Nishat Chunian Private Limited

Evaluating the Organizational

Culture on Hofstede Dimensions
Group Members

Namra Nadeem 16E00095

Fatima Saleem 16E00131
Wajeeh Ul Hassan Syed 16E00058
Ezaaz Waseem 16E00064
Zain Ul Abideen 16E00060
About Nishat Chunian Private Limited

Start in 1990
grown to become the fourth largest textile company
in Pakistan.
It is now a vertically integrated textile company
In 2007, the Group diversified into the power sector
Group founded NC Entertainment in 2015.
Today, Nishat Chunian Group consists of five
companies
Growth
Expanded weaving capacity by 92 high efficiency narrow width looms and state of the
2015 art digital printing machine.

Expanded spinning capacity- bought 2 old mills and set up 1 new mill
2013 Current position: 210,000 spindles, 293 air jet looms, 4 million metres dyed & printed
per month, 200MW IPP

A 200MW IPP started commercial operations

2010 More expansion in Spinning-148,357 spindles

Branched out into Home Textiles-expanded both Weaving and Spinning

2006 141,096 spindles, 293 jet looms, 2.1million metres dyed & printed per month

1998 Diversified into Weaving with 99 air jet looms and expanded Spinning

1991 First Spinning mill set up with 14,400 spindles

About The Linen Company (Retail Section at NCL)

In 2016 expanded into local retail sector with the opening of

The Linen Company
Home textiles and bed linen store recently launched in key
shopping areas of Lahore.
The Linen Company employs the finest fibers (1000 thread
count and 750 thread count) and most skilled artisans to
craft products that embody luxury, comfort and creativity all
in one.
Aim is to capture the spirit of all personalities, ages and
tastes through our designs.
Their various collections - Everyday Essentials, Hotel
Classics, Linen Royale, Wedding Bells, TLC Babies and
Kids offer something for every need and occasion
Organizational Values at NCL
NCL claims to value quality both in their products and people
They value honesty, commitment, passion, innovation and courage at the
workplace and have zero tolerance for any kind of reprehensible behavior,
promoting an environment where respect and diligence is paramount
The company continues to employ people irrespective of ethnicities,
cultures or gender.
They claim in being an equal opportunity employer and one of the few
companies in Pakistan where the majority (nearly 60%) of our senior
management consists of women.
They have employed over 7,000 people at their head office and plant sites.
Their benefits include flexible office timings, annual and medical leaves,
maternity leaves and day care centre facility for women working at our
group companies, also covering the medical and housing expenses of our
employees.
Hofstedes Dimensions Model
Power Distance:
extent to which members who are less powerful
expect that the distribution of power takes place unequally.
Uncertainty Avoidance:
extent to which people are not at ease with ambiguity and uncertainty.
Individualism vs. Collectivism:
whether people have a preference for being left alone to look after
themselves or want to remain in a closely knitted network.
Masculinity vs. Femininity:
Masculinity implies a societys preference for assertiveness, heroism,
achievement and material reward for attaining success.
On the contrary, femininity represents a preference for modesty,
cooperation, quality of life and caring for the weak.
Long-Term vs. Short-Term Orientation:
Long-term orientation describes the inclination toward searching for virtue.
Short-term orientation pertains to those societies that are strongly inclined
toward the establishment of the absolute truth.
Methodology
Descriptive type of research
Data Resources: Company website
Questionnaires

Quantitative method
Research Method: Primary data was collected through probability
sampling.

Data Collection: Structured questionnaires

Sample size contains 40 questionnaires approximately.

Sample Size:

Google Form generated graphs

Data Analysis:
Demographics
Power Distance
Uncertainty Avoidance
Femininity
Masculinity
Individualism
Collectivism
Long Term Orientation
Results & Findings
Power Distance:
Nishat shows a centralized decision making structure and power distance
among upper management and their sub ordinates.
Uncertainty Avoidance:
Nishat explain the dynamic working environment at Nishat with some set
SOPs to help them out during the processes to complete the tasks
efficiently.
Masculinity vs. Femininity:
employees concern for their working environment and coworkers. Nishat
findings show a trend inclined more towards feminine culture.
Individualism vs. Collectivism:
Nishat findings that even though employees look out for individual
interests but also consider loyalty towards their colleagues and support each
other in groups and teams for performing tasks efficiently.
Long-Term vs. Short-Term Orientation:
Nishat findings show a long term orientation trend.
Conclusion
Nishat has a higher power distance dimension
Employees less involved in the processes.
Nishat holds a dynamic working culture
Coping up with all of it with the help of certain SOPs and
set procedures defined by the upper management.
Nishat does have masculine culture traces which encourage
competitiveness among the employees but also has a
feminine side with employees being cooperative and
motivating towards their colleagues.
Departments are interconnected
Employees have a considering attitude for individual
interests but also contemplate loyalty
A long term orientation trend.
Recommendations
Nishat may flatten its organizational structure to help employees feel
connected to senior leadership and may encourage them to have a say
in the decision making to make them feel a sense of authority towards
it.
Nishat may provide a forum where they can be involved in
discussion/framing about how" things will be different after upper
management provide the "what."
Nishat may focus on how the change is good for their employees so
that it may appeal to their self-interest as well.
They should allow individuals to formulate and ask questions.
Encourage the groups and teams to consult with each other and spend
time working out their responses, questions, and concerns.
Nishats upper management should recognize their need for information
and may available lots of supporting data and even theory, if
appropriate. They may use a logical flow with their interactions.
 They should focus on compliance with procedures and policies.
They should focus on the process of learning as the employees move
toward the outcome.
They should share information and open many communication
forums to encourage it among the subordinates.
Upper management should provide employees with an outline of
information for them to use in decision-making. A return-on-
investment scenario would go a long way to helping them make a
quick decision. They may not need to know how it is going to work
as long as the numbers make sense to the employees
Nishat should reward creative behavior that moves the
groups/division and the company toward the successful end of
achieving goals efficiently.
Nishat should be focusing on continued service to the internal and
external customer.
Questions Session