A SYNOPSIS ON Organizational Behavior Towards HDFC Bank Submitted in the partial fulfillment of the requirement for the award

of the degree of MASTER OF BUSINESS ADMINISTRATION Of PUNJAB TECHNICAL UNIVERSITY JALANDHAR Submitted By Sanjana Rani Roll No.:1174443 Under the guidance of
Mrs Manjeet Kaur

Company profile
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian Bank". They realised that only a single-minded focus on product quality and service excellence would help them get there. Today, they are proud to say that they are well on our way towards that goal. It is extremely gratifying that their efforts towards providing customer convenience have been appreciated both nationally and internationally. HDFC bank has been showered with a number of awards, consisting of The Best Employer Award in 2007-2008.

Introduction to Organizational Behavior:

Organizational studies, organizational behavior, and organizational theory is the systematic study and careful application of knowledge about how people - as individuals and as groups - act within organization. Organizational studies encompass the study of organizations from multiple viewpoints, methods, and levels of analysis. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict and explain. Organizational behavior is currently a growing field. Organizational studies departments generally form part of business schools, although many universities also have industrial psychology and industrial economics programs. The field is highly influential in the business world with practitioners like Peter Ducker and Peter Senge, who turned the academic research into business practices. Organizational behavior is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions During last 20 years organizational behavior study and practice has developed and expanded through creating integrations with other domains: Anthropology became an interesting prism to understanding firms as communities, by introducing concepts like Organizational culture, 'organizational rituals' and 'symbolic acts' enabling new ways to understand organizations as communities. Leadership Understanding the crucial role of leadership at various level of an organization in the process of change management. Ethics and their importance as pillars of any vision and one of the most important driving forces in an organization.

Organizational Culture:
Organizational culture is a concept in the field of Organizational studies and management which describes the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.

Organizational Effectiveness:
Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. The idea of organizational effectiveness is especially important for non-profit organizations as most people who donate money to non-profit organizations and charities are interested in knowing whether the organization is effective in accomplishing its goals. An organization's effectiveness is also dependent on its communicative competence and ethics. The relationship between these three is simultaneous. Ethics is a foundation found within organizational effectiveness. An organization must exemplify respect, honesty, integrity and equity to allow communicative competence with the participating members. Along with ethics and communicative competence, members in that particular group can finally achieve their intended goals. Organizational effectiveness is an abstract concept and is basically impossible to measure. Instead of measuring organizational effectiveness, the organization determines proxy measures which will be used to represent effectiveness. Proxy measures used may include such things as number of people served, types and sizes of population segments served, and the demand within those segments for the services the organization supplies. For instance, a non-profit organization which supplies meals to house bound people may collect statistics such as the number of meals cooked and served, the number of volunteers delivering meals, the turnover and retention rates of volunteers, the demographics of the people served, the turnover and retention of consumers, the number of requests for meals turned down due to lack of capacity (amount of food, capacity of meal preparation facilities, and number of delivery

volunteers), and amount of wastage. Since the organization has as its goal the preparation of meals and the delivery of those meals to house bound people, it measures its organizational effectiveness by trying to determine what actual activities the people in the organization do in order to generate the outcomes the organization wants to create.

Employee Engagement:
Employee engagement is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. Engaged employees care about the future of the company and are willing to invest the discretionary effort. Engaged employees feel a strong emotional bond to the organization that employs them.

Factors affecting the employee engagement:

Employee perceptions of job importance. Employee clarity of job expectations. "If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." Career advancement/improvement opportunities. "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." Regular feedback and dialogue with superiors. "Feedback is the key to giving employees a sense of where theyre going, but many organizations are remarkably bad at giving it. "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.' Quality of working relationships with peers, superiors, and subordinates. "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss." Perceptions of the ethos and values of the organization.

Effective Internal Employee Communications - which convey a clear description of "what's going on". "'If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organizations). The effect of poor internal communications is seen as its most destructive in global organizations which suffer from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are disengaged.

OBJECTIVES OF THE STUDY

To analyze the organizational culture in HDFC Bank

To analyze the employee engagement in HDFC Bank

To analyze organizational effectiveness in HDFC Bank.

Review of litrature
Keyton,(2005):Organisations exist as ordered and purposeful collections of people drawn together to produce an outcome; that is, to achieve the organisations goals . This outcome may be a service, a product or to provide an accumulation of wealth, whether the outcomes may benefit an individual, a group of people (shareholders or stakeholders) or a community. In order to achieve their goals organisations develop specific structures that determine task allocation, reporting lines, and formal coordination mechanisms and interaction patterns (Robbins 1990, cited in Holzhausen, 2002). An organisation at its foundation brings with it the values and behaviours of its founders and these become the organisations cultural effects or elements. As the organisation progresses or develops through time these elements become embedded into the organisation property, shaping core values, defining assets acquired and the organisations distinctive persona that defines its intentions, priorities, routines and sense-making activities (Weick, 1995, cited in Francis, Bessant, and Hobday, 2003). Sanchez (2004):The culture of an organisation dictates how that organisation operates in its environment and how it is to achieve ongoing success (Sanchez 2004). An understanding of organisational culture is fundamental to understanding organisational behaviour and the role employee engagement has on that culture and visa versa. Each organisation has its own unique organisational culture. Often this culture has been developed by the organisations founder management; however it may be changed and affected by the behaviour of groups and individuals, as well as external forces. Organisational culture is seen by academics and practitioners alike as being fundamental in how the organisation meets its missions and its effectiveness as a business (Trompenaars, 2006) Organisational effectiveness, Watson (1986) suggests, is defined in terms of an organisations ability to ensure goal accomplishment, resource acquisition, satisfaction, identity and commitment of its members; adaptation to change and satisfaction of external stakeholders. Van der waldt 2003:Cameron & McCollum (1993) in researching communication and its relationships to organisational culture concluded that organisations with meaningful interpersonal communication may achieve a better shared definition of the organisation and hence a better communication environment (p. 215). Van der Waldt (2003), suggests that organisations are continually changing and that high quality internal and external communication can ease the pain of change and enhance the effective management of the organisation.

Cameron (1993) and Van der Waldt (2003) both endorse the concept that communication plays an important role in organisational culture. When an organisation chooses to express itself irrespective of the topic it is telling its internal and external constituencies something about its unique character and its aspirations. The outgoing message reflects the culture of the organisation and also further reinforces or helps change the very culture that is giving rise to the substance and style of the communication (Sanchez, 2004). Pettinger 2000:Organisational culture is considered by Peters and Waterman, 1982 as cited in Waterhouse (2003) as the best way to manage as a means of achieving excellence, while Pettinger (2000. p.186) suggests that it is an essential feature of effective organisation creation and performance and is viewed as one of the macro approaches to management (Lewis, 2001. p.121). This perspective of the importance of organisational culture appears to draw upon organisational theories and behaviour from a range of sciences including, sociology, psychology, anthropology (Robbins, Millett and Waters-Marsh (2004); Vecchio, Hearn and Southey, (1998); McShane & Travaglione (2005) and Pettinger (2000). Pettinger (2000, p.186) states the organisational culture is an amalgam and summary of the ways in which activities are conducted and standards and values adopted. It encompasses the climate or atmosphere surrounding the organisation, prevailing attitudes within it, standards, morale, strength of feelings towards it and general levels of goodwill present. Many definitions of organisational culture (Davidson, 2000; Sanchez, 2004) reflect the generalised core view expressed by Schein, (2004. p.12) that organisational culture is an enduring and embedded set of basic assumptions and characteristics developed by the organization, and that it is shared and valued by its members, in relation to how the organisation is and how it operates in order to deal and cope with external adaptation and internal integration. (Schein, 2004. p.17).

Research Methodology
Research methodology is a way to systematically solve the research problem. The research methodology in the present study deals with research design, data collection methods, sampling methods, survey, analysis and interpretation.

Research Design: A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

A well structured questionnaire will be framed. Data will be collected from the HDFC Bank. Findings will be made and necessary suggestions and recommendations would be given.

Data Sources:There are two types of data collection namely primary data collection and
secondary data collection.

Primary Data: The primary data is defined as the data, which is collected for the first time
and fresh in nature, and happen to be original in character through field survey. Like questionnaires.

Secondary Data: The secondary data are those which have already been collected by
someone else and have been passed through statistical process. The secondary data for this study are already available in the firm's internal records, annual report, broaches, and company's website.

Data collection method: The data collection method used in this research would be survey
method. Here the data will be systematically recorded from the respondents.

Research tool: A structured questionnaire will be prepared to get the relevant information from the
respondents. The questionnaire will consist of a variety of questions presented to the respondents for their despondence.

Sample unit:sample unit would be

employees of HDFC Bank.

Sample size: The sample size for this study will be 50. Sampling Technique: For the purpose of research convenient sampling technique will be
used as employees of different departments were selected according to convenience.

REFERENCES

http://www.google.co.in/search? hl=en&q=employee+blogs+on+hdfc+bank&meta

http://www.cuil.com/ http://www.wikipedia.org/ www.blackle.com

Organizational Behavior Textbook