“organizational Culture”.docx

A STUDY ON “ORGANIZATIONAL CULTURE” AT CERA STYLE GALLERY PVT. LTD.

A Project Report Submitted in Partial Fulfilment for the award of

Degree of

MASTER OF BUSINESS ADMINISTRATION By

xxxxxxxxxx (1xxxxx5) Under the supervision of

Mr. xxxxxxxx Assistant Professor

Department of Business Management

MARCH 2015-2017

CERTIFICATE This is to certify that the project report on “ORGANIZATIONAL CULTURE AT CERA STYLE GALLERY COMPANY,” – submitted in partial fulfilment for the award of MBA of Jawaharlal Nehru Technological University, Anantapuramu, was carried out by Ms. xxxxxx under my guidance. This report is original and has not been submitted to any other University or Institution for the award of any Degree/Diploma/Certificate or published any time before.

Name and Address of the Guide

DECLARATION I hereby declare that the present project report entitled “A STUDY ON ORGANIZATIONAL CULTURE” submitted in partial fulfilment of the requirements for award of the degree of MBA at xxxxxxxxxx, affiliated to Jawaharlal Nehru Technological University, Anantapuramu, is an authentic work and has not been submitted to any other University/Institute for award of any Degree/Diploma.

Date

:

Place :

xxxxxxxx

ACKNOWLEDGEMENT I express my deep sense of gratitude to Dr. N Srinivasan, Principal, XXXXXXX School of Business, Jawaharlal Nehru Technological University, Anantapuramu, for providing a great opportunity to do a project work. I am indeed, very grateful to him.

I would thank my Project guide, Mr Manager of CERA Style Gallery Company for given me this privilege of working under them and guiding me with their expressive knowledge and providing me all the necessary information concerning with the project.

I convey my sincere thanks to Mr.XXXXX, Assistant Professor, XXXXX School of Business, Anantapuramu for his valuable guidance and kind support while doing this project.

I convey my thanks to my beloved parents and my faculty who helped me directly or Indirectly in bringing this project successfully.

G ASHA LATHA (15HXI E0015)

CONTENTS PARTICULARS CHAPTER I –

Page No. 01-15

 INTRODUCTION CHAPTER II-

16-21  STUDY DESIGN

CHAPTER III –

22-32  INDUSTRY PROFILE  COMPANY PROFILE

CHAPTER IV –

33-36  REVIEW OF LITERATURE

CHAPTER V

37-55  DATA ANALYSIS & INTERPRETATION

CHAPTER VI

56-60  FINDINGS  SUGGESTIONS

ANNEXURE I

61-67  QUESTIONNAIRE  BIBIOLOGRAPHY

CHAPTER-I INTRODUCTION

INTRODUCTION DEFINITION Organizational culture is the collective behavior of people that are part of an organization, it is also formed bythe organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits Itis also the pattern of such collective behaviors and assumptions that are taught to new organizational membersas a way of perceiving, and even thinking and feeling. Organizational culture affect the way people and groups interact with each other, with clients, and with stakeholders Organizational culture is defined as a pattern of basic assumptions invented, discovered or developed by a given group, as it learns to cope with the problems of external adaption and internal investigation that has worked well enough to be considered valid and therefore is to be taught to the new members as the correct way to perceive, think, and feel in relation to those problems. Organizational culture is a set of shared understandings, norms, values, attitudes and beliefs of an organization which can foster or impede change. When people join an organization, they bring with them the values and beliefs that they have been taught. Quite often, however these values and beliefs are insufficient for helping the individual succeed in the organization. The person needs to learn how the particular enterprise does things. A common misconception is that an organization has a uniform culture. However, at least as anthropology uses the concept; it is probably more accurate to treat organizations “as if” they had a uniform culture. “All organizations have culture, in the sense that they are embedded in specific societal cultures and are part of them.”According to this view, organization culture is a common perception held by the organization’smembers. Everyone in the organization would have to share this perception. However, all may not do so to the same degree. As a result, there can be a dominant culture as well as subcultures throughout a typical organization. A dominant culture is a set of core values shared by a majority of the organization’s members. The values that create dominant cultures in organizations help guide the day-today behavior of the employees. Important, but often overlooked, are the subcultures in an organization. A subculture is a set of values shared by a minority, usually a small minority

of the organization’s members. Subcultures typically are a result of problems or experiences that are shared by members of a department or unit. Subcultures can weaken and undermine an organization if they are in conflict with the dominant culture and overall objectives. Successful firms, however find that this is not the case always. Most subcultures are formed to help the members of a particular group deal with the specific day-to-day problems with which they are confronted. The members may also support many, if not all, of the core values of the dominant culture. Changing the attitudes about the organizations is one of the basic changes of today world. Today world belongs to the organizations. Human being is the founder of all organizations. This means that human is the most valuable source of the organizations. Organizational culture means all common beliefs in an organization. Then more and deeper common beliefs may result in more powerful culture and more different beliefs may result in little common aspects and weaker organizational culture. According to the recent researches it is possible to specify seven major specifications Including theorganizational culture which are: 1. Innovation 2. Risk acceptance 3. Pay attention to details 4. Pay attention to the result 5. Pay attention to people 6. Team making 7. Change, Fixedness. Followings are different factors with basic roles in creation of an organizational culture: A) Founders: It means the founders of an organization who will make final decisions about the nature of theestablished organization and/or further goals. Therefore they have a basic and critical role.

B) Environment: Environment has a critical and indirect role in creation of an organizational culture. It mayspecify any organizational policies and manner of finding them. Any organizations with lack of compatibleculture without organizational necessities and surrounding environment of organization will never find anysuccess and finally will be ruined. C) Organizational personnel: Any election of non-compatible persons with organizational culture, primarymethods Created by the founder and /or any persons who may not accept the primary culture of the organizationespecially master people and/or managers may finally resulted in changing of the organizational culture. For thispurpose it is necessary to appoint any people for the organization and its activities who are in compatible with it. FUNCTIONS OF ORGANIZATIONAL CULTURE: These are the functions being served by the organization 

Sense of identity



Sense – making device



Reinforcing the values in organization



Control mechanism for shaping behavior

SENSE OF IDENTITY:Culture provides a sense of identity to the members and enhances their commitment towards the organization. SENSE MAKING DEVICE:Culture in the organization provides the employees to interpret the meaning of the organizational events. VALUE REINFORCEMENT:Values in the organization can be reinforced by the cultural activities. CONTROL MECHANISM:In shaping the behavior of members in the organization culture plays the big role. CULTURAL PERPECTIVES:



THE STRONG PERSPECTIVE



THE FIT PERSPECTIVE



THE ADAPTATION PERSPECTIVETHE

STRONG PERSPECTIVE:The strong culture facilitates performance with the intensity visible to the outsiders.It states that organizationwith strong culture performs better than other organizations. THE FIT PERSPECTIVE:Fit perspective argues that the culture of the organization is valid, if it fits the industry or firm’s strategies. It isuseful in explaining short term performances. THE ADAPTATION PERSPECTIVE:The cultures that help organizations adapt to environmental change are deeply associated with excellentperformance. It encourages confidence and risk taking capacity among the employees. A FEW DIMENSIONS OF ORGANIZATIONAL CULTURE: VIGILANCEPrior to pondering whether or not to communicate an ethical, compliance, or legal concern, an employee mustfirst be in a position to detect violations. "What are the standards in this organization?" "What is my role inupholding these standards?" Accordingly, the first step in supporting employee communication and reportingbehaviors is to influence a culture that promotes not only awareness of an organizations commitment tointegrity, but a shared understanding of organizational standards. A look out for threats to organizationalintegrity also must be cultivated among organization members. Thoughtful attention to training employees on the values and standards outlined in the organizations code ofconduct will facilitate awareness building. However, the most fundamental and powerful values of anorganization are not written down and exist only in the shared norms, beliefs, and assumptions reflected in theorganizations culture. These norms, beliefs, and assumptions guide how organization members think and act.The organizational culture informs members how to relate to each other and to outsiders, how to analyzeproblems, and how to respond to situations encountered in the organization. To

promote a shared understandingof which "code" to follow, the formal code of conduct or the unwritten code of culture, the dynamics of organizational culture on an employees ability to accurately interpret the ethical standards of the organizationmust be addressed. To support a culture of vigilance, employees also must be educated on the relationship between organizationalintegrity and the organizations strategic positioning. Employees who observe wrongdoing may not report itbecause they cannot fully estimate the resulting damage. Therefore, the organization should ensure employeesare in a position to identify the

potential

consequences

of

ethical,

compliance,

and

legal

breaches,

includingopportunity costs and harm to the organization, its reputation, and stakeholders ENGAGEMENT:The cultural dimension of engagement is multifaceted and complex. Engagement is concerned with organizational and individual factors that contribute to a personal state of authentic involvement in the organization. Organizational processes used to recruit, orient, socialize, and manage employees influence engagement. Employee’s sense making, psychological contracts, and perceptions of fairness in organizational dealings influence the degree of authentic involvement by them. Managing these organizational processes andindividual perceptions to facilitate high degrees of organizational commitment and identification encourages a culture of engagement that supports internal whistle blowing. If an organization member is not committed to high ethical standards there may be a tendency to rationalize questionable behavior as a common or even necessary practice in performing job duties. On the other hand, if an employee has high ethical standards that are not supported by the organization, there is a tendency for the employee to experience internal conflict. Such conflict will arise when organizational demands on employees are inconsistent with personal or professional values. The result is decreased commitment and an unwillingness to exert effort on behalf of the organization. Once employees enter the organization, socialization methods, including training on ethical standards can beused to deepen employee commitment to organizational values and norms. CREDIBILITY:A culture of engagement that supports organizational commitment and identification, however, may not besufficient for prompting employee disclosures. An

employee will also seek to "test" the organizationscommitment to integrity. Leadership behavior is a key determinant of employee perceptions and beliefs. The most powerful strategy that can be relied upon to facilitate credibility is employee belief in espoused ethicsand values including organizational expectations for employee disclosure, attending to and monitoringcongruence in the organizational culture. The role of leadership is central to this strategy. Aligning leadership behaviors with formal policies and consistent modeling of espoused values are importantpractices for fostering credibility. Demonstrating personal commitment to organizational values builds trust andcreates a safe environment for employees to come forward and report concerns. ACCOUNTABILITY:Accountability for communicating knowledge of wrongdoing will be carefully judged by employees. "Is it my job to report?" "Isn’t this someone else responsibility?" "Why should I get involved? After all, I am not the onlyone aware of what is going on here." Again, values, beliefs, and norms embedded in the organizational cultureand picked up by employees will influence employee reflections. IMPORTANCE OF ORGANIZATION CULTURE A common platform where individuals work in unison to earn profits as well as a livelihood forthemselves is called an organization. A place where individuals realize the dream of making it big is called anorganization. Every organization has its unique style of working which often contributes to its culture. Thebeliefs, ideologies, principles and values of an organization form its culture. The culture of the workplacecontrols the way employees behave amongst themselves as well as with people outside the organization. 

The culture decides the way employees interact at their workplace. A healthy culture

encourages the employees to stay motivated and loyal towards the management. 

The culture of the workplace also goes a long way in promoting healthy competition

at the workplace. Employees try their level best to perform better than their fellow workers and earn recognition and appreciation of the superiors. It is the culture of the workplace which actually motivates the employees to perform.



Every organization must have set guidelines for the employees to work accordingly.

The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the workplace. Every individual is clear about his roles and responsibilities in the organization and know how to accomplish the tasks ahead of the deadlines. 

No two organizations can have the same work culture. It is the culture of an

organization which makes it distinct from others. The work culture goes a long way in creating the brand image of the organization.The work culture gives an identity to the organization. In other words, an organization is known by its culture. 

The organization culture brings all the employees on a common platform. The

employees must be treated equally and no one should feel neglected or left out at the workplace. It is essential for the employees to adjust well in the organization culture for them to deliver their level best. 

The work culture unites the employees who are otherwise from different back grounds,

families and have varied attitudes and mentalities. The culture gives the employees a sense of unity at the workplace. Certain organizations follow a culture where all the employees irrespective of their designations have to step into the office on time. Such a culture encourages the employees to be punctual which eventually benefits them in thelong run. It is the culture of the organization which makes the individuals a successful professional. 

Every employee is clear with his roles and responsibilities and strives hard to

accomplish the tasks within the desired time frame as per the set guidelines. Implementation of policies is never a problem in organizations where people follow a set culture. The new employees also try their level best to understand the work culture and make the organization a better place to work. 

The work culture promotes healthy relationship amongst the employees. No one treats

work as a burden and moulds himself according to the culture. 

It is the culture of the organization which extracts the best out of each team member. In

a culture where management is very particular about the reporting system, the employees however busy they are would send their reports by end of the day.



Role of Communication and Relationship for a Healthy Organization Culture The

ideologies, principles, rules and policies of an organization form its culture. The ways the employees interact amongst themselves and with others outside the organization contribute to the culture of the workplace. The culture gives an identity to the organization and makes it distinct from others. 

Communication and relationship play an important role in a healthy organization

culture. Effective communication is essential for a positive culture at the workplace. Transparency in communication is mandatory at all levels for better understanding of work and better bonding among individuals. Culture is simply the result of the interaction amongst the employees working for a considerable period of time in the organization. A better employee relation promotes a positive culture whereas conflicts and disagreements spoil the ambience and spread negativity all around at the workplace. Communication plays an important role in increasing the comfort factor amongst the employees. HOW DID ORGANIZATIONAL CULTURE START While organizational cultures developed in different ways, the process usually involves some version of thefollowing steps:  

A single person (founder) has an idea for a new enterprise The founder brings in one or more other key people and creates a core group that

shares a common vision with the founder 

The founding core group begins to act in concert to create an organization by raising

funds, obtaining patents, incorporating, locating space, and building. 

At this point, others are brought into the organization and a common history begins to

be builtMost of today’s successful corporate giants in all industries basically followed these steps. Three well-knownrepresentative examples areMcDonald’s and Wal-Mart. McDonald’s: Ray Kroc worked for many years as a salesperson for a food supplier. He learned how retail food operations wereconducted. He also had an entrepreneurial streak and began a sideline business with a partner. They soldmultimixers, machines that were capable of mixing up to six frozen shakes at a time. One day Kroc received alarge order for multimixers from the McDonald brothers. The order intrigued Kroc and he decided to

look in onthe operation the next time he was in their area. When he did, Kroc became convinced that the McDonalds fastfood concept would sweep the nation. He bought the rights to franchise McDonald’s units and eventually boughtout the brothers. At the same time, he built the franchisee on four basic concepts: quality, cleanliness, service andprice. In order to ensure that each unit offers the customer the best product at the best price franchisees arerequired to attend McDonald University, where they are taught how to manage their business. Here they learnthe McDonald cultural values and the proper way to run the franchisee. This training ensures that the franchisees all over the world are operating their units in the same way. Kroc died several years ago, but the culture he leftbehind is still very much alive in McDonald’s franchisees across the globe. In fact, new employees receivevideotaped messages from the lateMr. Kroc. Wal-Mart: Sam Walton, founder of Wal-Mart Stores, Inc., opened his first Wal-Mart store in 1962. Focusing on thesale of discounted name brand merchandise in small town markets, he began to set up more and more stores inthe Sun Belt. At the same time, he began developing effective inventory control systems and marketingtechniques. Today, Wal-Mart has not only become the largest retailer but also one of the biggest firms in thecountry. Although Sam died a few years ago, his legacy and cultural values continue. To ensure that these valuesget out to all the associates, the company has a communication network worthy of the Pentagon. It includeseverything from a six-channel satellite system to a private air force of numerous planes. Everyone is taught thisculture and is expected to operate according to the core cultural values of hard work, efficiency and customerservice. LEVELS OF CULTURE: 

ARTIFACTS



VALUES



BASIC ASSUMPTIONSARTIFACTS:



Artifacts are the most visible and accessible level of culture. It is symbol of culture in

the physical and socialwork environment of the organization.

ARTIFACTS OF CULTURE ARE:



PERSONAL ENACTMENT



RITES AND CEREMONIES



STORIES AND LEGENDS



RITUALS



SYMBOLSPERSONAL ENACTMENT



Personal enactment is a behavior that reflects the value of organization, through the

examination of the behavior of organization members. CEREMONIES AND RITES: Set of activities that are enacted time and again on important occasion.It provides the opportunity to reward andrecognize the employees whose behaviors are according to the values of the organization. Rites to theemployees can be awarded as 

Rites of passage



Rites of renewal



Rites of integration



Rites of conflict reduction

RITES OF PASSAGE: Rites of passage show the changed status of individuals in the respected organization. Retirement RITES OF RENEWAL:Rites of renewal show the holistic changing in organization by enhancing the dedication towards learning andgrowth. RITES OF INTEGRATION:It emphasize on the commitment of the employees by uniting diverse group within the organization. Companyfunction, annual picnic, cultural fest are the rites of integration in the organization. RITES OF COFLICT REDUCTION: Its primal objective is to windless the disagreements and keep up with the positive environment inside theorganization by

satisfying the tangible and intangible needs of the employee. Grievance hearing, negotiation ofunion contracts is rite of conflict reduction. RITES OF DEGRADATION:It is basically punishment oriented and organization people may be punished visibly if they don’t follow theorganizational norms. Ribbon of shame, demotion in the organizational post, reduction in salary can be under the rites of degradation. STORIES AND LEGENDS:Stories are the most effective way to reinforce the organizational values. It give meaning and identity to theorganizations and very helpful in orienting new employees.Stories can be delivered in different ways 

Stories about the boss



Stories about getting fired



Stories about company details



Stories about employees



Stories about rules

RITUALS:Rituals are unwritten and shows the way the employee follow the things to be done in the organization. Theseare the everyday organizational practices repeated over and over. SYMBOLS:Symbols are again one important artifact of the organization which communicates about the organizationalculture by unspoken messages. VALUES: Values reflect a person’s underling believes in the organization, it is often consciously articulated both in conversation and the company’s mission statement or annual report. a firm’s values and how it promotes andpublicizes them can also affect workers feeling about their job and themselves. ASSUMPTIONS:Assumptions are deeply held believes that guide behavior and awakens the members of the organization how to perceive and go about the things. 19 LEADERS ROLE IN SHAPING CULTURE:



what leaders pay attention to



how leaders react to the crises



how leaders behave



how leaders allocate rewards

HOW

LEADERS

HIRE

AND

FIRE

PEOPLEORGANIZATIONAL

SOCIALIZATION: Another process that perpetuates culture is the way it is handed down from generation of employees. Newcomerslearn the culture through organizational socialization – “The process by which newcomers are transformed fromoutsiders to participating, effective members of the organizations”. The process is also a vehicle for bringingnewcomers into the organizational culture. STAGES OF THE SOCIALIZATION PROCESS: The organizational socialization process is generally described as having three stages: 

Anticipatory Socialization.



Encounter.



Change and Acquisition.

ANTICIPATORY SOCIALIZATION: The first stage encompasses all of the learning that takes place prior to the newcomer’s first day on the job. It includes the newcomer’s expectations. The two concerns at this stage are: 

Realism.



Congruence.

Realism: is the degree to which a newcomer holds realistic expectations about the job and about the organization.One thing newcomers should receive information about during

entry into the organization is the culture.Information about values at this stage can help newcomers begin to construct a scheme for interpreting theirorganizational experiences. There are two types of Congruence between an individual and an organization: Congruence between the individual’s abilities and the demand of the job, and the fit between the organization’s values and the individual’s values. Value Congruence is particularly important for organizational culture. It is alsoimportant in terms of newcomer adjustment. ENCOUNTER The second stage of socialization, encounters, is when newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships at work. This stage commences on the first day at work and is thought to encompass the first six to nine months on the new job. TASK DEMAND Task demand involves the actual work performed. Learning to perform tasks is related to the organization “culture. In some organizations, newcomers are given considerable latitude to experiment with new ways to do the job, and creativity is valued. ROLE DEMAND Role demand involves the expectations placed on newcomers. Newcomers may not know exactly what is expected of them or may receive conflicting expectations from other individuals. The way newcomers approach these demand depends in part on the culture of the organization. INTERPERSONAL DEMAND Interpersonal demand arises from relationships at work. Politics, Leadership style, and group pressure areinterpersonal demand. All of them reflect the values and assumptions that operate within the organization. CHANGE AND ACQUISITION

In the third and final stage of socialization, change and acquisition, newcomers begin to master the demands ofthe job. They become proficient at managing their tasks, clarifying and negotiating their roles, and engaging inrelationship at work. The end of the process is signaled by newcomers being considered by themselves andothers as organizational insiders. OUTCOMES OF SOCIALIZATION Newcomers who are successful socialized exhibit good performance, high job satisfaction, and the intention tostay with the organization. In addition, they should exhibit low levels of distress symptoms. High levels oforganizational commitment are also marks of successful socialization. Successful Socialization is also signaledby mutual influences When socialization is effective, newcomers understand and adopt the organizations valuesand norms. This provides employees a context for interpreting and responding to things that happen at work. Newcomers adopt the company’s norms and values more quickly when they receive positive support fromorganizational insiders. SOCIALIZATION AS CULTURAL COMMUNICATION Socialization is a powerful cultural communication tool. While the transmission of information about culturalartifacts is relatively easy, the transmission of value is more difficult. The communication of organizationalassumption is almost impossible. The primary purpose of socialization is the transmission of core values to new organizationmembers. Newcomers are exposed to these values through the role models they interact with, the training theyreceive, and the behavior they observe being rewarded and punished. ACCESSING ORGANIZATIONAL CULTURE Although some organizational scientists argue for assessing organizational culture with quantitative methods,others say qualitative methods yield better results. Quantitative methods such as questionnaires are valuablebecause of their precision, comparability and objectivity. ORGANIZATIONAL CULTURE INVENTORY

The OCI focuses on behaviors that help employees fit into the organization and meet the expectations of coworkers. Using Maslow’s motivational need hierarchy as its basis, it measures twelve cultural styles. The twounderlying dimensions of the OCI are task/people and security/satisfaction. There are four satisfaction culturalstyles and eight securities cultural styles. KILMANN-SAXTON CUKTURE-GAP SURVEY The kilmann- saxton culture-gap survey focuses on what actually happens and on the expectations of others inthe organization. Its two underlying dimensions are technical/human and time. With these two dimensions, theactual operating norms and the ideal norms in four areas are assessed. The areas are task support task innovationsocial relationships and personal freedom. TRIANGULATION A study of a rehabilitation centre in a 400-bed hospital incorporated triangulation to improve inclusiveness andaccuracy in measuring the organizational culture. Triangulation has been used by anthropologists, sociologistsand other behavioral scientists to study organizational culture. Its name comes from the navigational technique ofusing multiple reference points to locate an object. STATEMENT OF THE PROBLEM Human resource is the vital resources among all other organizational resources. Without the effectiveorganizational culture, an organization cannot achieve its goals. Protecting and maintaining the human resource by providing various welfare measures is the pivotal role of any management. Organizational culture plays a crucial role in the development of the organization. The employee’s job satisfaction and motivation are also closely linked with social welfare. Organization culture in the area human resources management has attracted many researches all over the world. There are many studies related to this area. In this study, an attempt has been made to study the effectiveness of organization culture measures provided by CERA STYLE GALLERY PVT LTD. The main aim of study is to study the level of employee “satisfaction towards the organization culture measures of the company.

CHAPTER -II STUDY DESIGN

SCOPE OF THE STUDY It is necessary for any management to ensure that employees are satisfied with their job, for the benefits of the organization A study on organization culture measures helps the management to understand the attitude of the employees towards their job. It tells how the people feel about their relationship with an industry, and their welfare of job. It scientifically contributes towards employee’s productivity and morale. The present study has made an attempt to measure the organization culture In CERA GALLERY Pvt Ltd. This study has been conducted with 50 employees in the study area. This study mainly concentrates on studying the organization culture measures provided by the company, this study can be further related to measure organization culture, employee job satisfaction, and labor turn over of the company. For development and better satisfaction of the employees, the company must concentrate on the dissatisfied area.

OBJECTIVES OF PROJECT 

To assess the organizational culture at “CERA GALLERY PVT LTD” and the

employees “attitudes towards the organization. 

To study the employees opinion towards attitude physical and social structure of the

organization. 

To assess various attitudes of the employees towards their welfare measures and

towards the climate of the organization. 

To understand the working environment of CERA GALLERY PVT LTD.

NEED OF THE STUDY People are affected by the culture in which they live. Similarly, an individual working for any organization with a firmly established culture will be taught the values, beliefs, and expected behavior of that organization. There is at least some sound evidence that variations in cultural values may have a significant impact on employee turnover and possibly employees‟ job performance. Hence the study of organizational culture is important for the understanding and practice of organizational behavior.

LIMITATIONS OF THE STUDY 

The study was restricted to CERA GALLERY, HYDERABAD. This could have given

rise to a unique perception of the culture. 

This study has been conducted with 50 employees in the study area.



Since there has been a gap of a few months between data collection and the

consolidation of the report, the findings might not accurately reflect the current attitudes and perceptions of the employees, as these could have changed over time. 

Some of the respondents were hesitated to express their opinion about organization

culture measures due to fear of management 

The survey is based on the opinion of the employees, which may be biased.



Period of study is too short and hence it is a major limitation.

RESEARCH METHODOLOGY The objective of the current study is accomplished by conducting a market research. The market Research process that will be adopted in the present study consist of the following stages. RESEARCH DESIGN Research designs are concerned with turning the research question into a testing project. The research design has been considered as a “blueprint” for research. Here the descriptive research design is used SAMPLE SIZE: A Sample of 50 respondents was taken into consideration for my study and the data was collected. SAMPLING TECHNIQUE To study the project a simple random sampling technique under lottery method is used QUESTIONNAIRE DESIGN A questionnaire is being framed for collecting the appropriate data required for collecting the information based on 4 variable physical factor, social factor, climate factor, welfare factor.5 question framed to test each variable

PERIOD OF STUDY The period of study for the study was a course of 4 months. Data Collection of data was done by 

Questionnaires



Interview Source of Data The data collected for this project work was from the sources

1

Primary Source: Primary data is collected from managers, employees of CERA

GALLERY PVT LTD, HYDERABAD .Some data was also collection employees by using structured questionnaire.

CHAPTER-III INDUSTRY PROFILE & COMPANY PROFILE

INDUSTRY PROFILE Ceramic sanitary wares are the fixtures which comprise wash basins, shower plates, toilet bowls, bath tubs, and others. The basic raw materials which are used to form ceramics are naturally occurring components, such as kaolin, feldspar, ball clay, and quartz. Sanitary ware products are cost-efficient and easy to clean. Moreover, the characteristics of ceramics, such as corrosion resistance, abrasion resistance, and glossy surface prevent it to be replaced by alternatives such as steel and fiber. Sanitary wares have requirement in residential, commercial, and public areas. Hence, growth in the real estate industry, increasing population in the developing nations, and increasing standard of living of the people is projected to drive the market. The ceramic sanitary ware market is projected to register a CAGR of 10.1% between 2014 and 2019 to reach $46 billion, by 2019. Asia-Pacific holds a significant market share in the ceramic sanitary ware market. China leads the Asian market in terms of production of sanitary wares. Asia-pacific is thus expected to maintain its dominance in the global market owing to the steady growth in China, India, and Thailand. In terms of technology, slip casting holds the maximum market share. However, the demand for pressure casting is also increasing in many regions. Followed by Asia-Pacific, Europe is the second-largest market for ceramic sanitary wares. The European market is principally focused on delivering high-quality products to its consumers. The products are

tailored to meet the specific requirements of the end consumers coupled with tremendous pre and post sales services. The demand for ceramic sanitary wares in Europe is mainly driven by the Western Europe countries, such as U.K., Austria, The Netherlands, Belgium, and so on. The report estimates the market of ceramic sanitary wares for 2014 and to project the expected demand of the same by 2019. The market research study provides a detailed qualitative and quantitative analysis of the market. Various secondary sources have been used, such as encyclopedia, directories, and databases to identify and assemble information useful for this extensive commercial study of the ceramic sanitary ware market. The primary sources–experts from related industries and suppliers–have been interviewed to obtain and verify critical information as well as to assess the future prospects of market. Competitive scenarios of top players in the ceramic sanitary ware market have been discussed in detail. The leading players of the industry have been profiled with their recent developments and other strategic industry activities.

Scope of the report: This research report categorizes the market for ceramic sanitary ware on the basis of raw materials, product type, technology, and by region in terms of revenues, volumes, and analyzing trends in each of the submarkets. On the basis of raw materials: The market forceramic sanitaryis segmented in terms of raw materials used, such as Kaolin, Feldspar, Ball Clay and Quartz. Each raw material is further described in detail in the report with volume and revenue forecasts as well. On the basis of product: The market for ceramic sanitary ware is segmented by type of products, such as wash basins, water closets, cistern, and others. Each product is further described in detail in the report with volume and revenue forecasts as well.

On the basis of technology: The market is segmented by technologies used, such as slip casting, pressure casting, tape casting, and isostatic pressing. These technologies are further described in detail in the report. On the basis of region: The market is segmented by key regions–Asia-Pacific, North America, Europe, and Row for key countries within these regions.

COMPANY PROFILE

CERA EXPANSION: CLASSY

Admirably Skillful And Graceful

EXQUISITE

Pleasing Through Beauty And Perfection

RITZY

Ostentatiously Fancy And Stylish

AWESOME

Inspiring Feelings Of Wonder And Awe

COMPANY DESCRIPTION Cera Sanitaryware Limited manufactures and sells sanitaryware products. The company also trades in bathroom ACCESSORIES. Cera Sanitaryware's products include ceramic sinks,

wash basins, wash basin pedestals, baths, bidets, water closet pans, flushing cisterns, urinals, seat covers, kitchen sinks, shower panels and cubicles, bath tubs, shower temples, whirlpools, CP fittings, taps, accessories, and sanitary fixtures. The company also provides hand dryers, hair dryers, perfume sprayers, and soap dispensers. 

Cera Sanitary ware Ltd (formerly Madhusudan Oils and Fats Limited), a Gujarat

based company, was incorporated in the year 2002. 

The company is headed by its Chairman Vikram Somany.



The company is engaged in Manufacture of Ceramic Sinks, Wash Basins, Wash Basin

Pedestals, Baths, Bidets, Water Closet Pans, Flushing Cisterns, Urinals and similar sanitary fixtures. 

The company has two units, namely sanitary ware & Power. The growth of

unorganized sector in sanitary ware has been a key factor in the stagnation of growth of manufacturers in the organized sector. 

The company has launched through its trading division, Plastic Cisterns and Seat

Covers during the year, which boosted the bottom-line of the company. 

During 2002-03 the company introduced a water saver EWC.

STYLE. INNOVATION. LEADERSHIP:

These three words capture the essence of Cera Sanitaryware Limited, India’s fastest growing company in the segment. Keeping the needs of the modern customer in mind, CERA opens the doorway to the world of style. An extensive product portfolio that includes high end showers, steam cubicles, and whirlpools, besides sanitaryware and faucets, has made CERA the primary choice of customers looking for stylish products in a contemporary lifestyle. CERA’s constant innovations have given several path breaking contributions to the industry. Some of its innovations have become benchmarks for the industry—like water-saving twin-flush coupled WCs, 4-litre flush WCs, and one-piece WCs.

Advanced technology has been the forte of CERA. Its state-of-the-art manufacturing plant has been following the highest standards of quality with an emphasis on sustainability since its inception in 1980. The CERA plant was the first to use natural gas – the purest fuel that gives extra sheen on products. Production capacity of sanitaryware has raised from 2.70 million pieces to 3.0 million pieces per annum, CERA plans to maintain its leadership status in the industry, while catering to increasing demands with satisfaction. CERA endeavors to provide complete bath solutions to its customers. Pursuing this objective, CERA has launched a range of elegant faucets, designed with style and expertise. A modern facility with latest machinery like automatic CNC machines & automatic polishing, the plant is equipped with superior technology manufactures the avant-garde collection of eco-friendly single lever faucets apart from the normal half turn & quarter turn faucets. Foraying into a new arena, CERA also launched an array of stylish wall and floor tiles. The range includes HD digital wall tiles with matching floor tiles, digital glazed vitrified tiles, and vitrified tiles with Nano technology. Growth has remained uninterrupted, only outperforming itself. CERA has grown at a robust 23.80% in 2014-15 when compared with 2013-14. For CERA, its responsibility does not end by manufacturing quality products. A team of over two hundred technicians across India provide prompt after-sales services to its customers. In keeping with its tradition of innovation, CERA has been presented the Gold Award in the bathroom & fittings and sanitaryware category by the Readers’ Digest Trusted Brand Survey. CERA has also bagged the Product of the Year award for four years in a row, for Serenity in 2014, sanitary ware & Bathroom Fittings in 2013, Nano Technology in 2012 and for the Snow White Range in 2011. CERA was conferred Power Brand for two years, in 2012 and 2013, which is awarded to top 100 brands in the country. CERA received Asia’s Most Promising Brand award for the year 2012-13. With CERA, style blends with innovation to reveal a new dimension of modernity. CERA – Reflects your style.

Date of Establishment

1998

Revenue

151.412 ( USD in Millions )

Market Cap

37551.2097065 ( Rs. in Millions )

Corporate Address

9 ,G I D C Industrial Estate, Dist. MehsanaKadi382715,

Gujarat

www.cera-india.com Management Details

Chairperson -

VikramSomany

MD -

VikramSomany

Directors - J K Taparia, AtulSanghvi, Govindbhai P Patel, Lalit Kumar Bohania, K N Maiti, Sajan Kumar Pasari Business Operation

Ceramics/Marble/Granite/Sanitaryware

Background

CeraSanitaryware incorporated in 1998 is a pioneer in the sanitaryware segment in India. The company has launched a wide range of bath suite concept. CeraSanitaryware sells its products through Cera Bath Studios, which provides consumers, architects and interior designers a full view of ranges of wash basins, shower panels, shower cubicles, bath tubs, shower temples, whirlpools, cp fittings etc.

Financials

Total Income - Rs. 9436.576214 Million ( year ending

Mar 2016)

Net Profit - Rs. 834.641895 Million ( year ending Mar 2016) Company Secretary Bankers

Narendra N Patel

Auditors

HV Vasa & Co

S.No

Name

Designation

0

VikramSomany

Chairman

1

VikramSomany

Managing Director

2

Narendra N Patel

Company Secretary

3

AtulSanghvi

Executive Director

4

DeepshikhaKhaitan

Vice Chairman

5

K N Maiti

Non-Executive Director

6

J K Taparia

Additional Director

7

Sajan Kumar Pasari

Non-Executive

Independent

Director 8

Lalit Kumar Bohania

Non-Executive

Independent

Director 9

Govindbhai P Patel

Non-Executive

Independent

Director

Main Activities: Fabricated Metal Product ManufacturingClay Product and Refractory Manufacturing

Main Products: Vitreous China Sanitary Ware, Tiles, Bathware,

Products: Cera has a wide range of products to offer: Sanitaryware Glass Basins Whirlpools & Bath Tubs Shower Range Bath Fittings PozziGinori

Quote Summary Last Price

2,887.25

Volume

1,790

Turnover

5,195,699

Index

S&P CNX 500

Market

BSE

Ticker

532443

Market Cap

37,551,210

52 Week High

3,013.10

52 Week Low

1,760.10

Price to Earnings (P/E)

44.99

Earnings per Share (EPS)

46.1

Dividend Yield

4 (March 31, 2013)

Bookvalue

3,617,100

Enterprise Value

44,576,632

Quote updated on

April

Export-Import 2014: Imports INR 834,395.92 Thousands Import connections ('000) Total(13,175.05) 2014: Exports INR 53,271.45 Thousands Export connections ('000) Total(841.15) Contact Information

Legal Address 9, GIDC Industrial Estate, Dist. Mehsana, Kadi; Gujarat; Map Postal Code: 382715 Tel: 242329/ 262619/ 26 Fax: 24 Email: @cera-india.com Website: http://www.cera-india.com

Full name: Cera Sanitaryware Ltd. Status: Listed Legal Form: Public Limited Company Operational Status: Operational EMISid: 1621865 IN-CIN: L26910GJ1998PLC034400 ISIN: INE739E01017 Incorporation Date: 1978

CHAPTER-IV REVIEW OF LITERATURE

REVIEW OF LITERATURE Azhar (2003) organizational culture is the combination of important assumptions that are shared in common by each members of an organization and are often unstated.

Organizational culture is basically made up by two major common assumptions: values and beliefs. Values are the assumptions that have been forwarded by the leaders of the organization and considered to be ideals that are desired by all the members of an organization. Beliefs on the other hand are the assumptions about the reality and created by experience. Robbins (1986) on the other hand, defines organizational culture as a uniform perception of an organization which has common characteristics. Organizational culture, according to the author is something descriptive and effectively it can distinguish one particular organization from another. It can also integrate individuals and groups of organization systems. Rousseau (2000) as a set of commonly experienced stable characteristics of an organization which shows the distinctive features of an organization which differentiates it from others. Similar to the definitions of Azhar (2003) that has been stated above, Rousseau (2000) also define the organizational culture as set of norms and values that are shared by individuals and groups across the organization. Organizational values and beliefs refer to the common ideas about what the shared goals of an organization are, what types of behavior should the members of an organization follow in order to achieve the common goals of an organization. These organizational values in turn form out the standard norms and guidelines for the organization that makes it distinct from others Schein (2004) as a pattern of shared assumptions that have been accepted by a group of individuals as they solve their problems. Because they have used these assumptions to solve their problems and it worked effectively they accepted these assumptions as valid and thus they teach these assumptions to the newly joined members of the organization as standard ways of thinking, perceiving and approaching towards the problems. Organizational culture is a phenomenon that is shared by the members of an organization and operates unconsciously.

Litwin & Stringer, (1968) In their study entitled has given a macro perspective of analyzing the organization. According to them, “Climate can be defined as the perceived attributes of an organization and its sub-systems as reflected in the way an organization deals with its members, groups

and issues”. The emphasis is on perceived attributes and the working of sub-systems. This frame work emphasizes on motivational linkages and seems to be quite relevant for studying organizational climate. Schneider and Barlett(1968, 1970)– In their article entitled Individual attribute approach Schneider and Barlett view organizational climate as perceptual as well as an individual attribute? Climate in this approachis viewed as summary or global perception held by individuals about their organizational environment. Some of them are encompassed by the work environment scale developed by Moos in 1994. It includes various broad dimensions like Involvement, Co-worker, Cohesion, Supervisor Support, Autonomy, Task Orientation, Work Pressure, Clarity, Managerial Control, Innovation, Physical Comfort and others. There are past study that proved the strong relationship between organizational culture and organizational commitment. Boon and Arumugam (2006) was proved in their study that all dimensions in organizational culture have a strong relationship with organizational commitment. While study from Rashid et al. (2003) also showed that there is a significant correlation between corporate culture and organizational commitment among managers in public listed company10 Organizational Culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. This system of shared meaning is actually a set of key characteristics that the organization values (Robbins and Sanghi, 2007).Organizational culture is a descriptive term which is concerned with how employees perceive the characteristics of an organization’s culture, not with whether or not they like them. This appraisal of the organization on its characteristics gives a composite picture of the organization’s culture. This picture in turn becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave (Robbins and Sanghi, 2007).9 Boon and Arumugam (2006) Sunway Academic Journal 3, 99–115 (2006)10 Robbins, S. P. and S. Sanghi Organizational Behavior, Pearson Education, New Delhi, 2007. Sociological studies of complex organizations chronicle a long history of analytic concern with the linkages between wider societal arrangements and the structure and activities of organizations (Perrow, 1986,2002). In fact, it is only in recent decades and among some

theorists and empirical researchers that attention hasnarrowed from a focus on institutionally-rich studies of labor unions, schools, firms, government bureaus, socialmovement organizations, advocacy groups, nonprofit agencies, and sundry varied organizations, to a focus onformal organizations as abstract instrumentally-oriented entities operating in environments that are narrowlyconceptualized as material resource spaces. Over the past decade, however, there have been an increasingnumber of calls to revisit the dynamics of organizations and society (e.g. Friedland& Alford, 1991;Scott, 2001;Stern & Barley, 1996; Stinchcombe, 1997). Litwin& Stringer , (1968) perspective of analyzing the organization D.M.Pestonjee,Job Satisfaction as a function of Role Stress, Locus ofControl, Participation and Organizational Climate in an Electrical company, Schneider

and

Barletta(1968,1970)

-Individual

attribute

approach

the

OrganizationalEffectiveness through HRD-CulturalDynamics,‟JIMS,8:3,December,PP.54613.(Perrow, 1986, 2002) in the journal of Social Structure and Organizations Revisited, Social sustainability is far more difficult to define. As social issues comprise the legal context of a firm,the assessment shows the extent to which a firm shows compliance to the social standards. In our days, companies make use of the differing social standards, such as wages, working time, extent of labour unions power and taxes. Porter’s concept of the comparative advantage of nations (PORTER, M. inBARTLETT/GHOSHAL, 1992) underlines a management approach that builds upon those differences. In thepast decades, the nations of the South mainly provided cheap labour and raw materialas social standards differ from one country to another, it is difficult to compare the social performance ofnational based companies. The compliance to the legislation in China requires different practices than in the UKor in Ghana. The national limitation of legislation reflects the historical and cultural context of societal values onwhich laws are built upon. Mere compliance to national standards is therefore not a sufficient criterion to assess company’s social performance Cultural sustainability introduced a broader scope. The basic requirement is, that a company shouldrespect the culture of its host nation. This comprises, that a business should not interfere and change the culturein order to maximize its profits (HOFFMANN, 1997).

CHAPTER-V DATA ANALYSIS AND INTERPRETATION

TABLE NO 1 EXPERIENCE OF THE RESPONDENT

s.no

experience

no. of respondents

percentage

1

less than 2 years

7

14%

2

2-3 years

20

40%

3

3-6 years

18

36%

4

6 years above

5

10%

Total

50

100%

Chart Title no of respondents 20

percentage

18

7

5 14%

lessthan 2yeras

40% 2-3 years

36% 3-6 years

10% 6 years above

INFERENCE: It is stated from the above table that most of the respondents have 2-3 years experience.

TABLE NO 2 IMPROVEMENT IN WORKING CONDITION

s.no

opinion

no.respondents

Percentage

1

strongly agree

7

14%

2

agree

21

42%

3

neutural

19

38%

4

disagree

2

4%

5

strongly disagree

1

2%

Total

50

100%

Chart Title no.respondents 42%

21

percentage

38%

19

14% 7 strongley agree

agree

neutural

4% 2 disagree

2% 1 strongley disagree

INFERENCE: From the above table stated that 42% of respondent agree that there is improvement in working condition. And2% of them disagree, that there is no improvement.

TABLE

NO

ENVIRONMENT.

3

FEEL

COMFORTABLE

WITH

WORKING

s.no

opinion

no.of

percentage

respondents 1

strongly agree

8

16%

2

agree

31

62%

3

neutral

11

22%

4

disagree

0

0%

5

strongly disagree

0

0%

total

50

100

Chart Title 25

percentage

20 15 10 5 0

strongley agree

agree

neutural

disagree strongley disagree

INFERENCE: 62% of respondents are comfortable with the current working environment.

TABLE NO 4 QUALITY OF MATERIAL PROVIDED TO PERFORM JOB IS GOOD

s.no

opinion

no.of respondents

Percentage

1

Strongly agree

8

16%

2

agree

26

52%

3

neutral

13

26%

4

disagree

3

6%

5

Strongly disagree

0

0%

total

50

100

25

20

15

10

5

0

0% 40% strongley agree

38% agree

20% neutral

2% strongley disagree disagree

INFERENCE: From the above table it is stated that 52% of respondents felt that the company is providing quality material to perform their jobs well.

TABLE NO 5 NEW METHOD OF WORK HAD BEEN INTRODUCED s.no

opinion

no.of

Percentage

respondents 1

strongly agree

3

6%

2

agree

13

26%

3

neutral

26

52%

4

disagree

7

14%

5

strongly disagree

1

2%

total

50

100

Chart Title no.of respondents 20

percentage

19

10

40%

38%

strongley agree

agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated that 52% of the respondents neither satisfied nor dissatisfied with the new methodologies introduced in the organization

TABLE NO 6. ORGANIZATION HAD DIPLOMATIC FUTURE s.no

opinion

no.of respondents

percentage

1

strongly agree

7

14%

2

agree

23

46%

3

neutral

20

40%

4

disagree

0

0%

5

strongly disagree

0

0%

total

50

100

ORGANIZATION HAD DIPLOMATIC FUTURE no.of respondents 20

percentage

19

10

40%

38%

strongley agree

20%

agree

neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated that 46% of the responded are agree that their organization had diplomatic future. 40% of the respondents are neutral. 14% of the respondents are strongly agreed. That the organization had diplomaticFuture.

TABLE NO 7. THE ORGANIZATION HAS BECOME MORE POSITIVE

s.no

opinion

no.of percentage respondents

1

strongly agree

9

18%

2

agree

24

48%

3

neutral

15

30%

4

disagree

2

4%

5

strongly disagree

0

0%

total

50

100

THE ORGANIZATION HAS BECOME MORE POSITIVE no.of respondents 20

percentage

19

10

40%

38%

strongley agree

agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated 48% of the responded agree attitude towards your work become positive 30%of responded are neutral. 18% of the responded are strongly agree. 4% are disagreeing. 55

TABLE

NO

8

CORDIAL

RELATIONSHIP WITH

ORDINATES

s.no

opinion

no.of respondents

percentage

1

strongly agree

11

22%

2

agree

27

54%

3

neutral

12

24%

4

disagree

0

0%

5

strongly disagree

0

0%

total

50

100

YOUR

SUB

CORDIAL RELATIONSHIP WITH YOUR SUB ORDINATES no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated 54% of the respondents are agree that they have cordial relationship with theirsub ordinates. 24% of responded are neutral. 22% of responded are strongly agree.

TABLE NO 9.APPRECIATIONS FOR WORK no.of

s.no

opinion

1

strongly agree

10

20%

2

agree

18

36%

3

neutral

17

34%

4

disagree

5

10%

5

strongly disagree

0

0%

total

50

100

respondents

percentage

APPRECIATIONS FOR WORK no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated that 36% of the respondents are receiving proper appreciation for their work34% of respondents fell neutral.10% of respondents are strongly agree.5% of the responded are disagree.

TABLE NO 10. KNOWLEDGE AND SKILL TO DO WORK PROPERLY s.no

opinion

no.of respondents

percentage

1

strongly agree

15

30%

2

agree

30

60%

3

neutral

5

10%

4

disagree

0

0%

5

strongly disagree

0

0%

total

50

100

KNOWLEDGE AND SKILL TO DO WORK PROPERLY no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated 60% of the respondents are agree that they have knowledge and skill to do job properly. 30% of responded are strongly agree that they have knowledge and skill .10% are neutral.

TABLE NO 11. SPENDING TIME USEFULLY s.no

opinion

no.of respondents

Percentage

1

strongly agree

9

18%

2

agree

34

68%

3

neutral

6

12%

4

disagree

1

2%

5

strongly disagree

0

0%

total

50

100

SPENDING TIME USEFULLY no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated 68% of the respondents are agree that they are spend time more usefully than before. 18% of respondents are strongly agreed. 12% of respondents are neutral.

TABLE NO12 . COMPETITIVE ORGANIZATION CULTURE

s.no

opinion

no.of respondents

Percentage

1

strongly agree

5

10%

2

agree

24

48%

3

neutral

18

36%

4

disagree

3

6%

5

strongly disagree

0

0%

Total

50

100

COMPETITIVE ORGANIZATION CULTURE no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated 48% of the respondents says that their organization culture is competitive. 36%of respondents felt neutral. 8% of responded are strongly agree the organization culture is competitive.

TABLE NO 13. FEEL COMFORTABLE WITH WORKING HERE s.no

opinion

no.of respondents

Percentage

1

strongly agree

10

20%

2

agree

29

58%

3

neutral

9

18%

4

disagree

0

0%

5

strongly disagree

2

4%

total

50

100

FEEL COMFORTABLE WITH WORKING HERE no.of respondents 20

percentage

19

10

40%

38%

strongley agree

agree

20% neutral

1

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it stated that 58% of the respondents feel comfortable working in the organization. 20% of the respondents strongly feel comfortable. 18% are neutral.

TABLE NO 14. LEADERSHIP ABILITIES no.of

s.no

opinion

1

strongly agree

4

8%

2

agree

35

70%

3

neutral

10

20%

4

disagree

0

0%

5

strongly disagree

1

2%

total

50

100

respondents

Percentage

LEADERSHIP ABILITIES no.of respondents 20

percentage

19

10

40% strongley agree

38% agree

1

20% neutral

2%

disagree

strongley 0 disagree 0%

INFERENCE: From the above table it is stated that 70% of the respondents are agree that they are happy with their own leadership abilities.20% of respondents feel neutral.

TABLE NO 15. THE WORK HAS BECOME MORE INTTRESTING s.no

opinion

no.of respondents percentage

1

strongly agree

20

40%

2

agree

19

38%

3

neutral

10

20%

4

disagree

1

2%

5

strongly disagree

0

0%

total

50

100

THE WORK HAS BECOME MORE INTTRESTING no.of respondents 20

percentage

19

10

40%

38%

strongley agree

1

20%

agree

neutral

2%

disagree

strongley 0 disagree 0%

INFERENCE: For the above table stated that 40% of respondents are strongly agree that word has become more interesting. Similarly 38% of respondents agree , 20% of respondents neural To find the Opinion about receiving proper appreciation is independent of their age. Alternative hypothesis (H1) : there is no significant relationship between experience of respondent and receiving appreciation. Age of respondent receive proper appreciation work cross tabulation Opinion Age of respondent

Receive proper appreciation for your work Disagree

Neutral

Agree

Strongly agree

Total

Less than 2 years

0

4

3

0

7

2-3 years

4

5

6

5

20

3-6 years

1

7

7

3

18

6 years above

0

3

1

1

5

5

19

17

9

50

Total

Step 1 :

Ri X Ci Eij =

n Step 2 : OBSERVED FREQUENCY

EXPECTED FREQUENCY

0

0.7

4

2.66

3

2.38

0

1.26

4

0.39

5

7.6

6

6.8

5

3.6

1

1.8

7

6.84

7

6.12

3

3.24

0

0.5

3

1.9

1

1.7

1

0.9

Step 3 : OBSERVED FREQUENC Y

EXPECTED FREQUENC Y

0

0.7

4

2.66

3

2.38

0

1.26

4

0.39

5

7.6

6

6.8

5

3.6

1

1.8

7

6.84

7

6.12

3

3.24

0

0.5

3

1.9

1

1.7

1

0.9

( 0-E )

(0-E)2

-0.7 1.34 0.62 -1.26 3.61 -2.6 -0.8 1.4 -0.8 0.16 0.88 -0.24 -0.5 1.1 -0.7 0.9

-0.49 1.79 0.38 -1.58 13.03 -6.76 -0.64 1.96 -0.64 0.02 0.77 -0.05 -0.25 1.21 -0.49 0.1

(0-E)2 E -0.7 0.67 0.15 -1.25 33.41 -0.88 -0.09 0.54 -0.35 2.92 0.12 -0.01 -0.5 0.63 -0.28 0.01

50

ᵡ =∑

34.39

(0-E) E

= 34.39

Step :4 Degrees of freedom

r=

(R-1) (C-1) (4.1) (4-1) (3) (3) = 9

Step :5 Level of significance is α = 5% =0.05 Step :6 Critical value (or) Tabular value (ᵡ2) ᵡ2 0.05, 9 =16.919 Step :7 Decision calculation = ᵡ2 34.39 is greater than tabulated. .`. Accepted alternative hypothesis requested null hypothesis. 60 50 40 30 20 10 0

INFERENCE: There is no significant relationship between experience of respondent and receiving appreciation.

CHAPTER-VI FINDINGS SUGGESTIONS CONCLUSION

FINDINGS  It is found from the analysis that maximum of respondents have 2-3 years of experience.  42%of respondents agree that there is improvement in working condition. And 2%of them disagree, that there is no improvement.  62%of respondents are comfortable with the current working environment.  52%of respondents felt that the company is providing quality material to perform their jobs well.  52%of the respondents neither satisfied nor dissatisfied with the new methodologies introduced in the organization.  68% of the respondents are agree that they are spend time more usefully than before. 18% of respondents are strongly agree. 12% of respondents are neutral.

 48%of the respondents say that their organization culture is competitive. 3.6% of respondents felt neutral. 8% of responded are strongly agree the organization culture is competitive.  58% of the respondents feel comfortable working in the organization. 20% of the respondents strongly feel comfortable. 18% are neutral.  70%of the respondents are agree that they are happy with their own leadership abilities. 20%of respondents feel neutral.  40% of respondents are strongly agree that work had become move Interesting. Similarly 38% of responded say they agree the work become more interesting. 20% of the responded neutral.  42% of respondents are strongly agree that they are proud of working in this organization similarly 40% of the responded are agree they are proud of working this organization.

 46% of respondents are agree that they have been informed about management policy. 34% of responded are strongly agree.  52% of respondents are neither agree nor disagree with the grievance handling mechanism of the organization. And 32% of responded are satisfied with grievance handling mechanisam of the company.  50% of the respondents are agree that organization is more concern responded are strongly agree 10% of responded are strongly agree. And 32% are neutral.

 52% of the respondents are satisfied with the safety measures provided by management. 36% of responded by management. 36% of respondent are neutral.

SUGGESTIONS  The study suggests that employee must be understand about the rights and fundamental roles related to the job. So these roles can be made simple to the workers in clear understanding.  Organization can improve the clarity of knowledge in their policies followed can ensure that the respective heads are able to make their sub-ordinates to understand the policies.  The requirement and expectation of work is not result oriented so the organization can interact with the employees by the way of brainstorming in designing new standards.

 Some employees feel that they are not getting fair and equitable feedback, so even towards this the quality of communication system has to be ensured.  Employee's feels organization should provide more training facilities. So the concern department should step into this and provide necessary training to the employees. It might however help to look into the reason behind some of the employees experiencing stress as well as fear.

CONCLUSION The employee's perception regarding various aspects in the organization was assessed. It appears the organization have strong working culture employees are happy and proud to

work in the organization. The impact on cordial relationships between the departmental relationships were positive. Based on the study conducted. It is observed that they can build a healthier communication among the employees and organization and can help in the process of continuous improvement. With regard to the organization a vast majority of the respondents have a strong sense of belonging and they take pride in working in the organization. They are spending time usefully in the organization.

ANNEXURE QUESTIONNAIRE BIBILOGRAPHY

QUESTIONNAIRE A STUDY ON ORGANIZATION CULTURE Instructions for filling the questionnaire 

please do not leave any question unanswered



for statement given in the following format

Part 1 Name: Designation: Year of exp: Gender: male (

) female (

)

1. Since how many years of experience you have a) less than 2 years

b) 2-3 years c) 3-6 years d) 6 years above 2. In the recent past, there have been some improvements working condition of the organization? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

3. You feel comfortable with working environment? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

4. The quality of material provided by the organization to perform your job is good ? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

5. New methodologies of work have been introduced in the organization? a) A strongly agree ( ) b) Agree ( c) Neutral (

) )

d) Disagree e) Strongly disagree (

)

6. Your organization had diplomatic future? a) A strongly agree ( ) b) Agree ( c) Neutral (

) )

d) Disagree e) Strongly disagree (

)

7. In the recent past, your attitude towards your work or the organization has become more positive? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

8. Cordial relationship with your sub- ordinate? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)+

9. You receive proper appreciation for your work? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree ( 10.

)

You have the knowledge and / or the skills to do your job properly?

a) A strongly agree ( ) b) Agree ( c) Neutral (

) )

d) Disagree e) Strongly disagree (

)

11. You spend time more usefully than before? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

12. Your organization culture is competitive? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

13. You feel comfortable working here? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

14. You are happy with own leadership abilities? a) A strongly agree ( ) b) Agree ( c) Neutral ( d) Disagree

) )

e) Strongly disagree (

)

15. The work has become more interesting? a) A strongly agree ( ) b) Agree (

)

c) Neutral (

)

d) Disagree e) Strongly disagree (

)

BIBILOGRAPHY 

ROBBINS, S. P. and S. Sangiorganization behavior , personal education, 1986



LITWIN & STINGER perspective of analyzing the organization, 1968



SCHNEIDER & BARLETT individual attribute approach the organizational effectiveness through HRD

Websites  www.google.com  www.wikipedia.com  www.citehr.com  www.cerasanitoryware.com