A Project Report on

ORGANIZATION CULTURE
at
SUMEGA Software Solutions

A dissertation submitted in partial fulfillment of the requirements for the award of the degree of

Master of Business Administration

Presented By

G ANITHA
H.T. NO: 15031E0008

Under the Esteemed Guidance of

Dr. A. PRABHU KUMAR

Professor & Director,
Board of Studies

School of Management Studies

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY
Kukatpally, Hyderabad – 500085
2015-2017
Dr. A. PRABHU KUMAR Phone Office: 040 2307511
M.Tech. MBA (E&E). Ph.D.
Director

CERTIFICATE

This is to certify that G. ANITHA (15031E0008) is a bonafied student of School of

Management Studies, Jawaharlal Nehru Technological University, Hyderabad during 2015-
2017.

This is to certify that the report titled “ORGANIZATION CULTURE” is

submitted in partial fulfillment for the award of MBA program of School of Management
Studies, Jawaharlal Nehru Technological University Hyderabad. This has not been submitted
to any other University or Institution for the award of any Degree/Diploma/Certificate.

Dr. A. Prabhu Kumar

Director
School of Management Studies
Jawaharlal Nehru Technological
University Hyderabad
Place: Hyderabad
Date:
 PROJECT GUIDE CERTIFICATE

This is to certify that G ANITHA (15031E0008) is a bonafied student of School of

Management Studies, Jawaharlal Nehru Technological University Hyderabad during 2015-
2017.

This is to certify that the report titled “ORGANIZATION CULTURE” is done under
my guidance and submitted in partial fulfillment for the award of MBA degree from School of
Management Studies, Jawaharlal Nehru Technological University, Hyderabad. This has not
been submitted to any other University or Institution for the award of any
Degree/Diploma/Certificate.

Dr. A. Prabhu Kumar

Director
School of Management Studies,
JNTU, Hyderabad.

Place: Hyderabad
Date:
 DECLARATION

I, the undersigned, hereby declare that the project report entitled “ORGANIZATION
CULTURE” carried out at SUMEGA SOFTWARE SOLUTIONS PVT. LTD. Is my original
work written and submitted by me in partial fulfillment of Master`s Degree in Business
Administration of School of Technology, JNTU Hyderabad. This is to further declare that this
report is authentic and not submitted earlier in any other university or institution. I also confirm
that the contents of the report and the views contained herein have been discussed and deliberated
with the Guide.

Place: Hyderabad G. Anitha

Date: 15031E0008
 ACKNOWLEDGEMENT

I take this opportunity to extend my profound thanks and deep sense of gratitude to the
authorities of Heritage. For giving me the opportunity to undertake this project works in their
esteemed organization.

My sincere thanks to Honorable Director Dr. Prabhu Kumar. For the kind encouragement
and constant support extended in completion of this project work. From the bottom of my heart

I am also thankful to all those who have incidentally helped me, through their valued
guidance, co-operation and unstinted support during the course of my project.

Finally, I would thank Faculty of SMS, friends and well-wishers who gave support,
suggestions and spending valuable time for guiding me in carrying out my project work.

G ANITHA
H.T. NO: 15031E0008
 ABSTRACT

The main aim of this research is to evaluate an organizational culture based primary
characteristics to identify it. Organizational culture is commonly known as the values, beliefs and
basic assumptions that help guide and coordinate member behaviors. Developing a better
understanding of the organizational culture in which a quality improvement process is
implemented can provide insight into what strategies an organization might undertake to improve
readiness for implementation. The overall purpose is to identify the organizational culture, define
the strengths and weaknesses, and provide recommendations for methodology of organizational
change, teambuilding, and resolution of cultural conflict.

Organizational culture has been one of the most studied and theorized concepts in
organizational development. New ways of working, globalization, increased competition and
change in technology have created a greater need for strategic innovation and co-ordination and
integration across units. Culture is the single most important factor for success or failure and has
the greatest potential to affect organizational improvements or hold it back. In order to implement
strategic initiatives or performance improvement interventions, it is important that an
organization understands the current status of its organizational culture. The best way to gain
understanding of the culture is by assessing it. The Survey measures four culture traits, namely,
involvement, consistency, adaptability and mission. Descriptive and inferential statistics were
used to analyze the data. Results indicated that employees perceived involvement, consistency,
adaptability and mission positively. Furthermore, there were no significant differences found for
consistency and sense of mission by employees in different departments. This study helps in
identifying the weaker aspects of culture in terms of values and beliefs that prevail in the
organization.
 CONTENTS

CHAPTER NO. PARTICULARS PAGE.NO

ABSTRACT

1. INTRODUCTION 1
1.1 Defining Organizational Culture 2
1.2 Culture Formally Defined 2
1.3 Importance of Organizational Culture 3
1.4 Need of the Study 3
1.5 Scope of the Study 4
1.6 Objectives of the Study 4
1.7 Limitations of the Study 4

2. COMPANY PROFILE 5
2.1 SUMEGA SERVICE 5

3. REVIEW OF LITERATURE 7
3.1 What is authoritative culture 9
3.2 Key Characteristics of Organization Culture 10
3.3 Some Types of Culture 11
3.3.1 Authoritarian Culture
3.3.2 Participative Culture
3.3.3 Mechanistic Culture
3.3.4 Organic Culture
3.3.5 Sub-societies and Dominant culture
3.3.6 Academy Culture
3.3.7 Baseball Team Culture
3.3.8 Club Culture
3.3.9 Fortress Culture
3.4 Culture – Input and Output 14
 3.5 Creation of a Culture 15
3.6 Keeping a Culture Alive 17
3.7 Theories of Organizational Culture 18
3.8 Cultural Change 19
3.9 Why is organizational culture significant? 20
3.10 Key standards on organizational culture 21

4. RESEARCH METHODOLOGY 23
4.1 Research Design 23
4.2 Data Collection 23
4.3 Tool of Analysis 24
4.3.1 Percentage method
4.3.2 Sampling technique
4.3.3 Sample Size

5. DATA ANALYSIS AND INTERPRETATION 25

5.1 Percentage Analysis of the Data 25
5.2 Factor Analysis 27
5.2.1 KMO and Bartlett's Test 27
5.2.2 Hypothesis Testing 29
5.2.3 Chi-Square Tests 30

6. RESULTS AND DISCUSSIONS 34

6.1 Findings 34
6.2 Suggestions 35
6.3 Conclusion 36

BIBLIOGRAPHY 37
FIGURE. NO. PARTICULARS PAGE NO.

Figure 1. 1 Organization Structure 7

Figure 3.1 Adapted from Williams et al 1989 16

 CHAPTER-1
INTRODUCTION

The nearness of a solid and suitable hierarchical culture has turned out to be
basic for an association to work adequately and productively in the cutting edge
period. Hierarchical culture is the intentionally or subliminally acknowledged and
pursued lifestyle or way of performing everyday exercises in an association. It
assumes a significant job in deciding and control11ling worker conduct at work
environment.

The guiding principle, suspicions, standards, methods, and so on that are

followed in an association comprise its way of life. These are as a general rule,
acknowledged and pursued all through the association, absent much deviation. In any
case, the nearness of people from different social societies and foundations in an
association, may loan a slight variety to the convictions and philosophies of the
hierarchical individuals. This distinction brings about the arrangement of subcultures
inside associations. The nearness of subcultures might be beneficial to an association
as the deviations from the standard may hurl options in contrast to existing practices,
which are regularly valuable to the association in adjusting to changes in the outer
condition. Such versatility is basic for the association to endure. Be that as it may, if
the distinctions in philosophies go past an attractive level, they may negatively affect
the association and undermine it. The quality of an authoritative culture relies upon
the sharedness and power of the guiding principle of the association. A solid culture
will in general improve worker responsibility and steadfastness towards the
association.

Hierarchical culture is the character of the association. Culture is contained the

presumptions, qualities, standards and unmistakable signs (ancient rarities) of
association's individuals and their practices. Individuals from an association before
long come to detect the specific culture of an association.

The idea of culture is especially significant when endeavoring to oversee

association wide change. Specialists are coming to understand that, notwithstanding

1
the best-laid plans, hierarchical change must incorporate changing structures and
procedures, yet in addition changing the corporate culture too.

Culture a marvel that encompasses every one of us.

Culture encourages us see how it is made, installed, created, controlled,
oversaw, and changed.
Culture characterizes administration.
Understand the way of life to comprehend the association.

1.1 Defining Organizational Culture

Culture is traditions and rights.

Good directors must work from an increasingly anthropological model.
Each association has its own particular manner and a pariah brings his/her
things as spectator.
Understand new condition and culture before change or perception can be
made.
1. Observe conduct: language, traditions, and conventions
2. Groups standards: guidelines and qualities
3. Espoused qualities: distributed, openly declared qualities.
4. Formal Philosophy: mission
5. Rules of the Game: standards to all in association
6. Climate: atmosphere of gathering in collaboration
7. Embedded abilities:
8. Habits of reasoning, acting, standards: Shared information for
socialization.
Culture: standards, values, personal conduct standards, customs, conventions.
Culture infers basic soundness and Patterning and joining.
Culture is the collected common gaining from shared history.

1.2 Culture Formally Defined

An example of shared fundamental suspicions that the gathering educated as it
tackled its issues of outside adjustment and inward incorporation that has functioned

2
admirably enough to be viewed as legitimate and, accordingly, to be instructed to new
individuals as the right way you see, think, and feel in connection to those issues.

1.3 Importance of Organizational Culture

Representatives ought to be occupied with their work. They long for work that
is agreeable, important and locks in. When they are locked in they are more secure at
work, increasingly profitable and additionally eager and ready to charm clients. It is
for these fundamental reasons that authoritative culture matters. It is the proper thing
for an association to do - to consider the workplace, working connections and "how
representatives get things done here."

Concentrating on structure and supporting a hierarchical culture is one method

for demonstrating that individuals are the association's most significant resource.

1.4 Need of the Study

The culture is to choose the behavior of the organizational

How it helps in working environment and improves performance of employees
Each employee is clear about his jobs and duties in the association and
expertise to achieve the undertakings in front of the due dates.
It is basic for the representatives to change well in the association culture for
them to convey their level best.
The work culture joins the representatives who are generally from various
back grounds, families and have changed frames of mind and mindsets.

1.5 Scope of the Study

• It encourages the administration to comprehend the reasons for execution

issues.
• It encourages the administration to see how to evaluate the viability of
inspirational practices in the association.

3
• This study centers around the present violent, regularly confused, condition,
business achievement relies upon workers utilizing their gifts in full.
• The executives can make the workplace where their representatives will
flourish.
• The board can upgrade the expert view of the workers.
• Enhance worker relationship.
• Provide productive input to their presentation.
• Encourage the determination of the workers to change the negative standard of
conduct.

1.6 Objectives of the Study

This investigation is embraced with the accompanying destinations.

• To survey the current culture of the association and to discover its effect on
representative's conducted.
• To examine the general execution of the workers.
• To get familiar with the workers association with their companions.
• To consider the workers feel about the administration.
• To see how the business supports interest in basic leadership.
• To discover the workers persuasive factor.
• To recommend measures for better authoritative culture in the organization

1.7 Limitations of the Study

The frame of mind of the laborer changes every once in a while. Thus the
consequence of the undertaking might be relevant just at present.

4
 CHAPTER -2
COMPANY PROFILE

2.1 SUMEGA SERVICE

We, at the Agency, are persuaded that "THE WORDS AND DEEDS"
explanation accurately mirrors the all inclusive and legit disposition that we have
towards the calling rehearsed by us. Our definitive objective is to give our Customers
top quality administrations. Such administrations build up positive relations and
validity among us and every outer client. Trust incites positive attitude, which being
the essential for inclusion and dedication structures bonds established on discerning
and passionate variables. Such bonds are exceptionally troublesome, and in some
cases difficult to sever. It appears that a reasonable mission turns out to be
increasingly profitable, particularly in a powerfully developing business sector.

5
 Trust is a valid, substantial connection that decidedly separates organization
tasks through changing accomplices, clients, and leaders into people sincerely
persuaded to our Client's procedures and ideas. The capacity to make such an
enduring relationship is a special aftereffect of ordinary work dependent on words and
deeds. We are a group of fruitful youthful experts truly committed to whatever we do.
We have been demonstrated people in our previous assignments. With all our ability
and exertion we will guarantee you meet your goals set in time.

Our identity

Sumega advisors Incorporation is a forte IT Consulting business process plan

provider for overall clients in various vertical and level streams, for instance, reserve
and records, social protection, fiscal organizations, human resource and learning
procedure re-appropriating and staffing. Sumega has an unrivaled ability to empower
its clients associations to create by improving their back-office structures, while on a
very basic level decreasing expenses.

Our Mission

"To be the best in the business, exceptionally aggressive and best in

conveyance. Outstand from the group in administration as need. To chip away at solid
basics. To be the best specialist organization."

Our Vision

Sumega Consultants Incorporation will be the pioneer in staffing splendor. We

will empower a motivate or applicants and agents to achieve their livelihood
destinations by offering assistance, Direction, and duty as a confided in calling
associate. We will portray and raise their wants, encouraging them to need to secure
data and also energy for people, learning, headway, and relentless livelihood and
personal growth. We will give our customers advantage that acquits uprightness,
dependability, and dedication as we empower them to put the perfect people in the
right occupations inside their affiliation.

6
 CEO

SERVICES ADMINISTRATION

Manager Manager
(IT Services) (HR)

Manager
Manager
(Out Sourcing)
(Marketing)

Manager
(Consulting Services)

Manager
(Training Programs)

Employees/Staff/Faculty

Fig. 1: Organization Structure

7
 CHAPTER 3
REVIEW OF LITERATURE

Organizational culture is the collective behavior of humans who are part of

an association and the implications that the general population append to their
activities. Culture incorporates the association esteems, dreams, standards, working
language, frameworks, images, convictions and propensities. It is additionally the
example of such aggregate practices and presumptions that are instructed to new
hierarchical individuals as a method for seeing, and notwithstanding thinking and
feeling. Hierarchical culture influences the manner in which individuals and
gatherings interface with one another, with customers, and with partners.

"Authoritative culture alludes to the general culture inside an organization or

association, and is frequently additionally alluded to as corporate culture, however
that isn't the best depiction since a huge non-benefit association or philanthropy could
likewise have its very own hierarchical culture despite the fact that they are certainly
not partnerships. Here are a portion of the numerous meanings of authoritative culture
that can be found."

Authoritative culture is a principal part of an association's aggregate

encounter. It might incorporate schedules, convictions, qualities, objectives, and
frameworks which are found out, re-learned and passed on to new workers.
Hierarchical culture can likewise incorporate formal procedures, for example,
arrangements and systems identifying with working hours, representative benefits and
sets of expectations; and casual procedures, for example, administration styles and
examples of data sharing.

There are numerous valid justifications why associations need to strive to keep
up a decent or improve a poor authoritative culture:

• Organizations with solid, sound societies will in general outflank associations with
more fragile societies.

8
• The psychosocial workplace, the association of work and the administration culture
of the work environment can dramatically affect representative pressure and
wellbeing results.

• Developing a solid work environment gives a chance to improve the strength of your
association and to improve its open picture and profile. It additionally offers the
opportunity to control authoritative wellbeing costs and straightforwardly affect your
primary concern.

• When representatives experience a strong workplace, costs identified with disease,

incapacity and non-appearance are brought down and worker fulfillment and
profitability are expanded.

• Better administration of workers can be a significant key to turning into a business

of decision and drawing in and holding gifted staff.

3.1 What is authoritative culture?

Authoritative culture has been considered contrastingly by researchers during

the time the idea has been known and acknowledged. Wilkins (1983) contends how
authoritative culture is best observed as individuals' standard conduct and their
underestimated methods for seeing the world. Accentuation should, as indicated by
Wilkins (1983), be put on the basic, underestimated suppositions just as directions of
a gathering of individuals. This is in accordance with Schein (1992), whose
accentuation and inclination is on the fundamental suspicions among a gathering of
individuals, in light of the fact that these will in general be underestimated. Cameron
and Quinn (1999) follow up on this and state that the hierarchical culture "alludes to
the underestimated qualities, fundamental suspicions, desires, aggregate recollections,
and definitions present in an association".

Culture can likewise be viewed as omnipresent and covering all zones of

gathering (for example authoritative) life (Schein, 1990). Schein (1990) believes
culture to be what a gathering realizes after some time as this gathering takes care of
its own issues of survival in an outer domain, just as its issues of inner mix.

9
 Harris and Cronen (1979) have considered hierarchical to be as an "ace
contract", including the association's mental self view just as standards that arrange
convictions and activities in light of this picture. Goffee and Jones (1996) believe
culture to be "network” that is the result of how individuals identify with each other.

Pettigrew (1979) takes the ideas of direction, responsibility, and request and
takes a gander at how these are produced in an association. Through the sentiments
and activities of the originator, just as through a blend of convictions, philosophy,
language, customs and legends, Pettigrew (1979) names the majority of this
hierarchical culture.

Schwartz and Davis (1981) take a gander at it from another point, by taking a
gander at what authoritative culture isn't. Culture is, state Schwartz and Davis (1981),
not atmosphere; a view likewise held by Trice and Beyer (1993). Cameron and
Ettington (1988) affirm that there is some disarray in the writing among culture and
atmosphere. Also, Schwartz and Davis hold that culture is an example of convictions
and desires which is shared by the association's individuals.

Trice and Beyer (1993) further develop the rundown of what societies are not;
not mindless obedience, not social structure, not similitude, lastly, not really the way
to progress. On the other hand, the creators state that societies are aggregate,
genuinely charged, verifiably based, inalienably representative, dynamic, and
characteristically fluffy. Geert Hofstede (1991), long time master on national societies
and its job in correspondence, exchanges, and business, accepts authoritative culture
is all encompassing, generally decided, identified with the things anthropologists'
examination, socially built, delicate, and hard to change.

3.2 Key Characteristics of Organization Culture

Development and Risk Taking: how much workers are urged to be imaginative and
go for broke.

10
Tender loving care: how much workers are normal show accuracy, examination and
meticulousness.
Result Orientation: how much administration centers around results or results as
opposed to on the systems and procedures used to accomplish those results.

Individuals Orientation: how much administration choices are think about and the
impact of results on individuals inside the association.

Group Orientation: how much work exercises are composed around groups instead
of people.

Forcefulness: how much individuals are forceful and aggressive rather nice.

Soundness: how much authoritative exercises accentuate keeping up the present state
of affairs as opposed to development.

3.3 Some Types of Culture

There are various sorts of culture simply like there are various kinds of
character.

3.3.1 Authoritarian Culture:

There is centralization of intensity with the pioneer and acquiescence to

requests and order are pushed. Any rebellion is rebuffed seriously to set a guide to
other people.

The essential supposition that will be that the pioneer consistently acts in light
of a legitimate concern for the association.

3.3.2 Participative Culture:

Participative culture will in general rise where most authoritative individuals

consider themselves to be equivalents and partake in basic leadership.

11
3.3.3 Mechanistic Culture:

The unthinking society shows the estimations of organization. Hierarchical

employments are made around tight specializations and individuals think about their
professions fundamentally inside these specializations. There is a lot of departmental
unwaveringness and between departmental ill will. This kind of culture opposes
change and development.

3.3.4 Organic Culture:

For this situation, specialist chain of importance, departmental limits,

principles and guidelines, and so forth are altogether scowled up. The principle
accentuation is on errand achievement, collaboration and free progression of
correspondence. The way of life stresses adaptability, discussion, change and
development.

3.3.5 Sub-societies and Dominant culture:

Every division of an association may have its own way of life speaking to a
sub-culture of the framework. An authoritative culture rises when there is joining of
the considerable number of offices into a brought together entirety.

Specialist Jeffrey Sonnenfeld distinguished the accompanying four sorts of

societies.

3.3.6 Academy Culture:

Representatives are exceptionally gifted and will in general remain in the

association, while stirring their way up the positions. The association gives a steady
situation wherein workers can create and practice their aptitudes. Models are colleges,
medical clinics, enormous enterprises, and so on.

3.3.7 Baseball Team Culture:

Workers are "free specialists" who have very prized aptitudes. They are in
intense interest and can rather effectively land positions somewhere else. This kind of

12
culture exists in quick paced, high-hazard associations, for example, speculation
banking, publicizing, and so forth.

3.3.8 Club Culture:

The most significant necessity for representatives in this culture is to fit into
the gathering. Typically workers begin at the base and remain with the association.
The association advances from inside and very qualities rank. Models are the military,
some law offices, and so forth.

3.3.9 Fortress Culture:

Workers don't have a clue on the off chance that they'll be laid off or not.
These associations frequently experience enormous rearrangement. There are
numerous open doors for those with auspicious, specific abilities. Models are reserve
funds and credits, huge vehicle organizations, and so on.

Concentrating on structure and supporting an organizational culture is one

method for demonstrating that individuals are the association's most important
resource.

A solid culture is an ability attractor-The organizational culture is a piece of

the bundle that planned workers see when evaluating the association. Gone are the
times of choosing the individual you need from a huge excited pool. The ability
market is more tightly and those searching for another association are more specific
than any other time in recent memory. The best individuals need in excess of a pay
and great advantages. They need a situation they can appreciate and prevail in.

A solid culture is ability retainer - How likely are individuals to remain in the
event that they have different alternatives and don't love where they are? The
organizational culture is a key segment of an individual's longing to remain.

A solid culture connects with individuals - People need to be occupied with

their work. The way of life can draw in individuals. Commitment makes more
noteworthy efficiency, which can affect gainfulness.

13
 A solid culture makes vitality and force - Build a culture that is lively and
enables individuals to be esteemed and convey what needs be and it will make an
undeniable vitality. That positive vitality will pervade the association and make
energy for progress. Vitality is infectious and will expand on itself, strengthening the
way of life and the engaging quality of the association.

A solid culture changes the perspective on "work" - Most individuals have a

negative meaning of the word 'work'. At the point when the association makes a
culture that is appealing, individuals' perspective on "getting down to business" will
change.

A solid culture makes more prominent cooperative energy - A solid culture

unites individuals. At the point when individuals have the chance to (and are required
to) impart and become more acquainted with one another better, they will discover
new associations. These associations will prompt new thoughts and more prominent
profitability - as it were, it will make collaboration. Truly, 1 + 1 + right culture =
more than 10.

A solid culture makes everybody increasingly effective - Any one of the other
six reasons ought to be reason enough to concentrate on organizational culture. In any
case, most importantly a venture of time, ability and spotlight on organizational
culture will give the majority of the above advantages. Not exclusively is making a
superior culture something to be thankful for to accomplish for the human capital in
the business, it bodes well as well.

3.4 Culture – Input and Output

Culture is found out. It is both a result of activity and a molding component of

future activity, info and a yield. The inner condition comprises of the social and
specialized frameworks of the association. In this way, to some degree, culture is the
result of these socio-specialized frameworks. They comprise of the basic leadership,
arranging and control systems of the association, its innovation, and the techniques for
enlistment, choice and preparing; and are impacted by the regular convictions,
mentalities and estimations of the individuals from the association.

14
 The methodologies, structures, systems and practices embraced by the
executives make a workplace. Nonetheless, if chiefs have been individuals from the
association for quite a while they are themselves a result of the way of life.

As culture is both info and a yield, it is probably going to act naturally

sustaining and very impervious to change. Figure 1 exhibits how culture is both an
info and yield.

3.5 Creation of a Culture

The authors of an association for the most part will in general largy affect
building up the early culture. The association's way of life results from the connection
between the founder(s) inclinations and suppositions and what the first individuals
from the association gain from their own encounters.

1. An association's way of life originates from what it has done previously and
the level of progress it has had. A definitive wellspring of an association's way of life
is its originators.

2. The originators of an association generally majorly affect that association's

initial culture.

• They had the vision; they are unconstrained by past traditions or belief systems.

• The little size of new associations encourages the originators' inconvenience of the
vision on every organizational part.

15
 Figure 3.1: (Adapted from Williams et al 1989)

1. Culture creation happens in three different ways:

• First, originators contract and keep just workers who think and feel the manner
in which they do.

• Second, they instill and mingle these representatives in their mind and feeling.

• The originators' own conduct goes about as a good example that urges
representatives to relate to them and in this manner disguise their convictions,
qualities, and presumptions.

16
 2. When the association succeeds, the authors' whole character winds up installed
in the way of life of the association.

3.6 Keeping a Culture Alive

There are rehearses inside the association that demonstration to keep up it by

giving workers a lot of comparative encounters. Three powers have an especially
significant influence in supporting a culture: determination rehearses the activities of
top administration, and socialization techniques.

1. Selection

• The express objective of the determination procedure is to distinguish and

contract people who have the information, aptitudes, and capacities to play out the
occupations inside the association effectively.

• The ultimate choice concerning who is enlisted will be altogether impacted by

the leader's judgment of how well the competitors will fit into the association. This
outcome in the procuring of individuals who have values reliable with those of the
association.

• Additionally, the determination procedure gives data to candidates about the

association. Choice, along these lines, turns into a two-way road.

Model—candidates for passage level positions in brand the board at Procter and
Gamble (P&G). Each experience looks for substantiating proof of the attributes that
the firm accepts associate exceedingly with "what matters" for progress at P&G.

2. Top administration

The activities of top administration, what they state and how they act, set up
standards that channel down through the association as to:

17
o Risk-taking.
o How much opportunity supervisors should give their representatives.
o What is proper dress?
o What activities will satisfy as far as increases in salary, advancements, and
different prizes?

3. Socialization

New representatives are not completely inculcated in the association's way of

life. They are new to the association's way of life and are conceivably liable to irritate
the convictions and traditions that are set up.

3.7 Theories of Organizational Culture

Similarly as there are contrasting points of view on what organizational

culture is, there are varying viewpoints in regards to how it capacities. Denison (1990)
recognizes four fundamental perspectives on organizational culture that can be
converted into four particular theories:

♦ The consistency theory – the possibility that a typical viewpoint, shared convictions
and public qualities among the organizational members will upgrade inside
coordination and advance importance and a feeling of recognizable proof with respect
to its individuals.

♦ The mission theory – the possibility that a mutual feeling of direction, heading, and
system can facilitate and electrify organizational individuals toward aggregate
objectives.

♦ The inclusion/support theory – the possibility that association and investment will
add to an awareness of other's expectations and possession and, consequently,
organizational duty and unwaveringness.

18
♦ The versatility theory – the possibility that standards and convictions that upgrade
an association's capacity to get, decipher, and interpret signals from nature into
inward organizational and conduct changes will advance its survival, development,
and improvement.

3.8 Cultural Change

Social change commonly alludes to radical versus constrained change. It is

difficult to accomplish; it is a troublesome, convoluted, requesting exertion that can
take quite a while to achieve.

There are three fundamental sorts of social change (Trice and Beyer 1991):

♦ Revolutionary and far reaching endeavors to change the way of life of the whole
association

♦ Efforts that are steady and gradual yet in any case are intended to cumulate to create
a complete reshaping of the whole organizational culture.

♦ Efforts kept to profoundly changing explicit subcultures or social parts of the

general separated culture.

Systems for affecting social change incorporate (Schein 1999):

♦ Unfreezing the old culture and making inspiration to change.

♦ Capitalizing on hopeful minutes—issues, openings, changed conditions, or

potentially aggregated abundances or lacks of the past

♦ Making the change target concrete and clear

♦ Maintaining some congruity with the past

19
♦ Creating mental wellbeing through a convincing positive vision, formal preparing,
casual preparing of applicable gatherings and groups, giving mentors and positive
good examples, worker contribution and open doors for info and criticism, bolster
gatherings, and tending to fears and misfortunes head on.

♦ Selecting, adjusting, and making suitable social structures, practices, ancient

rarities, and socialization strategies

♦ Cultivating alluring pioneers

♦ Having a sensible and strong change plan

♦ Exercising hazard the board by comprehension and tending to the dangers and the
advantages just as the potential discriminatory conveyance of these dangers and
advantages.

3.9 Why is organizational culture significant?

Culture can be best comprehended as "the manner in which we get things done
around here". Culture shapes the setting inside which individuals judge the suitability
of their conduct. An association's way of life will impact human conduct and human
execution at work. Poor security culture has contributed too many significant
occurrences and individual wounds.

An association's way of life can have as large an effect on wellbeing results as

the security the board framework. 'Wellbeing society' is a subset of the general
organizational or organization culture. Numerous organizations talk about 'wellbeing
society' when alluding to the tendency of their representatives to consent to principles
or act security or dangerously. Anyway we find that the way of life and style of the
executives is much increasingly critical, for instance a characteristic, oblivious
inclination for generation over security, or a propensity to concentrate on the present
moment and being profoundly receptive. Achievement typically originates from great
authority, great specialist contribution and great interchanges.

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 A Safety Climate study gives a depiction of the association's way of life in
connection to security. Polls intended to quantify the way of life of the association
will in general spotlight on representative recognitions and practices. The HSE's
Safety Climate Survey Tool is right now being reconsidered, and furthermore another
Process Safety Climate Tool is being created.

The biggest effects on security culture are:

• Management duty and style;
• Employee association;
• Training and fitness;
• Communication;
• Compliance with strategies; and
• Organizational learning.

3.10 Key standards on organizational culture

• A culture change procedure can take quite a long while.

• A great beginning spot is to gauge your current security culture maybe by

utilizing a wellbeing climate instrument or all the more casually by conversing with
your workforce (proportionate to the dangers and dangers in your work environment).
This can enable you to target powerless territories inside your association's way of
life.

• As a first pass you could utilize the inquiries in the Human Factors Toolkit
with your workers.

• Remember that any arrangement of estimations is just a beginning stage. It is

imperative to make a move on the discoveries of any estimation and to input the
discoveries to your workers. Associations have thought that it was valuable to rehash
estimations to track advance.

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• Organizations have had extremely positive outcomes from concentrating on
explicit issues, for example, security authority, skill or methodology.

• Many associations utilize outsiders to help measure and change their way of
life. It is imperative to hold responsibility for procedure and work in association, and
get the learning and aptitudes to proceed with the work autonomously.

• One basic error is to concentrate on the staff levels underneath the supervisor
who starts the work. Ranking directors ought to be set up to have their very own
discernments and practices analyzed and tested.

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 CHAPTER 4
RESEARCH METHODOLOGY

4.1 Research Design

An examination configuration is a course of action of condition for

accumulation and investigation of the information in a way that expects to join
importance to the exploration reason with economy in methodology. The examination
is engaging in nature i.e., enlightening exploration. Unmistakable research is worried
about portraying the attributes of a specific individual or gathering. This incorporates
reviews and certainty discovering enquiries of various types.

Research is an orderly technique for discovering answers for issues. As

indicated by Clifford woody, "investigate contains characterizing and rethinking
issue, planning speculation or recommended arrangements, gathering, sorting out and
assessing information, achieving ends, testing ends to decide if they fit the detailed
theory"

4.2 Data Collection

There are two types of data collection

1. Primary data

2. Secondary data

Primary data

Primary data is personally developed data and it gives latest information and
offers much greater accuracy and reliability. The study to maximum extent dependent
on primary data, which is collected by way of structures personal interview with
customers. Primary data collected through structure questionnaire, observation
approach and personal interview.

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Secondary data

Secondary data is the published data. It is already available for using and its
saves time. Secondary data are collected from business record, books and internet.

4.3 Tool of Analysis

The collected data analyzed with the help of Simple percentage method, bar
and pie-diagrams.

4.3.1 Percentage method

In this project simple percentage method used. The following are the formula

Percentage of Respondent = No. of Respondent x 100

Total no. of Respondent

4.3.2 Sampling technique:

The sampling technique used for the collection of information through the
questionnaires is the simple random sampling.

4.3.3 Sample Size

For this study, a sample of 100 respondents was taken from the employees.

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 CHAPTER 5
DATA ANALYSIS AND INTERPRETATION

5.1 PERCENTAGE ANALYSIS OF THE DATA

Q: From how many years do you work for this organization?

Options Frequency Percent

<1 26 25.2
1-3 Yrs. 16 15.5
3-6 Yrs. 24 23.3
6-9 Yrs. 23 22.3
>9 11 11.7

Total 100 100.0

Inference: The experience of respondents with the present company indicating that,
25 % of employees are fresher’s, who got less than one year experience and nearly 45
% of employees got 3-9 years of experience and only 11% got more than 9 years of
the experience in the company.

Q: Can you discuss your ideas with your superiors openly and freely?

Options Frequency Percent

Yes 69 67.0
No 31 31.1

Total 100 100.0

Inference: The discussions with superiors regarding company growth, 67% of

employees said that, they will discuss openly with seniors and 31% said they won’t.

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Q: Does Management explain organization’s rules and regulations?

Options Frequency Percent

Yes 58 56.3
No 44 41.7

Total 100 100.0

Inference: 58% employees agreed that management will clearly explains

organizations rules and regulations and 44% said they are not aware of rules and
regulations very clearly.

Q: What is the opinion of this organization?

Options Frequency Percent

Good 30 30.1
Excellent 48 46.6
Average 22 21.4

Total 100 100.0

Inference: With reference to organization opinion, 48 % employees expressed

excellent and 30% said good and only 22 % said average performance.

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 5.2 Factor Analysis

5.2.1 KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.643

59.122
Bartlett's Test of Approx. Chi-Square
Sphericity Df 15
Sig. 0.000

Before we proceed for factor analysis first the researcher tested the eligibility
of the data by checking KMO- Bartlett's test which is a measure of sampling
adequacy. The KMO value is 0.643>0.6. Bartlett's Test of Sphericity indicates a
measure of the multivariate normality of set of variables (Sig. value is less than 0.05
indicates multivariate normal and acceptable for factor analysis).

Total Variance Explained

Initial Eigen values Extraction Sums of Rotation Sums of Squared
Component

Squared Loadings Loadings

Total % of Cumulative Total % of Cumulative Total % of Cumulative
Variance % Variance % Variance %
1 1.758 29.298 29.298 1.758 29.298 29.298 1.585 26.412 26.412
2 1.315 21.909 51.206 1.315 21.909 51.206 1.469 24.476 50.889
3 1.022 17.033 68.240 1.022 17.033 68.240 1.041 17.351 68.240
4 .862 14.360 82.599
5 .593 9.884 92.484
6 .451 7.516 100.000

Extraction Method: Principal Component Analysis

The variance matrix indicating 68 % (statistically 65% variance valid)
variance on tested variable, i.e32 % of other factors are influencing on bike
promotional activities.

27
 The below Rotated component Matrix extracted 3 most influencing factors for
organization culture, those are

Rotated Component Matrixa

Component
1 2 3

Opportunity .061 .735 -.031

Methodology .862 -.125 -.032

Vision .872 .051 .059
Environment -.277 .718 -.246
Suggestions .010 .008 .957
Authority -.014 -.629 -.242

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

Inference: The most influencing factors on organization culture follows, first

employees should well aware of organization vision/purpose followed by opportunity
to use people skills and knowledge utmost level and final factor is better conflict
resolution mechanism.

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5.2.2 Hypothesis Testing

H01: There is no significant association between employee work experience and

opinion on work environment impact on organization culture.

Work. Environment

Options Strongly Strongly Total

Disagree Neutral Agree
Disagree Agree

Count 1 7 2 15 1 26
< 1 Yrs
% within Work 3.8% 26.9% 7.7% 57.7% 3.8% 100.0%

0 1 3 10 2 16
Count
1-3 Yrs
% within Work
0.0% 6.2% 18.8% 62.5% 12.5% 100.0%

Count 0 2 1 21 0 23
3-6 Yrs % within Work
0.0% 8.3% 4.2% 87.5% 0.0% 100.0%

Count 0 2 2 18 1 23
6-9 Yrs % within Work
0.0% 8.7% 8.7% 78.3% 4.3% 100.0%

0 0 1 11 0 12
Count
>9 Yrs
% within Work
0.0% 0.0% 8.3% 91.7% 0.0% 100.0%

Count 1 12 9 74 4 100
Total 1.0% 11.9% 8.9% 74.3% 4.0% 100.0%

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5.2.3 Chi-Square Tests

Value df Asymp. Sig.

(2-sided)
Pearson Chi-Square 19.279a 16 .254

Likelihood Ratio 19.460 16 .246

Linear-by-Linear
5.750 1 .016
Association

N of Valid Cases 101

a. 20 cells (80.0%) have expected count less than 5. The minimum expected
count is 0.12.

The above Chi square table significant value indicating that, the value is
greater than 0.05, which is accept the Hypothesis, i.e the highly experienced people
can judge work culture very well compare with juniors.

H02: There is a relation between authority appreciation impacts on

organization culture by creating insecurity among employees.

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 Authority * Insecure

Options Insecure Total

Never Sometime Always
Count 8 22 18 48
Agree % within
16.7% 45.8% 37.5% 100.0%
Authority
Count 0 18 22 40
Uncertain % within
0.0% 45.0% 55.0% 100.0%
Authority
Count 0 5 7 12

Disagree % within
0.0% 41.7% 58.3% 100.0%
Authority

Count 8 45 47 100
Total % within
8.0% 45.0% 47.0% 100.0%
Authority

Chi-Square Tests

Value df Asymp. Sig.

(2-sided)

Pearson Chi-Square 10.498a 4 .033

Likelihood Ratio 13.593 4 .009

Linear-by-Linear Association 6.447 1 .011

N of Valid Cases 100

a. 3 cells (33.3%) have expected count less than 5. The minimum expected count
is .96.

The above Chi square table significant value indicating that , the value is less
than 0.05, which is Reject the Hypothesis, i.e authority appreciation is a not at all a

31
tool to employer to built better culture in the organization by threaten them with
firing.

H03: There is no association between employee work experience and their

opinion on introduction of new work methodologies will built better organization
culture.

Methods
Options Strongly Strongly Total
Disagree Neutral Agree
Disagree Agree
Count 10 8 5 0 3 26
< 1 Yrs % within
38.5% 30.8% 19.2% 0.0% 11.5% 100.0%
Work
Count 7 2 2 5 0 16
1-3 Yrs % within
43.8% 12.5% 12.5% 31.2% 0.0% 100.0%
Work
Count 6 13 4 1 0 24

3-6 Yrs % within

25.0% 54.2% 16.7% 4.2% 0.0% 100.0%
Work
Count 4 15 2 1 1 23
6-9 Yrs % within
17.4% 65.2% 8.7% 4.3% 4.3% 100.0%
Work
Count 4 3 2 1 2 11

>9 Yrs % within

33.3% 25.0% 16.7% 8.3% 16.7% 100.0%
Work

Count 31 41 14 8 6 100
Total % within
30.7% 40.6% 14.9% 7.9% 5.9% 100.0%
Work

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 Chi-Square Tests

Value df Asymp. Sig.

(2-sided)
Pearson Chi-Square 33.064a 16 .002

Likelihood Ratio 32.763 16 .008

Linear-by-Linear Association .137 1 .711

N of Valid Cases 100

a. 18 cells (72.0%) have expected count less than 5. The minimum expected count is
0.71.

The above Chi square table significant value indicating that, the value is less
than 0.05, which is Reject the Hypothesis, i.e as per employee opinion introduction
of new work methods certainly improves better organization culture.

33
 CHAPTER 6
RESULTS AND DISCUSSIONS

6.1 FINDINGS

• The experience of respondents with the present organization showing that,

25% of workers are fresher's, who got short of what one year experience and almost
45% of representatives got 3-9 years of experience and just 11% got over 9 years of
the involvement in the organization.

• The exchanges with bosses in regards to organization development, 67% of

workers said that, they will talk about straightforwardly with seniors and 31% said
they won't.

• 58% representatives concurred that administration will obviously clarifies

association’s guidelines and guidelines and 44% said they don't know about standards
and guidelines in all respects plainly.

• With reference to association feeling, 48% representatives communicated

incredible and 30% said great and just 22% said normal execution.

• Before we continue for factor investigation first the specialist tried the
qualification of the information by checking KMO-Bartlett's test which is a proportion
of inspecting sufficiency. The KMO worth is 0.643 >0.6. Bartlett's Test of Sphericity
demonstrates a proportion of the multivariate typicality of set of factors (Sig. worth is
under 0.05 demonstrates multivariate typical and worthy for factor examination).

• The most affecting variables on association culture pursues, first

representatives should very much aware of association vision/reason pursued by
chance to utilize relationship building abilities and information most extreme level
and last factor is better compromise component.

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6.2 SUGGESTIONS

Emerging out of the examination consider, the accompanying proposals are

displayed:

• Motivating its workers more. Inventive plans to improve worker resolve

would help increment responsibility levels. A basic method for improving confidence
is to compose group building practices for each group or move.

• Training all people in authority positions to work viably. Great individuals the
executives aptitudes would help improve representative duty levels.

• In preparing programs useful sessions must get more noteworthy underscore.

• Creating and building trust through open correspondence and exchange. The
board must connect every worker separately and map a make and succinct progression
way for every person.

• The executives may upgrade the recurrence of representative's criticism on

their presentation.

• The board may urge every one of the workers to take an interest in basic
leadership process.

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6.3 CONCLUSION

The investigation about the organizational culture and on representatives

uncovers that the laborers were happy with their capacity, co-task, collaboration,
contribution, managers, use of their abilities and Knowledge and so on. They are
exceptionally happy with the present culture of Sumega innovation.

The future holds guarantee for organizations that comprehend and support
their societies. Societies are ready to make a situation, yet they additionally adjust to
assorted and evolving conditions. In light of this ideal culture the workers' show
positive practices like high inclusion, exceedingly responsibility to the association,
profoundly energetic and exceptionally adaptable to the organizational changes and so
forth.

Chiefs need to comprehend the nature and job of culture and how it might be
adjusted. At the point when the job of culture is all the more obviously characterized,
chiefs can all the more likely comprehend its significance in overseeing
organizational change and its effect on everyday basic leadership.

36
 BIBLIOGRAPHY
Books

[1]. Aswathappa, Human Resource and Personal Management, Tata McGraw Hill.

[2]. C. R. Kothari, Research Methodology” of Wishwa Prakashan Publishing.

[3]. C. B. Mamoria and S. V. Gankar, Personnel Management Text & Cases”,

Himalaya Publishing house.

[4]. Essentials Of Human Resource Management, P. SubbaRao

[5]. Adler, n.1991.International Dimensions of Organisational Behavior.Belmont

CA:Wadsworth Publishing House.

[6]. Board R.D.1978.Psycoanalysis of Organizations: a Psychoanalytic Approach to

Behavior in Groups and Organizations. London:Tavistock.

[7]. A Howard et al, “The Changing Nature Of Work”, SanFransico: Jossey Bass,
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[8]. G.Hofstede,” Cultures and organizations”, London McGraw Hilll,1991.

Web Sites:

[1]. http://www.edlogix.org
[2]. http://citehr.com
[3]. www.peopleink.com/
[4].www.sociology.vt.edu/People/Emeriti/Snizek/Snizek_Web_Sites.
[5]. www4.ncsu.edu/~awmeade/Links/Papers/Internet_Recruit (SIOP07)
[6]. www.forbes.com/sites/jurgenappelo/.../the-best-organizational-culture/
[7]. www.knowledge-management-tools.net/organizational-culture.html
[8]. https://managementhelp.org/organizations/culture.htm

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