Organizational Culture and Leader Behavior

Organiza
tional
Behavior
End term project for
Organizational
Behavior
Organizational Culture & Leader Behavior

Acknowledgement
First we would extend our honest thank to our faculty Prof.

Libby Simon (LLB, PGDPM, MHRM) for giving us the opportunity
to conduct this project.
A special thanks to Mr. Santosh

Vasudevan (Ops Manager,
Firstsource) and Mr. T. K.
Ravikumar, (Regional sales
manager (Region – 5)
{Karnataka & Andra
Pradesh} and Srinivas,
Client Relations,
Firstsource, for expressing
their views and thoughts.
We also thank one and all
who have helped in making
key decisions and discussion which
allowed us to complete this
project in time successfully.
Last but not least our families for extending their support.
This project is not the Endeavour of individual only, but

is the result of valuable time, effort and co-operation of one and
Organizational Culture & Leader

Term –II,Behavior
PGDM-IB, 09-11, Group - 1
Aishwarya – 1, Ram Mohan -11, Harish Kumar- 21, Md
Nur A Alom -31
Ranjan Shetty – 41, Sneha Gopinath - 51
all of us. So, we would like to acknowledge each other for a great
teamwork, Thank You.
: Members of
Group 1
Aishwarya,
Ram Mohan,
Harish Kumar,
Md Nur Alum,
Ranjan Shetty,
Sneha Gopinath.
The Project was divided into Six Segments:
Introduction – Aishwarya,
Literature Review – Sneha Gopinath,
Secondary Data – Ram Mohan & Md Nur Alum,
Primary Data – Ranjan Shetty,

Discussion – All the Team Members,
Conclusion – Harish Kumar.
Table of Contents
INTRODUCTION..........................................................................................................5
Organizational Culture............................................................................................5
Leadership..............................................................................................................8
REVIEW OF LITERATURE...........................................................................................11
Organization Culture.............................................................................................11
THEORIES OF LEADERSHIP....................................................................................12
1. “Great Man” Theories:...................................................................................12
2. Trait Theories:................................................................................................12
3. Contingency Theories:...................................................................................12

4. Situational Theories:......................................................................................13
5. Behavioral Theories:......................................................................................13
6. Participative Theories:...................................................................................13
7. Management Theories:..................................................................................13
8. Relationship Theories:....................................................................................13
Secondary Data........................................................................................................14
Organizational Culture..........................................................................................14
Leadership............................................................................................................17
Primary Data............................................................................................................21
Firstsource Solutions Ltd., & Eureka Forbes Ltd.,..................................................22
Organizational culture (questionnaire).....................................................................26
Discussion................................................................................................................27
Analyzing..............................................................................................................34
Conclusion.............................................................................................................35
Conclusion

INTRODUCTION
Organizational Culture
“Left unattended, a company’s culture almost always becomes dysfunctional.”
To understand what organizational culture is, we first need to

understand what culture is. Culture is a set of values that are adopted by
people who habit any place. For example, when we refer to a culture of a
particular place (say, Mayan Culture) we are talking about the shared traits
of the people who lived there, their lifestyles, their rituals, etc. If we apply
this definition of culture with the prefixed word 'organization', we are
referring to the rules and the underlying values of an organization that are
constant and apply to all employees, without any bias or favouritism. It is the
foundation of the overt and covert behaviours and reactions of all people
that work in an organization.
Organizational culture is the personality of the organization. It
describes the psychology, attitudes, experiences, beliefs and values
(personal and cultural 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. Organizational culture is the
workplace environment formulated from the interaction of the employees in
the workplace. Organizational culture is defined by all of the life experiences,
strengths, weaknesses, education, upbringing, and so forth of the
employees. While executive leaders play a large role in defining
organizational culture by their actions and leadership, all employees
contribute to the organizational culture.
Organizational culture is not the same as corporate culture. Corporate
culture is the total sum of the values, customs, traditions and meanings that
make a company unique. Corporate culture is often called "the character of
an organization" since it embodies the vision of the company’s founders. The
values of a corporate culture influence the ethical standards within a
corporation, as well as managerial behaviour.
Organizational culture and ethics can be broken up into 3 tiers on an
organizational culture pyramid. The lowest tier is that of artifacts and

behaviours. Artifacts and behaviours are the most tangible aspects of
organizational culture. The physical layout of the workplace and the
displayed behaviours of the employees comprise this level. The next tier on
the organizational culture pyramid is that of values. Values are those
thoughts which influence the assumptions and behaviours of employees.
Hence they are tangible. The top tier on the organizational culture pyramid
is that of assumptions and beliefs. This tier is the most crucial and intangible
aspect of organizational culture. At the same time assumptions and beliefs
are toughest to imbibe in the employees and takes time. But once the
employees are in tune with the assumptions and beliefs of the organization,
they stay on and impact the values and behaviours of the employees.
Figure 1. Levels of Organizational Culture (Adapted from

Schein 1980; Schein 1985)
Several methods have been used to classify organizational culture.

Some are described below:
Geert Hofstede
Geert Hofstede demonstrated that there are national and regional
cultural groupings that affect the behaviour of organizations.
Hofstede looked for national differences between over 100,000 of
IBM's employees in different parts of the world, in an attempt to find aspects
of culture that might influence business behaviour.
Hofstede identified five dimensions of culture in his study of national
influences:
Power distance - The degree to which a society expects there to be
differences in the levels of power. A high score suggests that there is an
expectation that some individuals wield larger amounts of power than
others. A low score reflects the view that all people should have equal rights.
Uncertainty avoidance reflects the extent to which a society accepts
uncertainty and risk.
Individualism vs. collectivism - individualism is contrasted
with collectivism, and refers to the extent to which people are expected to
stand up for themselves, or alternatively act predominantly as a member of
the group or organization. However, recent researches have shown that high
individualism may not necessarily mean low collectivism, and vice versus.
Research indicates that the two concepts are actually unrelated. Some

people and cultures might have both high individualism and high
collectivism, for example. Someone who highly values duty to his or her
group does not necessarily give a low priority to personal freedom and self-
sufficiency
Masculinity vs. femininity - refers to the value placed on
traditionally male or female values. Male values for example include
competitiveness, assertiveness, ambition, and the accumulation of wealth
and material possessions.
Long vs. short term orientation - describes a society's "time
horizon," or the importance attached to the future versus the past and
present. In long term oriented societies, thrift and perseverance are valued
more; in short term oriented societies, respect for tradition and reciprocation
of gifts and favours are valued more. Eastern nations tend to score
especially high here, with Western nations scoring low and the less
developed nations very low; China scored highest and Pakistan lowest.
Edgar Schein
Edgar Schein an MIT Sloan School of Management professor, defines
organizational culture as:
"A pattern of shared basic assumptions that the group learned as it
solved its problems of external adaptation and internal integration, that has
worked well enough to be considered valid and, therefore, to be taught to
new members as the correct way you perceive, think, and feel in relation to
those problems".
According to Schein, culture is the most difficult organizational
attribute to change, outlasting organizational products, services, founders
and leadership and all other physical attributes of the organization. His
organizational model illuminates culture from the standpoint of the observer,
described by three cognitive levels of organizational culture.
At the first and most cursory level of Schein's model is organizational
attributes that can be seen, felt and heard by the uninitiated observer.
Included are the facilities, offices, furnishings, visible awards and
recognition, the way that its members dress, and how each person visibly
interacts with each other and with organizational outsiders.
The next level deals with the professed culture of an organization's
members. At this level, company slogans, mission statements and other
operational creeds are often expressed, and local and personal values are
widely expressed within the organization. Organizational behaviour at this

level usually can be studied by interviewing the organization's membership
and using questionnaires to gather attitudes about organizational
membership.
At the third and deepest level, the organization's tacit assumptions are
found. These are the elements of culture that are unseen and not cognitively
identified in everyday interactions between organizational members.
Additionally, these are the elements of culture which are often taboo to
discuss inside the organization. Many of these 'unspoken rules' exist without
the conscious knowledge of the membership. Those with sufficient
experience to understand this deepest level of organizational culture usually
become acclimatized to its attributes over time, thus reinforcing the
invisibility of their existence. Surveys and casual interviews with
organizational members cannot draw out these attributes--rather much more
in-depth means is required to first identify then understand organizational
culture at this level. Notably, culture at this level is the underlying and
driving element often missed by organizational behaviourists.
Using Schein's model, understanding paradoxical organizational
behaviours becomes more apparent. For instance, an organization can
profess highly aesthetic and moral standards at the second level of Schein's
model while simultaneously displaying curiously opposing behaviour at the
third and deepest level of culture. Superficially, organizational rewards can
imply one organizational norm but at the deepest level imply something
completely different.
Leadership
Leadership has been described as the “process of social influence in
which one person can enlist the aid and support of others in the
accomplishment of a common task”. A definition more inclusive of followers
comes from Alan Keith of Genentech who said "Leadership is ultimately
about creating a way for people to contribute to making something
extraordinary happen." According to Ken Ogbonnia (2007), "effective
leadership is the ability to successfully integrate and maximize available
resources within the internal and external environment for the attainment of
organizational or societal goals." Leadership is a process by which a person
influences others to accomplish an objective and directs the organization in
a way that makes it more cohesive and coherent. Leaders carry out this

process by applying their leadership attributes, such as beliefs, values,
ethics, character, knowledge, and skills, never ending process of self-study,
education, training, and experience.
Kurt Lewin and colleagues identified different styles of leadership [29]:
 Dictator
 Autocratic
 Participative
 Laissez Faire
Dictator Leaders
A leader who uses fear and threats to get the jobs done. As similar
with a leader who uses an autocratic style of leadership, this style of leader
also makes all the decisions.
Autocratic or Authoritarian Leaders
Under the autocratic leadership styles, all decision-making powers are
centralized in the leader as shown such leaders are dictators.
They do not entertain any suggestions or initiative from subordinates.
The autocratic management has been successful as it provides strong
motivation to the manger. It permits quick decision-making as only one
person decides for the whole group, and keeps it to them until they feel it is
needed by the rest of the group. An autocratic leader does not trust
anybody.
Participative or Democratic Leaders
The democratic leadership style favours decision-making by the group
as shown, such as leader gives instruction after consulting the group.
He can win the cooperation of his group and can motivate them
effectively and positively. The decisions of the democratic leader are not
unilateral as with the autocrat because they arise from Laissez Faire or Free
Rein Leaders
A free rein leader does not lead, but leaves the group entirely to itself
as shown; such a leader allows maximum freedom to subordinates.
They are given a freehand in deciding their own policies and methods.
Free rein leadership style is considered better than the authoritarian style.
But it is not as effective as the democratic style.
Figure 2. Way an organization is designed to function

The way an organization is designed to function and the way it actually
functions are two different things. Within the boundaries of every
organization is that organization’s own unique culture. The culture is
composed of two parts - the planned, formalized side and the unplanned,
spontaneous informal side. An organization’s culture consists of the values,
norms, and attitudes of the people who make up the organization. Values
show what is important, norms reveal expected behavior, attitudes show the
mind set of individuals. What the organization and its founding bosses want
may closely resemble what their employees want. The degree of
responsibility, independence and opportunity for exercising initiative that
individuals in an organizations have, the degree of rules and regulations and
the amount of direct supervision that is used to oversee and control behavior
the typically influence the organizations culture. This is reflected upon by the
authority relationships that exist in an organization. Leaders are
instrumental in guiding the efforts of groups of employees to achieve goals
and objectives. The leader is looked upon as a role model and his behavior
and his characteristics have a deep impact on the behavior of an individual
in an organization. The leader’s involvement and participation creates an
environment which is reflected upon the culture of the organization.

REVIEW OF LITERATURE
Organization Culture
“Culture is the widening of the mind and the spirit”
Jawaharlal Nehru
Organizational culture can be defined as a system of shared meaning

held by members that distinguishes the organization from other
organizations. There are seven characteristics that capture the essence of
an organization’s culture. But it is very difficult to give only one definition,
there are many:
Outcomes- Defining culture as a manifest pattern of behavior- Many

people use the term culture to describe patterns of cross individual
behavioral consistency For example, when people say that culture is “The
way we do things around here,” they are defining consistent way is in which
people perform tasks, solve problems, resolve conflicts, treat customers, and
treat employees.
Process- Defining culture as a set of mechanisms creating cross

individual behavioral consistency- In this case culture is defined as the
informal values, norms, and beliefs that control how individuals and groups
in an organization interact with each other and with people outside the
organization.
1. Innovation and risk taking- the degree to which employees are

encouraged to be innovative and take risks.
2. Attention to detail-the degree to which employees are expected to
exhibit precision, analysis, attention to details.
3. Outcome orientation-the degree to which management focuses on
results rather than on the techniques and processes used to achieve
these outcomes.

4. People orientation- the degree to which management decisions take
into consideration the effect of outcomes on people within the
organization.
5. Team orientation- the degree to which work activities are organized
around teams rather than events.
6. Aggressiveness- the degree to which people are aggressive and
competitive rather than easygoing.
7. Stability- the degree to which organizational activities emphasize
maintaining the status quo in contrast to growth.
COMPONENTS OF ORGANISATIONAL CULTURE
✔ MATERIAL CULTURE- this mainly consists of artifacts.

✔ NON-MATERIAL CULTURE – this consists of rituals, taboos, jargon.
THEORIES OF LEADERSHIP
1. “Great Man” Theories:

Great Man theories assume that the capacity for leadership is inherent
– that great leaders are born not made. These theories often portray great
leaders as heroic, mythic, and destined to rise to leadership when needed.
The term “Great Man” was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military
leadership.
2. Trait Theories:
Similar in some ways to “Great Man” theories, trait theory assumes
that people inherit certain qualities and traits that make them better suited
to leadership. Trait theories often identify particular personality or behavioral
characteristics shared by leaders. But if particular traits are key features of
leadership, how do we explain people who possess those qualities but are

not leaders? This question is one of the difficulties in using trait theories to
explain leadership.
3. Contingency Theories:
Contingency theories of leadership focus on particular variables
related to the environment that might determine which particular style of
leadership is best suited for the situation. According to this theory, no
leadership style is best in all situations. Success depends upon a number of
variables, including the leadership style, qualities of the followers, and
aspects of the situation.
4. Situational Theories:
Situational theories propose that leaders choose the best course of
action based upon situational variable. Different styles of leadership may be
more appropriate for certain types of decision-making.
5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great
leaders are made, not born. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders, not on mental qualities or internal states.
According to this theory, people can learn to become leaders through
teaching and observation.
6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style
is one that takes the input of others into account. These leaders encourage
participation and contributions from group members and help group
members feel more relevant and committed to the decision-making process.
In participative theories, however, the leader retains the right to allow the
input of others.

7. Management Theories:
Management theories (also known as “Transactional theories”) focus
on the role of supervision, organization, and group performance. These
theories base leadership on a system of reward and punishment. Managerial
theories are often used in business; when employees are successful, they
are rewarded; when they fail, they are reprimanded or punished.
8. Relationship Theories:
Relationship theories (also known as “Transformational theories”)
focus upon the connections formed between leaders and followers. These
leaders motivate and inspire people by helping group members see the
importance and higher good of the task. Transformational leaders are
focused on the performance of group members, but also want each person
to fulfill his or her potential. These leaders often have high ethical and moral
standards.

Secondary Data
Organizational Culture
It is a system of shared meaning held by members that distinguishes
the organization from other organizations, this system of shared meaning is,
on closer examination is a set of key characteristics that the organization
values.
Organizational culture is: a shared, common frame of reference,

i.e. it is largely taken for granted and is shared by some significant portion of
members; acquired and governs, i.e. it is socially learned and transmitted
by members and provides them with rules for their organizational behavior,
a common psychology, i.e. it denotes the organization’s uniqueness and
contributes to its identity; enduring over time, i.e. it can be found in any
fairly stable social unit of any size, as long as it has a reasonable history;
symbolic, i.e. it is manifested in observables such as language, behavior
and things to which are attributed meanings; at its core, typically
invisible and determinant, i.e. it is ultimately comprised of a configuration
of deeply buried values and assumptions; is modifiable, but not easily so.

Figure 3. Levels of Organizational Culture (Adapted from
Schein 1980; Schein 1985)
Using Schein's model, understanding paradoxical organizational

behaviors becomes more apparent. For instance, an organization can profess
highly aesthetic and moral standards at the second level of Schein's model
while simultaneously displaying curiously opposing behavior at the third and
deepest level of culture. Superficially, organizational rewards can imply one
organizational norm but at the deepest level imply something completely
different. This insight offers an understanding of the difficulty that
organizational newcomers have in assimilating organizational culture and
why it takes time to become acclimatized. It also explains why organizational
change agents usually fail to achieve their goals: underlying tacit cultural
norms are generally not understood before would-be change agents begin
their actions. Merely understanding culture at the deepest level may be
insufficient to institute cultural change because the dynamics of
interpersonal relationships (often under threatening conditions) are added to

the dynamics of organizational culture while attempts are made to institute
desired change.
Although all organizations have cultures, some appear to have

stronger, more deeply rooted cultures than others Culture was initially seen
as a means of enhancing internal integration and coordination, but the open
system view of organizations recognized that culture is also important in
mediating adaptation to the environment.
How Culture Begins at Organizations?

Founders hire and keep only employees who think and feel the same
way they do. Founders indoctrinate and socialize these employees to their
way of thinking and feeling. The founders’ own behavior acts as a role model
that encourages employees to identify with them and thereby internalize
their beliefs, values, and assumptions.
The different types of Organizational Culture:
1. Dominant Culture
Expresses the core values that are shared by a majority of the
organization’s members.
2. Subcultures
Minicultures within an organization, typically defined by department
designations and geographical separation.
3. Core Values
The primary or dominant values that are accepted throughout the
organization.
4. Strong Culture
A culture in which the core values are intensely held and widely
shared.
Learning Organizational Culture:
 Stories
 Rituals

 Material symbols
 Language
 Events
Organizational culture largely dictates issues like:
 Attitude toward innovation.

 Formalization of rules.
 People/team orientation.
 Outcome orientation.
 Attitude toward women and minorities.
 Dress code.
 Language on the job.
 Discipline.
 Ethical standards.
Functions of Organizational Culture
 Culture is the social glue that helps to hold an organization together by

providing standards for what employees say or do.
 Culture provides boundary-defining roles.
 Culture conveys a sense of identity for organization members.
 It serves as a “sense-making” and control mechanism that guides and
shapes the attitudes and behaviors of the employees.
 Success within an organization depends largely on how well one fits
into the …organizational culture.
 Organizational culture varies widely from very innovative to very
traditional.
 An organization’s culture often reflects the values and personality of
the founders and leadership.
 Organizational culture is nurtured and sustained through hiring
practices and the socialization of hew hires.
 Organizational culture should be a vital consideration before accepting
a job.

Leadership
'Leadership is all about courage to dream big. ‘
Leadership is a complex process by which a person influences others

to accomplish a mission, task, or objective and directs the organization in a
way that makes it more cohesive and coherent. Leadership makes people
want to achieve high goals and objectives, while, on the other hand, bosses
tell people to accomplish a task or objective. A leader exercises authority
over the group, and it should be willingly accepted by his followers. And the
responsibilities a leader is expected to assume are full responsibility in all
situations. He must steer the group clear of all difficulties. He has to assume
responsibility for all actions of the group. Since the leader influences the
behavior and the activities of the followers he should be endowed with the
technical competence and personality traits. He should also be well aware of
his own preferences and limitations to impress upon his followers
IMPORTANCE OF LEADERSHIP
1. Initiates action
2. Motivation
3. Providing guidance
4. Creating confidence
5. Building morale
6. Builds work environment
7. Co-ordination
LEADERSHIP BEHAVIOURAL APPROACH
Autocratic:
An autocratic leader is one who commands and expects compliance.

He is dogmatic and positive and leads by his ability to withhold or give
rewards and punishments.
Participative or supportive:

The participative or supportive leadership behavior is based on the
assumption that people essentially want to participate, want to
accomplish and will work well if general supervision is employed and
where they are allowed to use their own initiative and support is given
while accomplishing their task.
Instrumental or instrumental supportive:
Instrumental behavior of leadership emphasizes the leader’s role as a

manager in the rational aspects of management namely planning,
organizing, controlling etc.
Figure 4. Leader Behavior in various situation, Impact and

their Outcome
Leadership styles
Autocratic Leader:
An Autocratic leader will not entertain any suggestions or initiative

from subordinates. Under this type of leadership, one person decides for
the whole group. An autocratic leader does not trust anybody.
Merits:

It helps to make quick decisions, Inefficient and insincere workers can
easily be identified
Demerits
It kills initiatives for work and results in frustration among workers. It
often gives scope for conflicts between the leader and his followers
Participative or Democratic Leader:
A democratic leader can win the cooperation of his group and can
motivate them effectively and positively.
Merits
The decision finally made is mutually accepted. It improves the job
attitudes of the sub-ordinate staff.
Demerits
This leadership is suitable only if the subordinates are all capable of
making worthwhile suggestions. It may, sometimes be very difficult to
evolve a solution that is acceptable to everyone.
Laissez Faire or Free Rein Leader:

A free rein leader will leave the group entirely to itself such as a leader
allows maximum freedom to subordinates.
Merits
The superior subordinate relationship is found to be very good. Highly
efficient subordinates can make use of the freedom given to them to excel.
Demerits
Control may become difficult as the leader does not involve him at all
in the activities. The subordinates are deprived of the expert advice and
moral support of their leader.
Functional Leader:
A functional leader is one who is an expert in a particular field of

activity. Such a leader always thinks of the task he has undertaken and
spends most of his time finding out ways and means of doing it better.
Merits

The very presence of an expert is beneficial to the followers and the
organization. the subordinates can certainly enrich their job knowledge and
skill.
Institutional Leader:
An institutional leader is one who has become a leader by virtue of his
official position in the organizational hierarchy. An institutional leader may
not be an expert in his field of activity.
Merits
He has official authority to act. He may initiate action against a
subordinate who is shirking duties.
Demerits
He will not be in a position to offer proper guidance to his followers
because he may not be an expert in his field of activity. Although the leader
has the official right to demand performance from his followers, he may not
have the moral right
IMPORTANT KEYS FOR LEADERSHIP
 Trust and confidence in top leadership is the single most reliable factor
of employee satisfaction in an organization.
 Effective communication by leadership in the critical areas is the key

to winning organizational trust and confidence.
 Helping employees understand the company's overall business

strategy.
 Helping employees understand how they contribute to achieving key

business objectives.
 Sharing information with employees on both how the company is doing

and how an employee's own division is doing relative to strategic
business objectives.

Figure 5; The Flow of Influence with three Leadership Styles
Primary Data
The Data collected from two organizations are been taken in a

standard format, and describes Edgar H. Schein’s “Levels of
organizational culture” as written in ‘Organizational culture and
leadership: A dynamic view’ Copyright 1985.

Figure: 6, Edgar H. Schein’s “Levels of organizational culture”
Edgar H. Schein in his comprehensive book on organizational culture

and leadership suggests that organizational culture has three levels, the
level ranges from visible artifacts and creation of testable values to invisible
and even preconscious basic assumptions. To achieve a complete
understanding of an organizations culture, all the three levels must me
studied thoroughly.
The Details are mentioned below:
Firstsource Solutions Ltd., & Eureka Forbes Ltd.,
Culture can be understood, in part through an examination of the

behavior of organization members, Personal enactment is behavior that
reflects the organizations values.
Firstsource Solutions Ltd.,
Mr. Santosh Vasudevan the operations manager at one of the process

values good relationship and believes that people are the most important
part of the organization, he conducts Open house meetings every two
months to know the problems faced by the employees. The employees know
that if their problems or concerns are addressed properly then they know
they need to give 100% efficiency; he also goes out for dinner with the
winning team who has performed exceptionally well.
Eureka Forbes Ltd.,
Mr. T. K. Ravikumar, a regional sales manager (Region – 5) {Karnataka

& Andra Pradesh} His way of believing people in his organization by sharing
the sales report of the business every month. The employees intern know
that if monthly sales are higher than the sales in the previous year, He also
recommends the General manager for Taking his team to Foreign tour if the
sales team have achieved targets. [Last year they have toured to Thailand &
Bangkok]

Relatively elaborated set of activities that are enacted time and again
on important occasions are known as organizational ceremonies and rites.
1. Rites of enhancement: Reward and recognition for Best Customer

Service Executive, Best Team, Best Team Leader, etc.,
2. Rites of integration: An annual picnic is planned every year,
in the month of May{ In 2008,May they have been to Pondicherry}
Eureka Forbes Ltd.,
1. Rites of passage: Rewards the persons for retirements,

Promotion, etc.,
2. Rites of Integration: Annually 7 day fully paid tour is
organized by the organizations at various places in India {In January
2009 they have been to Goa}
Most of the researches have argued that the most effective way of
reinforcing Organizational values is through Stories.
At the time of Induction or orientation program at Firstsource they

show the videos, have lecture sessions about the Organization culture,
values, integration and behavior. Stories about the past and the future of
the organizations, about the Boss, Promotions, crises situation, When
rules are broken, etc.,
Eureka Forbes Ltd.,
The story told and retold is different at Eureka Forbes ltd., as

compared to Firstsource, the aspects they consider is any new employee
need to go to different Branches they call it as “CRC” [Customer response
centers], and speak to the higher level of management to know more about
an organizations.
Symbols communicate organizational culture by unspoken messages.

When you look at the symbol of Firstsource there is an angle ring like
design, this shows that in this organization they make sure you are well
protected, and there is a blessing always.
Eureka Forbes Ltd.,
The logo of Eureka Forbes Ltd. Have a shining star, this shows how much
importance one gets at this organization this shows the culture of the organization
for any new idea that any of the employees have.
Values are the second and deeper level of culture; Values are often
companies’ mission statement.
Respect
We respect each and every individual in our organization and believe

this is key to creating and maintaining trust.
Teamwork
We believe that by working together everyone achieves more, leading

to high performance which adds tangible value at all levels.
People Centricity

We are sensitive to employees’ needs and aspirations and provide
opportunities for personal and professional growth.
Integrity
We ensure integrity by being fair, consistent and committed. We have

zero tolerance for falsification of data or information.
Transparency
We value the feedback and opinion of our employees and clients. Our
leaders are accessible and open to feedback at all times.
Fun
We create the right environment to ensure work is fun and engaging.
Eureka Forbes Ltd.,
Integrity and high ethical standards. Mutual respect and trust in

our working relations. Communication that is open consistent and two
ways. Diversity of people culture and ideas. Innovation and
encouragement to challenge the status quo. Continuous improvement,
development and Learning in all we do teamwork and meeting our
commitments to one another performance with recognition for results.
Assumptions are the deeply held beliefs that guide behavior and tell
members of an organization how to perceive and think about thing, as the
deepest and most fundamental level of organizations culture.
Srinivas, Client Relations

Srinivas joined Firstsource in 2002 as Assistant Manager – Operations.
During his career at Firstsource, Srinivas has worked across three different
verticals - operations, F&A and Client Services. Srinivas has grown from
Assistant Manager to Manager to DGM, Client Relations for a UK Banking and
Financial Services client.

“It has been an enriching and exciting journey at Firstsource. I am
delighted that inspite of the expansion and growth the company has
undergone, nothing much has changed in terms of work ethics,
management focus and the fantastic work culture. The most motivating part
for employees is that it is willing to grow people from within and give them
opportunities and hands-on-experience within new domains.”
Eureka Forbes Ltd.,
Mr. T. K. Ravikumar, a regional sales manager (Region – 5) {Karnataka &

Andra Pradesh}
Joined as Sales Representative in 1998, Enthusiasm and desire to work
and learn moved him to Head regional sales manager.
“Looking back, my journey at Eureka Forbes Ltd., has been an
extremely fruitful and rewarding one. It has been enriching as I have not
only learnt the nuances of handling a business but have also been able to
witness the different stages of a business at different levels. Eureka Forbes
Ltd., is second to none in providing good employee benefits and serves as a
platform for providing career advancement. For me, growth was the biggest
motivation to have stayed back at Eureka Forbes Ltd.,”
Organizational culture (questionnaire)

Greetings,
We the students of IFIM BUSINESS SCHOOL are conducting a survey

to find out the Organizational culture in companies.

The filling up of this questionnaire will last approximately 8
minutes, and the information provided in this questionnaire is kept as
confidential. We'd like to emphasize we are not selling anything, this is
purely research and you will not receive any follow-ups from this research.
Name :
Designation :
To what extent are the following statements true about the

company?
Completely Mostly Somewhat Somewhat Mostly Completely

False False true true
False true
1 2 3 4 5 6
___ In this company, people are expected to follow their own personal and
moral beliefs.
___ People are expected to do anything to further the company’s interests.
___ In this company, people look out for each other’s good.
___ It is very important here to follow the company’s rules and procedures
strictly.
___ In this company, people protect their own interest above others
consideration.
___ The first consideration is whether a decision violates any law.
___ Everyone is expected to stick by company rules and procedure.
___ The most effective way is always the right way in the company.
___ Our major consideration is what is best for everyone in the company.

___ In this company, the law or ethical code of the profession in the major
consideration.
___ It is expected at this company that employees will always do what is

right for the customer and the public.
We appreciate your patience and the time you have allocated for filling
the questionnaire, as you have given some valuable information and this
adds as a catalyst to the study we are conducting.
Thank you,
Warm Regards,
Students of IFIM Business School
2009-11 PGDM-IB
Discussion
The Discussion is based on the questionnaire being filled by 25 people

from different organizations and from different designations, before
preparing the questionnaire we thought about the objective on the outcome
of the culture in organization by the view point of the Employee.
The Objectives of the Questionnaire are:
1. The questionnaire is designed to find out the people from different

industry how they rate their organizations Culture.
2. It focuses on the experience of the people.
3. How they feel about their rules and procedures at the organization?
4. How welcoming they are for the changes at their organization.
5. It also focuses on the perception of an employee about the ethical
behavior of their organization.
The result of the questionnaire is given below,
Question 1

In this company, people are expected to follow their own personal and moral
beliefs.
The questionnaire filled up by all the 25 people participated by

answering this question, his question asked was basically to understand the
personal and moral beliefs that they follow in the company for which
majority of 36% answered somewhat false and the also 32% of applicants
believed somewhat true,
Questio
n1 1 2 3 4 5 6
Percent
age 8% 20% 36% 32% 4% 0%
Question 2
People are expected to do anything to further the company’s interests.
This question helps us in understanding the behavioral aspect of the

employees to do anything for the benefit of the company’s interest, and 40%
of the applicants agree that the company expects them to do as part of the
cultural behavior, and non of then do not agree completely or completely
disagree.
Questio
n2 1 2 3 4 5 6
Percent
age 0% 4% 28% 40% 28% 0%
Question 3
In this company, people look out for each other’s good.
This question helps us understand the relationship of colleges in the

organization and the culture at which it is natured and this focuses at the
relationship in the organization and this is very essential for any organization
to have this kind of environment and 28% of the applicants agree that they
have good environment and mostly agree about the fact.
Questio 1 2 3 4 5 6

n3
Percent
age 4% 12% 24% 28% 28% 4%
Question 4
It is very important here to follow the company’s rules and procedures

strictly.
This helps understand the perception of the employees in the
organization to follow the procedure and rules of the company strictly in the
organization, which helps us understand the implication and the cultural
behavior in the organization to follow the procedures, this helps define the
organizational goals and values and the mission statement.
Questio
n4 1 2 3 4 5 6
Percent
age 4% 12% 24% 28% 32% 0%
Question 5
In this company, people protect their own interest above others

consideration.
This question was asked to help us understand the relationship in the

office with others employees and measure how healthy is it, this defines that
loophole if any organization have it or not, and when we had the survey
done almost 44% of them agree that they put their interest above others
interest which is striking, as people are more selfish and non of the
applicants deny the fact that they are not selfish when it comes to work,
Questio
n5 1 2 3 4 5 6
Percent
age 0% 0% 12% 28% 16% 44%
Question 6
The first consideration is whether a decision violates any law.

Almost 52 % of applicants surveyed agree somewhat that the decision
would violate any law, but 36% of applicants say somewhat false, and this
shows that in a organization only after taking some decision they actually
come to know that this decision violates law, but from the findings we
understand that the most of them do or do not agree, this shows that the
organization behavior have a constrain called law, but without which may
increase the concerns.
Questio
n6 1 2 3 4 5 6
Percent
age 0% 4% 36% 52% 8% 0%
Question 7
Everyone is expected to stick by company rules and procedure.
Most of them that is almost 80% of them agree with this that is due to
the face that any organization do not expect to break any rules or
procedures, until it is proven, and this makes most of the employees stick to
their rules and procedures, and only 20% of them say that they do not stick
to the rules.
Questio
n7 1 2 3 4 5 6
Percent
age 4% 4% 12% 48% 28% 4%
Question 8
The most effective way is always the right way in the company.
The Interesting fact from this question surveyed was that the
percentage of people agree is just an inch less than that of the people who
agree, 52% disagree or say false, and 48% applicants say True and Agree,
this shows that the applicants are the best lot of the sample from the
population that had been asked to answer this survey, the fact in this
question shows that the people do not believe that doing right thing in the

company do not help them grow in the company, and they this is because of
the time consumed in choosing with way is correct and which is wrong.
Questio
n8 1 2 3 4 5 6
Percent
age 0% 16% 36% 28% 12% 8%
Question 9
Our major consideration is what is best for everyone in the company.
This shows that the ethical role for an employee in the company that if
the Good number agree about a decision then the decision is good for an
organization and this kind of environment is provided by the top level of
management and this shows the responsibility to the ethical behavior of the
employees to the organization.
Questio
n9 1 2 3 4 5 6
Percent
age 8% 20% 16% 32% 20% 4%
Question 10
In this company, the law or ethical code of the profession in the major
consideration.
Majority of the applicants accept that the law and the ethical code of
the profession is a major consideration in the company to grow and this
helps in having a profession is a major consideration in the company to grow
and this helps in having a positive culture and which helps the organization
to have a positive culture and which helps the organization to have a ethical
code of conduct acceptable by law. Here 36% go by somewhat true and 32%
by Mostly true. But none of them completely agree or completely disagree.
Question
10 1 2 3 4 5 6

Percenta
ge 0% 12% 20% 36% 32% 0%
Question 11
It is expected at this company that employees will always do what is right for
the customer and the public.
A simple question which is a straight forward one which shows that the
company or the organization that applicants are working which always do
the right for the customers and the general public, and they do expect to do
so, as an ethical understanding almost 84% of the sample agree with this
and a large crunch of 40% of applicants agree with somewhat true, and rest
24% go by mostly true.
Question
11 1 2 3 4 5 6
Percenta
ge 0% 4% 12% 40% 24% 20%
Analyzing
To describe the results from the questionnaire, in a total of 25

applicants from different organizations and from different designations there
was 100% participation. There are some striking outcomes that this
questionnaire helped us to find out in this study and there was some of the
facts that once again reflected that the ethical behavior in an organization is
very much important and the Organization Culture and the leaders should be
responsible for the culture at the organization. This shows that for any
organization, Organizational Culture & behavior is an important factor.

Conclusion
Edgar Schein has concluded organizational culture & leadership to
mainly include the following:
• Culture a phenomenon that surrounds us all.
• Culture helps us understand how it is created, embedded,

developed, manipulated, managed, and changed.
• Culture defines leadership.
• Understand the culture to understand the organization.
• Culture is customs and rights.
• Good managers must work from a more anthropological model.
• Each organization has its own way and an outsider brings his/her
baggage as observer.
• Understand new environment and culture before change or

observation can be made.
• Culture: norms, values, behaviour patterns, rituals, traditions.
• Culture implies structural stability and Patterning and

integration.
• Culture is the accumulated shared learning from shared history.
• Culture explains incomprehensible, irrational.

• Organization with history has culture.
• Not every group develops a culture.
• Once culture exists it determines criteria of leadership.
• Leaders should be conscious of culture otherwise it will manage

them.
• Culture is multidimensional, multifaceted.
• Culture reflects group's efforts to cope and learn.
• Every group must learn to be a group.
• Groups must reach consensus.
• Leaders should embed the assumptions into and create culture.
• Leaders should get others to share assumptions.
• Primary mechanisms used to embed in ongoing manner.
• Secondary more subtle, more ambiguous, more difficult to

control, yet can be powerful reinforcements.
• Primary mechanisms convey culture content to newcomers.
• Secondary become primary in time.
• New leaders become cultural change agents as organizations

mature.
• Remember to integrate subcultures.
• Be sensitive to subcultures.
Building an effective organization is a matter of meshing by

encouraging evolution of common goals, common language, and common
procedures to solve common problems.

Thus we understand from the above that organizational culture
consists of an organization’s shared values, symbols, behaviours, and
assumptions. It allows its members to frame events in a similar fashion and
provides the stability an organization needs to survive in an ever changing
world. No perfect culture exists. In order to be the “right” culture for an
organization, it must be functional and allow the organization to meet its
mission and goals. It is very important that an organization periodically
reviews its culture to make sure it still allows the organization to succeed in
its competitive environment. One can never truly understand an
organization until one understands the culture of that organization.
Whilst all writers highlight the importance of the human factors in

implementation, we can conclude that their differing views as to how to
approach the people issues, reflects the diversity of opinion within the
broader perspective of change management. A diversity that stems from the
very different opinions as to what organizational culture is, and as to
whether and how it can be changed.
Based on the interaction with the industry & literature review, we can
make a number of tentative conclusions. First, that most organizations are
making significant reductions in staff numbers and that they are under-going
significant change both in their type of organizational structures and in their
management styles. The employees of the organization do believe that
organizational culture can be changed, it seems there is little consensus as
to the factors for achieving such change, other than, it needs time to
accomplish. Thirdly, that management is not concerned about any ethical
considerations in changing their employee’s values and beliefs.
A tentative conclusion is that most employee improvements occur

when there is indeed an emphasis on the harder techniques, particularly
those that aim to directly change employee’s behavioural patterns, but then

most improvements occur where these are complemented by a number of
softer techniques.
Culture spans the range of management thinking and organizational

culture has been one of the most enduring buzzword of popular
management. It is apparently unifying and this strongly appeals to
managements concern with projecting an image of the organization as a
community of interest. Perhaps most importantly culture penetrates to the
essence of an organization –it almost is comparable to the concept of
personality in relation to the individual and this acute sense of what an
organization is - its mission, core values - seems to have become a
necessary asset of the modern company.
Organizational culture is a powerful force that has toppled the CEOs of

Fortune 500 companies and turned small businesses into powerful success
stories. But organizational culture does not simply exist in the business
world. All organizations no matter how big or small have a culture.

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First we would extend our honest thank to our faculty Prof.

A special thanks to Mr. Santosh

This project is not the Endeavour of individual only, but

Organizational Culture & Leader

The Project was divided into Six Segments:

Literature Review – Sneha Gopinath,

Secondary Data – Ram Mohan & Md Nur Alum,

Primary Data – Ranjan Shetty,

Organizational Culture & Leader Behavior

Conclusion – Harish Kumar.

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

To understand what organizational culture is, we first need to

Organizational Culture & Leader Behavior

Figure 1. Levels of Organizational Culture (Adapted from

Several methods have been used to classify organizational culture.

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

Figure 2. Way an organization is designed to function

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

“Culture is the widening of the mind and the spirit”

Organizational culture can be defined as a system of shared meaning

Outcomes- Defining culture as a manifest pattern of behavior- Many

Process- Defining culture as a set of mechanisms creating cross

1. Innovation and risk taking- the degree to which employees are

Organizational Culture & Leader Behavior

COMPONENTS OF ORGANISATIONAL CULTURE

✔ MATERIAL CULTURE- this mainly consists of artifacts.

1. “Great Man” Theories:

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

Organizational Culture & Leader Behavior

Organizational culture is: a shared, common frame of reference,

Organizational Culture & Leader Behavior

Using Schein's model, understanding paradoxical organizational

Organizational Culture & Leader Behavior

Although all organizations have cultures, some appear to have

How Culture Begins at Organizations?

The different types of Organizational Culture:

Organizational Culture & Leader Behavior

Organizational culture largely dictates issues like:

 Attitude toward innovation.

Functions of Organizational Culture

 Culture is the social glue that helps to hold an organization together by

Organizational Culture & Leader Behavior

Leadership is a complex process by which a person influences others

6. Builds work environment

LEADERSHIP BEHAVIOURAL APPROACH

An autocratic leader is one who commands and expects compliance.

Organizational Culture & Leader Behavior

Instrumental or instrumental supportive:

Instrumental behavior of leadership emphasizes the leader’s role as a

Figure 4. Leader Behavior in various situation, Impact and

An Autocratic leader will not entertain any suggestions or initiative

Organizational Culture & Leader Behavior

Participative or Democratic Leader:

Laissez Faire or Free Rein Leader:

A functional leader is one who is an expert in a particular field of

Organizational Culture & Leader Behavior