project work-introduction chapter
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CHAPTER 1
INTRODUCTION
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INTRODUCTION
ORGANISATIONAL CLIMATE
An organization is a social arrangement which pursues collective goals, controls
its own performance, and has a boundary separating it from its environment.
The role of organization is to consciously co-ordinate as a social unit, which is
composed of two or more people, who function continuously to achieve a common
goal or set of goals. It forms the back bone of an industrial set up.
Hospital is an industry too and many clinical and administrative services are carried
out in a hospital to achieve the goal of providing quality healthcare service to the
patient and even achieve profits required to run the hospital. Indian healthcare is
rapidly growing and due to this rapid growth many corporate and private hospitals are
coming into existence in India.
Hospital is a place of complexity and innovations. It promotes its services through its
essence of human assets. Human resources are the most important component of
hospital as it is a service based industry. All the basic services that are related to the
goal of providing quality healthcare are related to the quality of human resources
present in the hospital.
Human resource is defined asThe people that staff and operate an organization
as contrasted with the financial and material resources of an organization. The
organisational function that deals with the people ... (According to William R.
Tracey)
Human resource management is dynamic in its approach and functions of the
department are:
- Maintenance of selection and induction.
- Manpower management.
- Recruitment and training.
- Wages and salary administration.
- Human relations management
- Motivation of employees
- Communication
- Research
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Role of HR in hospital:
A hospital is a complex organization where technology and human expertise
work in rhythm with each other to provide medical services to the people. Human
resources department comes in play in formulating programs to maintain high
standard performances by the employees, continuously motivating them for the work
and also initiating employee retention and employee satisfaction.
The amount of human resources required by the hospitals is much higher than we
actually have in India. The ratio of doctors to patients and ratio of nurses to patients
much less when compared to what is required to meet the international standards of
the healthcare.
Concept of Organization Climate
The climate of an organization may be defined as the common perception of its
employees about various aspects of its internal working environment. The crucial
element here is the common perception of individuals. This means that although
individuals, depending upon their personal characteristics such as values, needs,
attitudes, experience etc. may differ in their perceptions but there is always a widely-
hold and a relatively stable view about the organizations internal working
environment which should be termed as organisational climate. Thus, every
organization has its own unique climate. Not only this, even different departments of
the same organization may have different climates depending upon the perceptions of
members of these departments.
Defining Climate:
Perception about an organizations goals and about decisions that a manager
should ache to achieve these goals come not only from formal control systems but
also through informal organization. Both the formal and informal structure combine to
create what is organisational climate.
The term climate is used to designate the quality of the internal
environment which conditions in turn the quality of cooperation, the development of
the individual, and the efficiency with which that purpose becomes translated into
results. Climate is the atmosphere in which individuals help, judge, and reward,
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constrain, and find out about each other. It influences morale and the attitudes of the
individual his work and environment.
Hellriegel and Slocum (1974) define organisational climate as a set of
attributes which can be perceived about a particular organization and /or its sub-
systems, and that may be induced in the way that organization and /or its sub-systems
deal with their members and environment. This definition implied that in the
measurement of organisational climate:
a) perceptual responses sought are primarily descriptive rather than evaluative;
b) the level of inclusiveness of the items, scales and constructs are macro rather
than micro;
c) the units of analysis tend to be attributes of the organization or specific sub-
systems rather than the individual
d) The perceptions have potential behavioral consequences.
According to Tagiuri and Litwin (1968), organisational climate is a relatively
enduring quality of the internal environment of an organization that:
1. is experienced by its members,
2. Influences their behaviors, and
3. can be described in terms of the values of a particular set of
characteristics (or attributes) of the organization,
Thus, the climate identifies with the quality of the internal environment
which in turn describes the quality of cooperation, the development of the
individual, the extent of members dedication or commitment to
orgsnaitional purpose and the efficiency with which that purpose translated
into results. Thus organisational climate is the summary of perception
which people have about an organization and defined according to three
approaches (Structural, Subjective and Synthetic by Dessler).
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1. Structural approach define climate as a set of enduring characteristic
which describes an organization, differentiate it from other organist
ions and affect the behavior of human resources in it.
2. Subjective approach analyze climate from the stand point of the feel
that people have for the organization
3. Synthetic approach stress both structural and subjective elements.
Hence, organisational climate embraces factors like:
o Context, which spells the philosophy of the management and policies
that, reflects the attitude towards both human and non-human attitude
resources.
o Organization structure; defines framework of formal relationship,
degree of centralized and design of the organization,
o Process emphasizing communication, decision-making, motivation and
leadership,
o Physical environment in which employees work.
o System of values and norms reflected in culture
The organisational climate is reflected in the way the organization works and
organization from this context is a self-contained entity like the total organization, or
its one division, or a department or a branch. The climate is developed by the
organisational process. Pareek (1988) suggested such processes as dimension of
organisational climate as follows:
1. Orientation: The dominant orientations, characterized by the main concern of
the members of the organization, are important determinants of the motivational
climate. If the main concern or orientation is to follow laid down rules, the
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climate will be on kind (control); if the orientation is to excel and achieve goals,
it will be of another kind (achievement).
2. Interpersonal Relations: This is reflected in the way informal groups are formed.
If the groups are formed for protecting their own interests, there may be cliques,
creating a specific climate (control), as contrasted with another climate if people
have informal relationships with their supervisors (dependency).
3. Supervision: The supervisory process contributes significantly to climate
formation, if the supervisors help their subordinates to improve personal skills
and chances of advancement, their behavior will develop a climate (extension)
different from one in which the supervisors are more concerned about
maintaining good relations with their subordinates (affiliation).
4. Managing Problems: Problems can be seen as challenge, or they can be seen as
unnecessary tribulations. Problems can b solved by the supervisor, or jointly
with the concerned employee, or can be referred to the higher levels. These
different ways contribute to the creation of the climate.
5. Managing Mistakes: The attitude of the supervisor towards mistakes develops
employee orientation; one of annoyance, or concern, or tolerance. Again, who
helps and how in dealing with mistakes influences the climate.
6. Managing Conflicts: The same is true of conflicts. The conflicts may be seen as
annoying and embarrassing and may be covered, or they may b seen as
problems to be solved. The process of dealing with conflicts is equally
significant for the climate.
7. Communication : This is concerned with the flow of information, its direction
(top-down, bottom-up, horizontal), its spread (selective or all concerned) , mode
(formal or informal), and type (instructions or feedback or stat of affairs).
8. Decision-making: What is main orientation in decision-making, maintaining
good relations or achieving results? Who make the decisions, people high in the
hierarchy, or experts, or those who are involved in the matters about which
decisions are made. Such questions will be relevant to see how the decision-
making process creates a particular motivational climate.
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9. Trust: Amount or lack of trust amongst various members and groups in the
organization is relevant tot se how the decision-making process creates a
particular motivational climate.
10.Reward Management: What is rewarded in an organization will influence its
motivational climate, because what is rewarded reinforces the specific behaviors
or orientation, arousing and sustaining a motive.
11.Risk-taking: How people react to risks, whose help is sought in risking
situations and how people respond to risks are relevant for the climate.
12.Management of Change : Regarding management of change, the pertinent
questions will be who initiates change, how change and innovations are
perceived, how challenge is implemented
Determinants of Organisational Climate:
Factors which influence the above dimensions of Organisational Climate are as
under:
1. Economic condition: An organizations economic condition influences its
climate in several ways. The more prosperous an organization is, the more it
can afford to spend on research and innovation and the more it can afford to
take risk and be adventurous.
2. Leadership Style: An organizations leadership style playas profound role in
determining several aspects of its culture. Thus, an authoritarian style may
make the organizations culture characterized by high position structure, low
individual autonomy, and low characteristics of an organization with
democratic leadership style.
3. Organization Policies: Organization Climate is also is influenced by
organisational policies. A policy to resort to layoff only as a last remedy
during business downturn will foster a cordial and supportive climate.
Similarly, a policy to reward employees for increase in profits will make
culture more reward-oriented.
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4. Managerial values and ethos: The norms and values held by managers about
what is good management practice and what is poor management practice will
also influences the Organization influence.
5. Employees Characteristics: An organization with educated, ambitious and
young employees is likely to have a different type of Organization Climate
than what may be expected of an organization whose employees have
opposite characteristics. The former set of characteristics may foster a
competitive, risk taking and open climate in the organization.
6. Organization size: Small organizations with few levels of management are
generally more amenable to democratic and participative functioning than big
organizations. Systems of communication are also more open in small
organizations. Hence these organizations foster a different type climate than
what one comes across in big organizations.
IMPACT OF ORGANISATIONAL CLIMATE:
Organisational climate has a major influence on human performance through
its impact on individual motivation and job satisfaction. It does this by carrying
certain kinds of expectancies about what consequences will follow from different
actions. Individuals in the organization have certain expectations and fulfillment of
these expectations depend upon their perception as to how the organisational climate
suits to the satisfaction of their needs.
Thus organisational climate provides a type of work environment in whichindividuals feels satisfied or dissatisfied. Since satisfaction of individual goes a long
way in determining his efficiency, organisational climate can be said to be directly
related with his performance in the organization.
Affects Motivation, Productivity and Job satisfaction:
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Organisational climate can have a major influence on motivation,
productivity and job satisfaction. Climate determines the action and it creates few
expectations as to consequences. Employees expect certain rewards, penalties,
satisfaction or frustrations based on the organisational climate and their expectations
tend to lead to motivation as said in expectancy theory.
Contingency Relationship:
There is a contingency relationship between climate and the organization. The
climate of an organization is contingent upon the type of employees. The type related
to employees education like technical workers, knowledge workers. For example,
research institutes certainly want a climate different from that of a workshop or an
office.
Social System:
Organisational climate represents the entire social system of a work-group.
It is clearly a system concept. There are two important aspects of climate: (1)
workplace itself and (2) Personal treatment of Management. If employees feel
satisfied while at work and if climate provides a sense of personal worth, it can be
assumed that in that organization is favorable. Employees expect the management to
feel and care about their needs and problems. If these two are favorable a good
climate prevails in the organization.
A high level of organisational climate is necessary for the development of
organization. Good climate attracts good and efficient to the organization, who
contribute to the productivity of the organization.
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SCOPE OF THE STUDY
The scope of this study is confined Apollo Hospitals with respect to
the employees at all the levels of hospitals..
This study can help the management to improve its internal and external environment.
The project throws light through valuable suggestion to increase organization climate
in the organization.
This study can help the management to find the weaker parts of the employee feels
towards the organization and also helps in converting those weaker part in to stronger
by providing the optimum suggestions or solutions.
This study has a wider for scope in any kind of organization since climate is
general one and makes the employees to putforth their practical difficulties and need
factors in the organization.
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NEED FOR THE STUDY
The organizational climate is reflected in the way the organization works
organization from this context is a self-contained entity like the total organization or its own
division, or a department or a branch
The climate is developed by the organizational process
A good number studies proved that there is significant relation between the organization
climate existing or maintained by an organization its impact on the job satisfaction,
performance of the employees in turn on the organization effectives.
In general the service sector, where consumer services, customer relationship customer care
needs huge attention can b met with only highly committed personnel.
More importantly health sector should have to take care of their customer.
In this context, it is recognized that the study of organizational climate in hospitals is relevant
significant.
The success of any hospital depends largely on the employees are considered as the
backbone of APOLLO HOSPITALS Ltd.
This study focused on relationship between organizational climate and organisational
effectiveness.
Since the study is critical issue, it is needed by the organizations in order toassess the overall interest and the feelings of the employees towards their
nature of job and organization
This study can be helpful to the management to improve its core weaknesses
by the suggestions and recommendations prescribed in the project.
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OBJECTIVES OF THE STUDY:
To study the dimensions of organsiational climate at Apollo Hospitals.
To study the perceptions of different employees towards the Organsiational Climate.
To study the existing organizational climate in Apollo Hospitals.
To study the factors influence organizational climate
To offer suggestion based upon findings of the study.
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RESEARCH METHODOLOGY:
Research design
A research design is the arrangement of conditions for collection and analysis data in
a manner that aims to combine relevance to the researcher purpose with economy in
procedure.
It constitutes the blueprint for the collection, measurement and analysis of data. As
such the design includes an outline of what the researcher will do from writing the hypothesis
and its operational implication to the final analysis of data.
The Research Design undertaken for the study is Descriptive one. A study, which
wants to portray the characteristics of a group or individuals or situation, is known as
Descriptive study. It is mostly qualitative in nature
TYPES OF DATA COLLECTED
Primary Data
Questionnaires are prepared and personal interview as well as telephonic interview
was conducted. Proper care was taken to frame the interview schedule in such a manner it
should be easily understood . Generally 25 questions are prepared and asked to the employees
of the Apollo Hospitals Ltd.
Secondary Data
Secondary data was collected from Internets, Articles in internet, and Company Records
QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the following types
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Open ended questions
Close ended questions
Multiple choice questions
DEFINING THE POPULATION:
The Population or Universe can be Finite or infinite. The population is said to be
finite if it consist of a fixed number of elements so that it is possible to enumerate it in its
totality. So In this projects consist of finite population.
SAMPLING PLAN:
A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn. Sampling design is
determined before any data are collected.
Random Sampling technique was adopted. In this method the researcher select those
units of the population in the sample, which appear convenient to him or the management of
the organization where he is conducting research.
SAMPLE SIZE:
Nearly 150 samples are taken in Apollo Hospitals Ltd. The sample consists of 100 Doctors
and Nurses, 30 from Administration and Supportive Staff, 20 from Paramedical staff .
FIELD WORK:
The field work is done at Apollo Hospitals.
PERIOD OF SURVEY:
The period is from March 2010 to May 2010
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LIMITATIONS OF THE STUDY:
This study has been conducted purely to understand employee attrition.
Detailed study to the topic was not possible due to limited size of the project.
Response from the employees was not up to the expectations.
Due to change of existence of ambiguity in some of the answers provided by the
respondents there may be a small chance for presence of error in analysis of
questionnaire.
Process of the study was limited to few employees not all.
Survey has been conducted for short period so there is a time constraint.
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CHAPTER- 2
REVIEW OF LITERATURE
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REVIEW OF LITERATURE
Organisational climate is a relative enduring characteristic of an organization
which distinguishes it from other organization: (a) and embodies members collective
perceptions about their organization with respect to such dimensions as autonomy,
trust, cohesiveness, support, recognition, innovation and fairness: (b) is produced by
members interaction; (c) serves as a basis for interpreting the situation; (d) reflects the
prevalent norms, values and attitudes of the organizations culture; and (e) acts as a
source of influence for shaping behavior. (Moran and Oelwein, 1992, p.2)
Frances (1993) who examined the effect of climate in service responsiveness;
Meudell and Gadd (1994) who studied climate and culture in short life
organizations; and Vallen (1993) who was concerned about organisational climate
and service staff burnout. Organisational climate has much to offer in terms of its
ability to explain the behaviour of people in the workplace. Ashforth (1985, p. 838)
put forward the view that climate has the potential to facilitate a truly integrative
science of organisational behavior, Schneider later discussed in terms of:
The atmosphere that employees perceive is created in their organizations by practices,
procedures and rewards Employees observe what happens to them (and around
them) and then draw conclusions about the organizations priorities. They then sit
their own priorities accordingly. (Schneider, 1994, p. 18)
Schneider, Brief and Guzzo (1996, p.9) argue that sustainable organisational
change is most assured when both the climate what the organizations, membersexperience and the culture what the organizations members believe the
organization values change.
Early Formulations of the climate construct
The concept of climate can be traced back to the work ofLewin, Lippitt and White
(1939) and a work entitled Patterns of aggressive behaviour in experimentally
created social climates (Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939)study investigated the relationship between leadership style and climate, a factor that
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has remained central to the concept, Joyce and Slocum (1982) trace the concept back
to the studies ofKoffka (1935) on behavior environment; Lewins (1936) study on
life space; and Murrays (1938) work on organisational climate. Lewins (1951)
approach to climate was conceptualized by the relationship between individuals, their
social environment and how that is set in a framework. Lewin expressed this in terms
of simple equation:
B = f (P.E.) in which B = Behavior, E= Environment, and P = the person
It is clear from Lewins equation that the concept of climate takes a psychological
approach, focusing upon the individual and seeking to understand the cognitive
processes and behavior. Lewins conceptualization of the theory provides the
underpinnings of many studies and approaches to climate research.
Three approaches to the climate construct
James and Jones (1974) conducted a major review of the theory and research on
organisational climate ad identified climate in three separate ways that were not
mutually exclusive, (a) multiple measurement organisational attribute approach, (b)
perceptual measurement organisational attribute approach, and (c) the perceptual
measurement individual attribute approach.
In the multiple measurement organisational approach james and jones cite forehand
and Gilmer (1964) as defining organisational climate as a defining organisational
climate as a set of characteristics that describe an organization and that (a)
distinguish the organization from other organizations (b) are relatively enduring over
time, and (c) influence the behavior of people in the organization.
Schneider and Bartlett (1968) had proposed four organisational climate dimensions,
Individual autonomy: based on the factors of the individual responsibility,
agent
interdependence, rules orientation and opportunities for exercising individual
initiative.
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The degree of structure imposed upon the position: based on the factors of
structure, managerial structure and the closeness of supervision.
Reward orientation: based upon the factors of reward, general satisfaction,
promotional-achievement orientation, and being profit minded and salesoriented.
Consideration, warmth and support: based upon the factors of managerial
support, nurturing of subordinates and warmth and support.
In reviewing psychological climate as a set of perceptually based, psychological
attributes Jones and James (1979) noted that the process reflected the developments
that had occurred in the conceptualization of climate and the nature of its major
influences. They propose that psychological climate:
(a) refers to the individuals cognitively based description of the situation;
(b) involves a psychological processing of specific perceptions into more abstract
depictions of the psychologically meaningful influences in the situation;
(c) tends to be closely related to situational characteristics that have relatively
direct and immediate ties to the individual experience; and
(d) Is multidimensional, with a central core of dimensions that apply across a
variety of situations (through additional dimensions might be need to better
describe particular situations. (Jones and James, 1979, p.205)
Schneider and Hall (1972) describe climate as a global perception held by
individuals about their own organisational environment.
Schneider and Snyder (1975) further clarified the approach by defining climate
as a summary perception which individuals form of (or about) an organization.
For them it is a global impression of the organization.
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Development of Climate Instruments
Current instruments include Patterson, Payne and west (1996) Business
Organization Climate Index that consists of 28 item scales however only eight wereused because of the length. Kozlowski and Dohertys (1989) instrument uses 55
measures consisting of 11 sub-scales that overlap with Jones and James (1979). Joyce
and Slocum (1982) used the same measures as Pritchard & Karasick (1973) with
10 dimensions that were factor analysed and reduced to six. Drexlers (1977) survey
of operations that was based upon Taylor and Bowers (1972) a composite of several
other instruments. Likerts (1976) profile of organisational characteristics.
Ryder and Southey (1990) used the James and Jones (1979) questionnaire as the
basis for their instrument which they applied to employees with a large public
building construction and maintenance authority in Australia. Modifications to the
original instrument were threefold, consisting of modifications to the wording, scaling
and presentation format. Ryder and Southey judged the scaling of the original
instunment to be unsatisfactory.
Climate researchers typically placed greater emphasis on organisational members
perceptions of observable practices and procedures that are closer to the surface of
organisational life and categorization of these practices and perceptions into analytic
dimensions defined by the researchers. (Denison, 1996, pp. 621 622). The studies
have claimed that climate has a considerable impact upon organisational
effectiveness.
Kopelman, Brief and Guzzo (1990) provided a linear model of organisational
climate and underlined the role of culture in understanding organisational climate.
They linked organisational climate and organisational culture to productivity.
Moran and Vokwein (1992) examined the constraints of culture and climate, tracing
the theoretical antecedents and positions while attempting to demonstrate the
difference the climate construct and culture construct. They also tried to establish a
link between them.
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Easton (1992) tried to create organisational climate construct by studying the
American industry there by creating a climate construct. His emphasis was on
financial and cost factor of the decision making aspect. He did not consider other
social and psychological indicators governing individuals and groups in the
organization. He tried to create a topology of organisational climate.
Silox, Cacioppe and soutar (1996) related organisational climate to various
psychological aspects. They focused on the way sub cultural changes could be
managed while introducing HRD inventions.
Klien and Sorra (1996) observed tat organisational climate refers to the
implementation of innovation processes in the organization. They also argued that
both climate and culture are important in the successful implementation of
innovations. They opined that organisational climate will influence change
implementation process.
Napier (1997) felt that organisational climate is the implementation of TQM
programs in the organization. He addressed the issues of psychological / behavioral
aspects that were prerequisites for such changes. He argued that without a paper
understanding of organisational climate the quality systems are doomed to fail if
implemented.
Dean (1997) demonstrated the methodology for making comparative studies in the
organisational climate by focusing on health car industry. They formulated a general
edifice of the organisational climate study which can be relevant for further studies in
the banking sector throughout the world. The author developed a generic service
measurement tool and established a correlation between the organisational climate
and service quality.
Hoque (2000) opined that organisational climate is the linking of good HRM
practices to business strategies which can enhance the performance.
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CHAPTER-3
Profile of APOLLO
Hospital
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PROFILEOF
APOLLO HOSPITALS
"Our mission is to bring healthcare of International standards within the reach of
every individual. We are committed to the achievement and maintenance of
excellence in education, research and healthcare for the benefit of humanity"
It is often said that nothing happens, unless there is a dream first. At the genesis of the
Apollo story there was a dream. A dream so powerful, that it helped transform the medical
landscape in India.
Company Vision
Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.
The dream nurtured and grew within Dr. Prathap C Reddy, the founder Chairman of
Apollo Hospitals, until the point of inflection happened in 1983. A young man succumbing to
an ailing heart was what it took to ignite Dr. Reddy's vision into a reality - a vision where
quality healthcare was given, where the pursuit of clinical excellence was daily endeavour,
India a hub in the medical tourism map and where the Apollo family touches and enriches
lives every minute, every day.
Today, with over 8500 beds across 53 hospitals, and a significant presence at every
touch-point of the medical value chain, Apollo Hospitals is one of Asias largest healthcare
groups. Commenced as a 150 bed hospital, today the group has grown exponentially both in
India and overseas.
Apollo Hospitals is driven by a single thrust, to provide the best standards of patient
care. It is this passion that has led to the development of unique centers of excellence across
medical disciplines, within the Apollo Hospitals network. Apollo Hospitals has JCI
accreditations for 7 of its hospitals, the largest by any hospital group in the region.
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True to its founding principles, the group has made quality healthcare accessible to the
people of India, and even overseas. It has become an institution of trust, and a beacon of hope
to so many searching for a cure for their ailments.
The legacy of touching and enriching lives stems from the pillars of the Apollophilosophy - experience, excellence, expertise and research.
Apollo Hospitals Group, today, is an integrated healthcare organization with owned
and managed hospitals, diagnostic clinics, dispensing pharmacies and consultancy services. In
addition, the groups service offerings include healthcare at the patients doorstep, clinical &
diagnostic services, medical business process outsourcing, third party administration services
and health insurance. To enhance performance and service to customers, the company also
makes available the services to support business, telemedicine services, education, training
programs & research services and a host of other non-profit projects.
MILESTONES OF THE COMPANY
Since its inception, Apollo Hospitals has seen three decades. And each has brought with it, its
own share of cherished memories. The most memorable are-
1983 - 1st hospital at Chennai
1991 - Chairman awarded Padma Bhushan
2000s-6 Apollo hospitals become JCI accredited
2010 -53rd hospital of the group launched.
QUALITY
1. Joint Commission International Accreditation
The Joint Commission International (JCI) is a U.S based accreditation body dedicated to
improving healthcare quality and safety around the world. The accreditation is an
international gold standard for hospitals.
The Apollo hospitals group achieved the unique distinction of achieving accreditation for
its hospitals at Delhi, Chennai, Hyderabad, Ludhiana, Bangalore, Kolkata and Dhaka.
2.NABH accreditation
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National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a
constituent board of Quality Council of India, set up to establish and operate accreditation
programmes for healthcare organizations.. Apollo Speciality Hospitals, Madurai and Apollo
Speciality Hospitals Chennai were accredited by the NABH.
3.NABL Accreditation
Apollo Hospitals, Chennai was assessed & accredited in accordance with the Standard ISO
15189: 2003 "Medical Laboratories - particular requirements for Quality & Competence" for
its facilities in the field of Medical Testing.
4.ISO 9002
The International Organisation for Standardization (ISO)
Apollo Hospitals, Chennai was the first hospital in India to be awarded an ISO 9002
certification. The ISO 9000 series is concerned with 'quality management'.
5.Apollo Hospitals entered the 'Super brand' category in 2004.
APOLLO HR
The vision of the Apollos HR Department is to foster a spirit of team work, a
culture of excellence in the workplace and link the human capital to the achievement of
business objectives by a process of continuous learning and training.
Apollo regards its human resource as its most valuable asset and its dynamic growth
is largely based on its focused attention towards development of human resource.
They currently engage more than 19,000 doctors, nurses, paramedics, clinical staff and
management professionals to manage over 8065 beds across 46 hospitals in India and abroad.
According to them the talent and passion of their people is critical to the success and they
foster it by providing an exhilarating working environment that inspires lateral thinking,
fosters team spirit and encourages open communication. Teamwork, professionalism, focus
on clinical excellence and goals of continuous medical innovation and commitment to
progress make Apollo Hospitals an ideal environment for doctors to practice medicine,
explore new frontiers and conduct path breaking research.
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CHAPTER-4
DATA INTERPRETATION ANDANALYSIS
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DATA INTERPRETATION AND ANALYSIS
Table 1
Work area is a safe working environment.
Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
11 7.33 15 10 30 20 56
37.33
Agree 9 6 13 8.67 5 3.33 27 18.00
Disagree 0 0 2 1.33 5 3.33 7 4.67
Strongly
Disagree
0 0 0 0 60 40 60
40.00
Total 20 30 100 150 100
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CHART -1
INTERPRETATION
It presents the opinion of sample respondents of the statements the work area provides safe
working environment. Among the 150 sample respondents 37.33% of the employees
strongly agreed to the statement. 27% of the sample respondents agreed to the statement and
40% of the respondents strongly disagreed.
The present majority of paramedical and administration and support staff replied
in affirmative when they were asked about the safe working environment. However 60% of
doctors and nurses strongly disagreed that the work area provides safe environment.
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TABLE 2
2. It can able to strike a balance between my work life and personal life.
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
3 2.00 5 3.33 15 10 23
15.33
Agree 15 10 18 12.00 6 4.00 39 26.00
Disagree 2 1.33 1 0.67 18 12.00 21 14.00
StronglyDisagree
0 0 6 4 61 40.66 67
44.67
Total 20 30 100 150 100
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CHART -2
INTERPRETATION
When the employees were asked whether they are able to strike a balance between work life
and personal life, 15.33% of sample respondents strongly agreed but majority of respondents
(44%) strongly disagreed.
Among the paramedical staff, majority of them who constitute 75% agreed and 15%
strongly agreed and 2% disagreed. With regard to administration and support staff 60% of the
sample respondents agreed and 16.66% strongly agreed. Just a miniscule majority (3.33%)
disagreed and 20% strongly disagreed.
In case of doctors and nurses 61% of the respondents strongly disagreed and 18%
disagreed. Only 15% of the doctors and nurses responded very positively and 6% agreed that
they were able to bring harmony between work life and personal life.
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TABLE 3
3. Individuals are clear about their role in achieving the organization goals
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
11.00 7.33 15.00 10.00 37.00 24.67 63.00
42.00
Agree 8.00 5.33 15.00 10.00 4.00 2.67 27.00 18.00
Disagree 1.00 0.67 0.00 0.00 5.00 3.33 6.00 4.00
StronglyDisagree
0.00 0.00 0.00 0.00 54.00 36.00 54.00
36.00
Total 20 30 100 150 100
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CHART -3
INTERPRETATION
The views of the employees regarding the clarity of their respecting roles in achieving the
organization goals were elicited and presented in table 3 among the sample respondents 42%
strongly agreed that they are pretty clear about their roles.36% of sample respondents strongly
disagreed over their role clarity.
Further analysis of the individual occupation groups reveals the following facts and
figures.55% of administrator and support staff and 37% of doctors and nurses strongly
agreed. 40% of paramedical staff and 50% of administration and support staff, 4% of doctors
and nurses agree with the view. None of the administrative and support staff disagreed and
5% each of the paramedical and doctors and nurses disagreed. Overwhelming majority of the
doctors and nurses strongly disagreed regarding the clarity of their roles.
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TABLE 4
4. Clear reporting structures have been established
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
9.00 6.00 12.00 8.00 30.00 20.00 51.00
34.00
Agree 9.00 6.00 15.00 10.00 2.00 1.33 26.00 17.33
Disagree 1.00 0.67 1.00 0.67 11.00 7.33 13.00 8.67
StronglyDisagree
1.00 0.67 2.00 1.33 57.00 38.00 60.00
40.00
Total 20 30 100 150 100
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CHART -4
INTERPRETATION
It reveals the opinion of employees regarding the reporting structures in the organization. Out
of 150 respondents 34% of them strongly agreed that their reporting structures have been
established and 17% of the total respondents agreed. However, 40% of the people strongly
disagreed.
Among the paramedical staff, majority of the respondents have a positive opinion about the
clear reporting structure of their organization only 5% of them disagreed.40% of the
administration and reporting staff and 30% of doctors and nurses are strongly agreed. One
half of the administration and support staff and just 2% of doctors and nurses agree with the
view. Majority (57%) of the doctors and the nurses strongly disagreed with this view.
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TABLE 5
5. Direct supervisor makes employees having clear goals to achieve
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
9.00 6.00 12.00 8.00 34.00 22.67 55.00
36.67
Agree 10.00 6.67 15.00 10.00 7.00 4.67 32.00 21.33
Disagree 0.00 0.00 2.00 1.33 9.00 6.00 11.00 7.33
StronglyDisagree
1.00 0.67 1.00 0.67 50.00 33.33 52.00
34.67
Total 20 30 100 150 100
CHART -5
INTERPRETATION
An analysis of it reflects that 36% of the total respondents strongly agreed that theirsupervisor set the goals and monitor them to achieve the said goals. 21% of respondents
agreed and 7.33% of total respondents disagreed.34.6% of the total sample respondents
strongly disagreed with the view.
Analysis of the individual occupational groups reveals that 45% of the paramedical and
40% of the administration and support staff, 34% of the doctors and nurses strongly agreed
with the view. Half of the paramedical and administrative and supportive staff agreed with
this view. Only 5% of paramedical staff and 3.33% of administrative and support staff
disagreed with the view. But 50% of doctors and nurses strongly disagreed with this view.
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TABLE 6
6. Immediate superior listens and respects view of individual job characteristics
Response Paramedical % Administration
&Support
% Doctors
&Nurses
% Total %
Strongly
Agree
9.00 6.00 12.00 8.00 26.00 17.33 47.00
31.33
Agree 10.00 6.67 15.00 10.00 6.00 4.00 31.00 20.67
Disagree 0.00 0.00 2.00 1.33 22.00 14.67 24.00 16.00
Strongly
Disagree
1.00 0.67 1.00 0.67 46.00 30.67 48.00
32.00
Total 20 30 100 150 100
CHART -6
INTERPRETATION
A good number of respondents expressed their positive opinion about the superiors attitude
towards individual job characteristics. Pick of the respondents 31.33% strongly agree the stmt
and 20.67% agreed 16.62$rspondenc disagree where as 32.32% strongly disagree with the
above statement
TABLE 7
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7. Gaining satisfaction from current job responsibilities
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
8.00 5.33 13.00 8.67 31.00 20.67 52.0034.67
Agree 9.00 6.00 6.00 4.00 4.00 2.67 19.00 12.67
Disagree 2.00 1.33 1.00 0.67 14.00 9.33 17.00 11.33
StronglyDisagree
1.00 0.67 0.00 0.00 51.00 34.00 52.00
34.67
Total 20 30 100 150 100
CHART -7
INTERPRETATION
It presents the opinion of sample respondents about the satisfaction the derive from the
present responsibilities. Equal number of sample respondents (34.66%) strongly agreed and
strongly disagreed with the view.
Among the paramedical staff strongly agreed that they gain satisfaction from the present
responsibilities 43.44% of administrator and support staff and 31% of the doctors and nurses
expressed the same view.45% of the paramedical staff, 53% of the administrator and support
staff and 4% of the doctors and nurses agreed with the view.51% of the doctors and nurses
disagreed with the view
TABLE 8
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8. Information is the shard freely thought out the company
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
8.00 5.33 14.00 9.33 24.00 16.00 46.0030.67
Agree 12.00 8.00 11.00 7.33 4.00 2.67 27.00 18.00
Disagree 0.00 0.00 2.00 1.33 7.00 4.67 9.00 6.00
StronglyDisagree
0.00 0.00 3.00 2.00 65.00 43.33 68.00
45.33
Total 20 30 100 150 100
CHART -8
INTERPRETATION
Majority of number of respondents expressed their views regarding the role of organization in
the career development of individuals. 30.66% respondents strongly agreed with the statement
and rest of 18% agreed. 6% disagree with the statement where as 45.33% strongly disagreed
with the statement.
TABLE 9
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9. Information is the shard freely thought out the company
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
8.00 5.33 10.00 6.67 21.00 14.00 39.0026.00
Agree 11.00 7.33 13.00 8.67 5.00 3.33 29.00 19.33
Disagree 0.00 0.00 4.00 2.67 13.00 8.67 17.00 11.33
StronglyDisagree
1.00 0.67 3.00 2.00 61.00 40.67 65.00
43.33
Total 20 30 100 150 100
CHART -9
INTERPRETATION
26% of the total respondents strongly agreed with the statement and 19.33% agreed with thestatement.11.33% and 43.33% disagreed and strongly disagreed respectively.
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TABLE 10
10. Confidence in co- workers at my organization
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
9.00 6.00 9.00 6.00 41.00 27.33 59.00
39.33
Agree 8.00 5.33 21.00 14.00 2.00 1.33 31.00 20.67
Disagree 3.00 2.00 0.00 0.00 9.00 6.00 12.00 8.00
StronglyDisagree
0.00 0.00 0.00 0.00 48.00 32.00 48.00
32.00
Total 20 30 100 150 100
CHART -10
INTERPRETATION
A huge number of respondents express that thy have confidence in their co-workers.39.33%
strongly agree with this statement where as 20.66% agreed. 8% disagree where as 32%
strongly disagree with this statement
TABLE 11
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11. Organization encourages helping in developing improved work process
Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
10.00 6.67 18.00 12.00 37.00 24.67 65.00
43.33
Agree 9.00 6.00 11.00 7.33 4.00 2.67 24.00 16.00
Disagree 1.00 0.67 0.00 0.00 9.00 6.00 10.00 6.67
Strongly
Disagree
0.00 0.00 1.00 0.67 50.00 33.33 51.00
34.00
Total 20 30 100 150 100
CHART -11
INTERPRETATION
Around 65% of the respondents strongly agreed that organization encourages to help in
developing improved work process.10% of the paramedical,18% administration support
staff,37% strongly agreed.16% of respondents agreed the above mentioned statement. Around
7% of the total respondents disagreed. But 34% of the respondents strongly disagreed with
the above statement.
TABLE 12
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12. Employees are satisfied with the pay and benefits given by the organization.
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
1.00 0.67 8.00 5.33 8.00 5.33 17.0011.33
Agree 11.00 7.33 21.00 14.00 27.00 18.00 59.00 39.33
Disagree 7.00 4.67 1.00 0.67 31.00 20.67 39.00 26.00
StronglyDisagree
1.00 0.67 0.00 0.00 34.00 22.67 35.00
23.33
Total 20 30 100 150 100
CHART -12
INTERPRETATION
Around the 51% of the respondents agreed that they are satisfied with the pay and benefits.
But around 49% of the people are dissatisfied with the pay and benefits given by the
organization. 11.33% of the respondents are strongly agreed 39.99% agreed the statement.
But 23.33% responds are strongly disagreed the above statement.
TABLE 13
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13. The welfare schemes and events are appropriate to needs and the time.
Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
7.00 4.67 8.00 5.33 15.00 10.00 30.00
20.00
Agree 11.00 7.33 21.00 14.00 8.00 5.33 40.00 26.67
Disagree 1.00 0.67 1.00 0.67 18.00 12.00 20.00 13.33
Strongly
Disagree
1.00 0.67 0.00 0.00 59.00 39.33 60.00
40.00
Total 20 30 100 150 100
CHART -13
INTERPRETATION
Regarding the welfare schemes events to need the time majority of the respondents expressed
their discontement 53.33% respondents are not happy with the above statement 46.67% of
respondents agreed the statement. But rest of the respondents is disagreed with the statement.
TABLE 14
14. Employees receive the feed back at least as often as negative feedback.
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Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
6.00 4.00 6.00 4.00 17.00 11.33 29.00
19.33
Agree 14.00 9.33 20.00 13.33 3.00 2.00 37.00 24.67
Disagree 0.00 0.00 3.00 2.00 19.00 12.67 22.00 14.67
Strongly
Disagree
0.00 0.00 1.00 0.67 61.00 40.67 62.00
41.33
Total 20 30 100 150 100
CHART -14
INTERPRETATION
Around 19.33% to 24.67% of respondents strongly agreed and disagreed that the employees
receive the feedback at least as often as negative feedback. Majority of the respondentsstrongly disagreed the above statement.
TABLE 15
15. Employee under stand the specific needs of Organization.
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Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
11.00 7.33 15.00 10.00 35.00 23.33 61.00
40.67
Agree 8.00 5.33 12.00 8.00 2.00 1.33 22.00 14.67
Disagree 0.00 0.00 2.00 1.33 10.00 6.67 12.00 8.00
Strongly
Disagree
1.00 0.67 1.00 0.67 53.00 35.33 55.00
36.67
Total 20 30 100 150 100
CHART -15
INTERPRETATION
Majority of respondents understand the specific needs of the organization i.e., about 55% and
40.67% strongly agreed and 14.67% respondents agreed the above statement 8% disagreedand 36.67% strongly disagreed the above statement.
TABLE 16
16. The services meet customers expectations.
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Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
8.00 5.33 13.00 8.67 27.00 18.00 48.00
32.00
Agree 10.00 6.67 13.00 8.67 5.00 3.33 28.00 18.67
Disagree 2.00 1.33 3.00 2.00 10.00 6.67 15.00 10.00
Strongly
Disagree
0.00 0.00 1.00 0.67 58.00 38.67 59.00
39.33
Total 20 30 100 150 100
CHART -16
INTERPRETATION
As far as meting the customers expectation of services are concerned that 32% and 18.67%
strongly agreed respectively. But 10% disagreed and 39.33% of respondents stronglydisagreed the above statement that expectations are not met with properly.
TABLE 17
17. Management pays careful attention to suggestions.
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Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
6.00 4.00 10.00 6.67 16.00 10.67 32.00
21.33
Agree 11.00 7.33 15.00 10.00 7.00 4.67 33.00 22.00
Disagree 2.00 1.33 5.00 3.33 28.00 18.67 35.00 23.33
StronglyDisagree
1.00 0.67 0.00 0.00 49.00 32.67 50.00
33.33
Total 20 30 100 150 100
CHART -17
INTERPRETATION
Around 43% of the total respondents responded positively regarding the managements
attention towards the suggestions of the employees.23.33% strongly agreed and 22% agreed
the statement .23% of respondents disagreed and 33.33% strongly disagreed with the
statement.
TABLE 18
18. Management has a good understand of what goes in the department.
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Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
10.00 6.67 13.00 8.67 30.00 20.00 53.00
35.33
Agree 9.00 6.00 14.00 9.33 3.00 2.00 26.00 17.33
Disagree 1.00 0.67 2.00 1.33 22.00 14.67 25.00 16.67
StronglyDisagree
0.00 0.00 1.00 0.67 45.00 30.00 46.00
30.67
Total 20 30 100 150 100
CHART -18
INTERPRETATION
Majority of the respondents expressed that management has a good understanding about very
individuals department. 35.33% of the respondents strongly agreed with the statement and
17.33% agreed. Around 16.67% strongly disagreed and on the other hand 30.67% of the total
respondents strongly disagreed about the statement.
TABLE 19
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19. It is proud to work in this organization.
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
18.00 12.00 18.00 12.00 46.00 30.67 82.0054.67
Agree 2.00 1.33 2.00 1.33 4.00 2.67 8.00 5.33
Disagree 0.00 0.00 0.00 0.00 4.00 2.67 4.00 2.67
StronglyDisagree
0.00 0.00 0.00 0.00 46.00 30.67 46.00
30.67
Total 20 30 100 150 100
CHART -19
INTERPRETATION
Majority of the employees working in the organization feel proud for being an employee of
the organization of the total respondents 54.67% strongly agree and 5.33% agreed with the
statement. About 2.67% disagreed and 30.67% strongly disagreed about the statement.
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TABLE 20
20. It can be recommended the Organization as the best place to work others.
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
12.00 8.00 13.00 8.67 35.00 23.33 60.0040.00
Agree 8.00 5.33 13.00 8.67 3.00 2.00 24.00 16.00
Disagree 0.00 0.00 4.00 2.67 12.00 8.00 16.00 10.67
StronglyDisagree
0.00 0.00 0.00 0.00 50.00 33.33 50.0033.33
Total 20 30 100 150 100
CHART -20
INTERPRETATION
A good number of the employees felt that the present organization in which they are working
can be recommended for other people to work as better plac.40% of the respondents strongly
agreed and 16% of agreed with the above mentioned statement. Rest of the respondents
disagreed with the statement.
TABLE 21
21. In the organization management keeps the involvement of the employees when makingimportant decisions.
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Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
4.00 2.67 8.00 5.33 21.00 14.00 33.00
22.00
Agree 13.00 8.67 17.00 11.33 9.00 6.00 39.00 26.00
Disagree 2.00 1.33 5.00 3.33 19.00 12.67 26.00 17.33
StronglyDisagree
1.00 0.67 0.00 0.00 51.00 34.00 52.00
34.67
Total 20 30 100 150 100
CHART -21
INTERPRETATION
Majority of the employees felt the organization is not involving the employees when making
important decisions. 22% are strongly agreed with the above statement and 26% agree while17.33% and 34.67% disagree and strongly disagree with the statement.
TABLE 22
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22. Management keeps the department adequately informed about what is going on in theOrganization.
Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
2.00 1.33 8.00 5.33 19.00 12.67 29.00
19.33
Agree 16.00 10.67 19.00 12.67 5.00 3.33 40.00 26.67
Disagree 2.00 1.33 2.00 1.33 22.00 14.67 26.00 17.33
StronglyDisagree
0.00 0.00 1.00 0.67 54.00 36.00 55.00
36.67
Total 20 30 100 150 100
CHART -22
INTERPRETATION
The above mentioned data in this table indicates the management is not keeping the
departments adequately informed about what is going on in the organization. About 19.33%
of the respondents strongly agreed rest of the 26.67 agreed at the Sam time 17.33% disagreed
and 36.67% strongly disagreed about the statement.
TABLE 23
23. During the time of adversities, Employees work as a team, not restricting our selves to ourkey responsibilities alone.
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Response Paramedical % Administration&Support
% Doctors&
Nurses
% Total %
StronglyAgree
8.00 5.33 11.00 7.33 32.00 21.33 51.00
34.00
Agree 11.00 7.33 17.00 11.33 4.00 2.67 32.00 21.33
Disagree 1.00 0.67 1.00 0.67 6.00 4.00 8.00 5.33
StronglyDisagree
0.00 0.00 1.00 0.67 58.00 38.67 59.00
39.33
Total 20 30 100 150 100
CHART -23
INTERPRETATION
It is clear from the data that the organization has good culture of team work and they face the
adversities collectively. 34% of the respondents strongly agreed with the statement and21.33% agreed. At the same Time 5.33% disagreed 39.33% of the respondents strongly
disagree with the statement.
TABLE 24
24. Promotions at Organization are handled fairly and are based on merit/performance.
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Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
6.00 4.00 10.00 6.67 18.00 12.00 34.00
22.67
Agree 11.00 7.33 15.00 10.00 18.00 12.00 44.00 29.33
Disagree 2.00 1.33 4.00 2.67 17.00 11.33 23.00 15.33
Strongly
Disagree
1.00 0.67 1.00 0.67 47.00 31.33 49.00
32.67
Total 20 30 100 150 100
CHART -24
INTERPRETATION
The respondents expressed their satisfaction about their promotion system which is fair and
frank purely based on merit and performance 22.67% of respondents strongly agreed with the
statement where as 29.33% agreed and 15.33% disagreed 32.67% of the respondents strongly
disagreed with the statement
TABLE 25
25. Organization provides training in the current skills when an employee needs to be
effective in the job
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Response Paramedical % Administration
&Support
% Doctors
&
Nurses
% Total %
Strongly
Agree
9.00 6.00 15.00 10.00 37.00 24.67 61.00
40.67
Agree 11.00 7.33 13.00 8.67 2.00 1.33 26.00 17.33
Disagree 0.00 0.00 1.00 0.67 6.00 4.00 7.00 4.67
Strongly
Disagree
0.00 0.00 1.00 0.67 7.00 4.67 8.00
5.33
Total 20 30 100 150 100
CHART -25
INTERPRETATION
Majority of the respondents expressed their satisfaction regarding response of organization in
providing training to update their skills according to the requirements of the job.40.67%
responded strongly agree with the statement 29.33% agreed where as 15.33% disagreed and
32.67% of the respondents strongly disagreed with the statement.
OVERALL ANALYSIS
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The survey revealed that 57.63% of the respondents are satisfied with the existing
organisational environment. It can be analysed that the employees in the organisation are
satisfied with the existing environment design, supervision, compensation, communication
and appraisal system of organisation. 52.27% of the respondents expressed their
dissatisfaction regarding role in the career development, sharing of information, payed
benefits, and welfare schemes of the employees.
Doctors and Nurses: the survey revealed that more than 75% of the doctors and nurses are
concerned they expressed their dissatisfaction of existing environment career development,
sharing of information, and involvement in decision making.
Administration and support: The study reveals that 95.43% of the employees are satisfied
with the existing environment only 4.52% is expressed their dissatisfaction
Paramedical staff: the study analysed that 95.42% of paramedical staff are satisfied with
existing organisational climate which is conductive to develop the career.
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is observed. As far as this environmental dimension of ogranisation climate is
concerned employees are very much satisfied.
Employees are very clear about their role in the achievement of individual and
organisation goals. The study reveals that there is clear reporting structure is
existing which is very much helpful to avoid overlapping.
It is observed that supervisors are very cooperative and helpful to the
individuals to achieve their goals. Supervisors are very much attentive to listen
to their employees and respecting them.
It is found that majority of the employees are satisfied with their job
responsibilities. It is expressed that organisation is helpful to the development
of individual career.
Communication is the heart of any organisation. The organisation which
shares information plays a significant role in the success of organisation. It is
observed that most of the employees expressed their dissatisfaction that
information is not properly shared but an interesting phenomenon is that
employees have confidence and trust in their co-workers.
It is observed that employees are satisfied with work process existing in the
organisation. Compensation system is concerned a few expressed is not
satisfied. Regarding welfare schemes are a concerned majority expressed their
dissatisfaction.
There is dissatisfaction regarding appraisal system is concerned. It found that
meeting the customer needs is also to improved.
It is opined that management is not giving that much attention to the
suggestions given by employees. But it is felt that management has good
understanding of work process and what is happening in departments.
It is observed that employees feel proud working in Apollo Hospitals and most
of the employees expressed that they would suggest others also it is better
place to work. In this regard employees are highly satisfied.
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As far involvement in the decision making is concerned employees are
dissatisfied to some extent because there is no proper encouragement in
participation of decision making. At the same time it is expressed that
departments are not properly informed what is going in the organisation.
It is observed that employees strongly face any adversity occur in their work
life. Promotions are given purely depending upon performance and abilities.
Suggestions
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Information sharing is very essential to the success of the organisation. It is
suggested information should be freely shared.
Pay and benefits should be reached to the employees properly. It is the one of
the major motivating factor.
Welfare schemes should be reached to the people at right time. Proper steps to
be taken.
Feedback has both its positive and negative impact on the performance of
employee. Proper feedback mechanism is to be developed.
Improving performance of the employees to meet the expectations of the
customers. For this a suitable training programme should have to design.
Success of the organisation depends to the greater extent on the employee
participation in decision making. Employees are encouraged employees
towards participation in decision making.
Management should keep departments adequately what is going on in the
organisation. As a result employees feel belongingness.
Every individual has his own set of intelligence whatever his rank and file. It
is suggested giving attention and taking possible suggestions to be
encouraged.
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APPENDICES
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A STUDY ON ORGANISATIONAL CLIMATE IN APPOLO
HOSPITAL, SECUNDRABAD
SELF INFORMATION
1. Name :
2. Age :
3. Gender :
4. Education :
5. Cadre :
6. Section/Department
in which employed :
7. Service in years :
8. Communicable address :
Organisational Climate in APPOLO HOSPITAL
As a part of Project work, a survey is being conducted on Organisational Climate
of your organisation. In this regard, I request you to express your opinion on the following
statements:
1 strongly agree
2 agree
3 disagree
4 strongly disagree
I also request you to express your opinion fairly and frankly without any prejudice or bias.
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Questionnaire 1
2 3 4
1. Work area is a safe working environment.
2. It can able to strike a balance between my work
life and personal life.
3. Individuals are clear about their role in
achieving the organization goals.
4. Clear reporting structures have been established.
5. Direct supervisor makes employees having clear
goals to achieve.
6. Immediate superior listens and respects view of
individual job characteristics.
7. Gaining satisfaction from current job
responsibilities.
8. The organization helps to develop individual
and career.
9. Information is the shard freely thought out the
company.
10. Confidence in co- workers at my organization.
11. Organization encourages helping in developing
improved work process.
12. Employees are satisfied with the pay and
benefits given by the organization.
13. The welfare schemes and events are appropriate
to needs and the time.
14. Employees receive the feed back at least as
often as negative feedback.
15. Employee under stand the specific needs of
Organization.
16. The services meet customers expectations.
17. Management pays careful attention to
suggestions.
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18. Management has a good understand of what
goes in the department.
19. It is proud to work in this organization.
20. It can be recommend Organization as the bestplace to work others.
21. In the organization management keeps the
involvement of the employees when making
important decisions.
22. Management keeps the department adequately
informed about what is going on in the
Organization.
23. During the time of adversities, Employees work
as a team, not restricting our selves to our key
responsibilities alone.
24. Promotions at Organization are handled fairly
and are based on merit/performance.
25. Organization provides training in the current
schools when employees need to be effective in
the job.
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BIBLOGRAPHY
BIBLOGRAPHY
1.Udai Parke and T.V.Rao Designing and Managing Human Resource Systems, Oxford &
IBH Publishing Co. Pvt. Ltd, New Delhi, 2003.
2. V.Nilakant and S.Ramnarayan, Managing Organisational Change, Response Books, 1998.
3. Udai pareek, Organisational Behavior Processes, Rawat Publication, Jaipur, 1996.
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4. Udai Pareek, Understanding organisational Behavior, Oxford University Press, New Delhi,
2004.
5. Para, G Diwan, Human Resource Development Deep & Deep Publications, New Delhi,
1997, pp.120-121.
6.Maheswari, G.D, Human Resource Development, S.Chand Company Ltd., New Delhi,
1998, pp.170-171.
7. PC Tripathi, Human Resource Development, Sultan sham and sons, New Delhi, 1997.
8. Bhattacharya, sk., Human Resource Development, Himalaya Publishers, New Delhi.
9. P.Subbarao, Human Resource Management, Himalaya publishers, New Delhi.
10. Aswatappa, Human Resource Management TMH publishers