management support
towards employee development and personal growth. But more number of employees
are not willing to express their views.
6. The analysis shows that 60% of respondents agrees that the superiors motivation
enhances the employees job satisfaction, but most of the respondents are not ready to
express their views.
7. The analysis shows that 73.3% of respondents tells that the incentives are not paid
based on the employees skill and achievement.
8. The analysis shows that 61.7 % of respondents are satisfied with inter departmental
relationship ,but more number of respondents are not willing to share thier opinion.
9. The analysis shows that there is less encouragement for the new ideas of the
employees by their superiors.
10. The analysis shows that the changes were not informed and discussed with all levels
in the organization.
11. It reveals that there is no significant relationship between age & satisfaction level of
work settings and other facilities in the organization.
6.2 SUGGESTIONS:
The management can maintain good relationship with employees for
improving company’s performance.
The management can provide opportunities for career development to the
employees.
It is better to appreciate the good works of the employees.
The management may think of bringingout some action plans in developing
inter department and intra department relationship among employees.
The employees are to be empowered by giving chance
to participate in company meetings, management meetings, department
meetings and other meetings.
to bringout suggestions for improvement.
which definitely will increase employee morale and bring a good
relationship among the menagement and employees.
This would be the secret by which intra-organizational relationship and
management communication to be achieved.
6.3 CONCLUSION:
Intra organizational relationship is fairly good in the study of “Intra
organizational relationship and mnagement communication with reference to MILMA
company in Ambalathara. To conclude intra organizational relationship plays an vital role in
every organization. Good employee relationship leads to smooth running of the organization
helps in the success of the organization.
QUESTIONNAIRE
Personal Information:
1. Name:2. Gender:
a) Male b) Female3. Age group
a) Below 25 b) 26-30 c) 31-35 d) 36-40 e) above 404. Marital status:
a) Single b) Married5. Educational qualification:
(a) SSLC/ HSC (b) Diploma / ITI (c) UG d)PG (e) Professional 6. Designation:
(a)worker (b)Supervisor/foreman (c) Technicians d)staff e)Manager 7. Experience
a) Below 1 year b) 1-3 years c)upto 5 years d) 5-10 years e) above 10 yearsIntra organizational relationship
8. Do you feel that your organization concerns on your career developmenta) Yes b) No
9. Management is trusted for the integrity and openness a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
10. Are you satisfied with the work settings and other facilities in the organization a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
11. The management supports and encourages your personal growth and development a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
12. My superios motivation enhance my job satisfaction a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 13. Are incentives paid on the basis of you skills and achievement a) Yes b) No
14. Do you have job security a) Yes b) No
15. Are you satisfied with intra department relationship a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
16. How often your organization conducts meetings a) very Often b) Often c) Sometimes d) Rarely e) Very rarely
17. Do your superiors encourage new ideas/suggestions a) Yes b) No
Management Communication
18. Are changes discussed and informed to all levels in the organizationa) Yes b) No
19. Employees are kept informed about policy decisions
a) Always b) Most of the time c) Sometimes d) Rarely e) Very rarely
20. You have got the clear and proper information from the top level
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree21. Are you satisfied with discussions which you have with top level management
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied22. The top management appreciates your work
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree23. Departmental communication is necessary for mutual understanding and it prevails in this organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 24. Are you getting the required messages with respect to your job from your superiors at right time
a) Yes b) No25. Do your obligations and messages reach your superiors in the right way.
a) Yes b) No26. Peers are mostly open with one another and share information willingly.
a) Always b) Most of time c) Sometimes d) Rarely e) Very rarely27. Your relationship with co-workers.
a) Excellent b) Good c) Fair d) Poor e) Undecided
Thank You!
Date: Signature.
Place
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