Crgan|zat|ona| 8ehav|or

ro[ect keport
1he reporL ls based on Lhe sLudy flndlngs of a selecLed medlum Lo large slze organlzaLlon havlng
a mlnlmum of 300 employees 1he sLudy focuses on Lhe organlzaLlonal sLrucLure sysLems
pollcles pracLlces culLure and Lhelr lmpacL on varlous performance elemenLs lor Lhe purpose
senlor managers (ulrecLors/Ceneral Managers) of P8 MarkeLlng and roducLlon are Lo be
conLacLed for gaLherlng of lnformaLlon lf only one person could be conLacLed Lhen lL would be
Lhe head or a senlor manager ln P8 deparLmenL
1he sLrucLure lncludes deparLmenLallzaLlon and hlerarchy ln each ma[or deparLmenL grade
sLrucLure eLc
SysLems procedures and pollcles lnclude 8ecrulLmenL and selecLlon erformance evaluaLlon
CompensaLlon !ob roLaLlon ueclslon maklng procedures AuLhorlLy and delegaLlon
AdmlnlsLraLlve pollcles and procedures lus varlous oLher sysLems and procedures of oLher
deparLmenLs llke urchase roducLlon Warehouslng and llnance (you can lnclude
lnLerdeparLmenLal communlcaLlon offlce rouLlnes and Llmlngs overLlme procedure laLe slLLlng
rouLlnes eLc)
CulLure would lnclude level of openness level of formallLy exlsLence of lnformal groups eLhnlc
composlLlon of employees norms eLc

Contents
1lLle page
1able of conLenLs
LxecuLlve summary
8rlef lnLroducLlon of Lhe company
CrganlzaLlonal sLrucLure (Cverall organlzaLlonal charL plus charLs of ma[or deparLmenLs)
CLher sLrucLures (grades sysLem geographlcal spread/branches eLc)
ollcles and procedures
CulLure and norms
Summary of analysls (LlemenLs LhaL affecL performance poslLlvely and Lhose LhaL affecL
negaLlvely wlLh proper [usLlflcaLlon as Lo how do you arrlve aL Lhe concluslon)
8ecommendaLlons (recommendaLlons of changes wlLh [usLlflcaLlon as Lo how Lhese changes are
pracLlcal and whaL poslLlve effecLs would Lhey brlng ln)
Appendlces (Any forms daLa Lable eLc)