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CHAPTER 1

INTRODUCTION

Introduction
An organization, whether formal or in formal, large or small is
composed of people human resource who come from different walk of life and
who are different from one another in their psychological make-up. Human
resource consist of the total knowledge, skills, creative abilities, talents and
aptitudes of an organization’s satisfied workforce, as well as the values and
attitudes and beliefs of the individuals involved in it. The performance of
human being and their behaviors when engaged on a particular job is
influenced by intangible psychological and social factors, such as family
breeding, education, personal likes and dislikes, emotions, job conditions, the
welfare facilities and privileges available to them while at work, recognition of
their work., the wages or salaries they receive and above all employee
satisfactions.

The quantity and quality of human resources are modified by such


environmental factors as education, training and development with the help of
acquired knowledge and talents, a human being is capable of producing new
ideas, developing and improving capital goods and modifying the available
physical and financial resource in order to achieve greater productivity,
satisfaction and the goals set by an organization. Capital national resources
forgin aid and international aid and play important than an efficient pool of well
educated, well trained and highly developed personal through whose creative
efforts the goals of an organization may be achieved. In this fact lies the
importance of human resource.

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The deals with the employees effectively, therefore, are quite a difficult and
at the same time a challenging and different job from that of handling
inanimate resource. Human being have to be handled with great care by the
personal manager, who should be expect in the art of what is usually called
“Human Relation or Human Engineering”.

Employees have a variety of expectation to fulfill. For the


satisfaction of these expectations, their role as workers and as member of
group should recognize, people feel satisfaction in work not only by getting
money for it, but also prestige, status, independence, security, reward respect.
These must be given when due. Employee participation is essential for higher
production and greater human satisfaction. The satisfaction desired by an
employee may be Economic, social and psychological.

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1.2 STATEMENT OF THE PROBLEM

This study is under taken to analyze the “organizational climate in


BSCL, SALEM”. It helps in analyzing the present organizational climate
followed in the company and how far does the employees are satisfied with the
present process and do they require any changes in the present process
followed which could help them in modifying and developing present situation.

1.3 OBJECTIVES OF THE STUDY

Primary objective

• The objective of the study is to identify the organizational climate


prevailing in BSCL and the way in which that affects the employees in
the organization.

• To analyze the relationship between the employer and employees in the


organization.

• To identify the areas to be improved in the organization.

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1.4 SCOPE OF THE STUDY

• The investigator has made the study to measure the prevailing


organizational climate in BSCL. It helps the management to concentrate
the area which wants to improve for the betterment of organization.

1.5HYPOTHESIS OF STUDY

There is no significant relationship between the different


age group, salary and experience with organizational climate.

1.6LIMITATION OF THE STUDY

1. Study conducted in BSCL Salem, It not applicable in any other


companies.

2. Bias of the respondents is another problem, as they did not reveal their
real feelings.

3. Survey is restricted to sample size 75.

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1.6 CHAPTERIZATION OF THE STUDY

The first chapter deals with the ‘introduction’ that includes,


statement of the problem, objectives of the study, scope of the study,
hypothesis of the study, limitation of the study and chapterization of the study.

The second deals with the ‘concept and review’ that includes
concepts, company profile and employee profile.

The third chapter deals with the methodology which include


research design, survey details, sampling techniques, data collection details,
data collection methods, sample size and tools of the study.

The fourth chapter deals with the ‘data analysis’, which include
analysis of data.

In the last chapter ‘results and findings are presented based


on the findings of the study’, suggestions are given and the conclusion is also
included.

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CHAPTER2

CONCEPT AND REVIEW

2.1 CONCEPTS OF THE STUDY

Meaning of HRM – Different terms are used to


denote resource management. They are labor management, labor
administration, labor management relations, employee – employer relation,
industrial relation, personal administration, personal management, human
capital management, human resource management and the like. Though these
terms can be differentiated widely the basic nature of distinction lies in the
scope or coverage evolutionary stage. In simple sense human resource
management means employing people, developing their resource, utilizing,
maintaining and compensating their service in tune with the job and
organizational requirements.

2.1.1 Human Resource Management

“A process consisting of four functions acquisition,


development, motivation and maintenance of human resources”

DEVID.A.DECENZO&STEPHEN.P.ROBINS

ORGANIZATIONAL CLIMATE

Organizational climate is an indicator of whether those beliefs


and expectations are being fulfilled. Basically organizational climate reflects a
person’s perception of the organization to which he belongs. It is a set of
characteristics and factors that are perceived by the employees about their
organizations which serve as a major force in influencing their behavior. These
factors may include job description, organizational style, challenges and
innovations, organizational values and culture and so on.

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Richard M. Hodgetts has classified organizational climate into to major
categories. He has analogy with an iceberg where there is a part of the iceberg
that can be seen from the surface and another part of the under water and is
not visible. The visible part that can be observed or measured include the
structure of hierarchy, goals and objectives of the organization, performance
standards and evaluations, technologies state of the operation and so on. The
second category contains factors that are not visible and quantifiable and
include such values, morale, personal and social interaction with peers,
subordinates and supervisors and a sense of satisfaction with the job. Both of
these categories are shown below in the form of iceberg.

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Financial resource
Overt factors Goals of the organization
Skills and abilities of personal
Technological state
Performance standards
Efficiency measurement
Attitudes
Feelings
Values
Covert factors Norms
Interaction
Satisfaction

While some of the factors are easily measured by


quantitative methods, others have to be assessed subjective simply by asking
employees relevant questions as to how they fell about certain factors relating
to organizational climate.

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2.2 REVIEW OF RELATED LITERATURE

Mr. Lokesh in July 2006 has done a project titled “A study on

organizational climate in TVS, Chennai” for the partial fulfillment of the MBA

program, afflicted to periyar university. Though the study titled, a study of

organizational climate in TVS the researcher concluded that there is good

satisfaction level of staff members towards their job and also want to

concentrate on certain factors for maintaining the good working involvement

with high level of satisfaction.

2.3 INDUSTRY PROFILE:

Refractory is a term given to a class of materials which are produced

from non-metallic minerals and possess capability to withstand heat and

pressure. These are products that confer properties like high temperature

insulation, resistance to corrosive and erosive action of hot gases, liquids and

solids at high temperature in various kilns and furnaces.

The production of refractories started in India in the form of fire clay

bricks in 1874. Today, a wide variety of refractory products are manufactured

tailor made to suit the requirements of the application in various sectors which

include iron and steel, cement, glass, non-ferrous metal, petrochemical,

fertilizer, thermal power plants etc.

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The fortunes of the refractory industry are linked to the growth of iron

and steel sector which consumes a mammoth 75% of the refractories

produced. The specific refractory consumption is about 27 kg/t in steel

industry, 1.7 kg/t in cement and 55 kg/t in glass industry. These sectors are

giving high thrust on productivity, quality, cost, energy conservation and

cleaner environment which necessitates new generation of refractories with

specific requirements.

2.4 HISTROY OF BSCL

The History of Burn Standard Co Limited dates back to 1781, when Burn &

Co. was established on the West side of River Hooghly in Calcutta. Thereafter,

the company diversified its activities in several areas covering Heavy Steel

Fabrication, Large Turnkey Projects, Oil Processing Platforms, Steel and

Manganese Castings, Refractories and other related products. The Company

now possesses over 10 (ten) manufacturing units spread over the four states

of West Bengal, Bihar, Madhya Pradesh and Tamil Nadu in India. The strength

of over two centuries engineering expertise of erstwhile Burn Standard &

Company Ltd, and the Indian Standard Wagon Co Ltd, were merged in 1976 to

form Burn Standard Company Limited, a Govt. of India undertaking. Burn

Standard (BSCL) today is a leader in the Indian Heavy Engineering Industry

with versatile production facilities and extensive engineering capabilities with 3

(three) Engineering manufacturing units at Howrah, Burnpur and Jellingham,

and 8 (eight)Refractory manufacturing unit all over India.The Howrah &

Burnpur units are engaged in the manufacture of Railway Rolling Stocks and

Components.

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PRODUCTION SCENARIO:

The installation capacity for refractory production in india is 1.65million

tones and today runs at 62.37% of the total capacity. The production was a

mere 47.25% of the installed capacity in 2002 – 2003. Refractory production in

the country has been showing a growth of 16% per annum from 2002 – 2003

till now. This is attributed to the stupendous growth in steel production for the

past few years.

Among the refractories, high alumina bricks/shapes constitute 35.13%,

fire clay bricks/shapes about 25.33%, basic bricks/shapes 19.02%, others

comprising of monolithic about 15.43%, special products 2.71% and silica

bricks/shapes about 2.38% of the total refractory production during 2004 –

2005 in india. A look at the individual refractory wise capacity utilization

indicate that the production of high alumina is running at 88.25%, special

products at 81.60%, monolithic about 62.61%, basic at about 58.31%, fire clay

at 46.60% and silica at 42.65% of the installed capacities.

The above figures reveal the growing popularity of high alumina, special,

monolithic and basic refractory which is attributed to the technological changes

in the steel industry.

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HISTORY OF SALEM BSCL:

An Englishman Henry Turner discovered MAGNESITE at Salem, in India,

in the year 1890, marking the beginning of the Basic Refractory Industry in

India.

Open cast mining of Magnesite began and the first woodfired kiln for

calcining magnesite was put into operation and the calcined Magnesite was

exported to the U.K.

The company registered further growth after Govt. of India took over the

plant in 1976 and put through a programme of Modernisation and Expansion in

order to meet the growing demand of high quality Basic Refractory of the

modern Indian steel plants, non-ferrous, cement and glass industries,

registering phenomenal growth.

The present facilities of the company include captive mines of high quality

deposits of Low Silica Magnesite using modern earth moving equipment. 150

TPD Rotary Kilns for dead burning Magnesite, high capacity Hydraulic Brick

Presses and 1750 deg. C high temperature, High Tech Tunnel Kiln with

complete range of support facilities. The activities are guided by a vibrant R&D

set-up to keep pace with the rapid changes taking place worldwide in the field

of Refractory.

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2.5 Product profile

Burn Standard Company is a subsidiary of Bharath Bhari Udyog Nigam

Limited under the control of central government. Bharath Bhari Udyog Nigam

Limited is a group of companies in which the following are constitutes.

Burn standard company limited Braithwaite and company limited Jessop

and company limited Bharathwgon and engineering company limited. The

bharathwait burn and Jessop construction limited Bharath brakes and values

limited Key roll burn limited.

Burn standard company manufactures refractory products which are

widely used in steel industries, cement industries, etc. Refractory products are

manufactory from magnesite which is commonly available in and around

Salem. The company for the past three years has been in the red and had a

turn around in the previous sales and production performance.

Burn standard company limited is a gem of brilliance in the crown of refractory

industry. It is sprawled over a picturesque of 3500 acres about 6km from

Salem. The reasons for its location can be attributed to be proximity of

magnesite deposits which is the raw material required magnesite was

discovered at salem by an English man, Henry Turner in the year 1890

marketing the beginning of the basic refractory industry in India subsequently

the company become a unit of the famous martin burn house who established

and to manufacture basic refractory bricks to cater to the nascent steel

industries in India assay material for export.

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The company requited further growth after government of India took over

the plant in 1976 and put through a program of modernization and expansion

in order to meet the growing demand of high quality basic refractory of the

modern steel plant of the steel authority of India as well as those of the private

sector processor, cement and glass industry, registering phenomenal growth.

THE MAIN OBJECTIVES OF TE COMPANY ARE:

1. Marketing only high quality products.

2. Follow latest system and methods to maintain consistent quality.

3. Keep unfailing delivery schedule.

4. Provided complete range of support service.

REGISTERED OFFICE:

Registered office of the company is situated at

228, Raja Santhosh Road, Alipore,Kolkatta – 700 027.

REGIONAL OFFICE:

Regional office of the company is situated at

104 – Akash Deep 26 – A,New Delhi – 110001.

SHARE CAPITAL OF THE COMPANY

The company’s authorized capital is Rs. 5000 lakhs divided into equity

share capital of Rs. 1000 each were as the issued and subscribed of Rs. 4242

lakhs only

OBJECTIVE OF THE FIRM

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• Market only high quality products.

• Follow latest systems and methods to maintain constant quality.

• Keep unfailing delivery schedules..

MISSION STATEMENT OF THE COMPANY

• To maintain strict quality control standards.

• Eco friendly mining.

• Continuous up gradation of technology of mining, quality control measures

and mineral processing.

• Providing gainful employment of people in rural factory.

REFRACTORY INDUSTRY ANALYSIS

BIO DATA OR REFRACTORY INDUSTRY

• 100years old.

• 80 units in organized sector.

• 100-150units in small and unorganized sector.

END USERS PROFILE OF REFRACTORY PRODUCT

• Iron & Steel plant : 75%

• Cement industry : 11%

• Glass industry : 5%

• Copper industry : 4%

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PRODUCT PROFILE

LIST OF PRODUCTS PROVIDED IN BURN STANDARD COMPANY

LIMITED

1. Magnesite bricks

2. Magnesite chrome bricks

3. Chrome magnesite bricks

4. Chemically bonded bricks

5. Direct bonded bricks

6. Magnesia carbon bricks

7. Refractories for electric arc furnace

8. Refractories for electric arc furnace – EBT (UHP)

9. Refractories for LF/VD & VAD ladle

10. Refractories for AOD, OTBC & VODC

11. Refractories for VOD

12. Refractories for BOF

Refractories for hot metal mixer

13. Refractories for open hearth furnace

14. Refractories for glass industries

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15. Refractories for cement industries

16. Refractories for copper industries

17. Caustic magnesia products

18. Monolithic ( Basic more arts, patching masses, spraying & gunning

compounds)

The above said products are in different specifications. But anyway their

core material is the “MAGNESE”. It is obtained from the magnese mine

located near the plant in Salem. The major product of the BSCL is DBM (Dead

Burnt Magnese). It is of high quality such that it can understand the

temperature of 1750 Deg.C.

CATEGORY OF REFRACTORIES & APPLICATION:

1. FIRE CLAY BRICKS/SHAPES:

These are basically aluminosilicate refractories possessing alumina not

exceeding 42%. Fire clay refractoriness’ earlier used to find use in lining of

blast furnaces for hearth and bosh portion due to the dense structure, reheat

shrinkage, resistance to slag and load characteristics of these bricks. However,

today, the dense low heat duty fire clay refractoriness’ find use in top part of

the blast furnace where abrasion resistance is required and upper in wall

portion where slight slagging action & abrasion resistance are necessary,

intermediate duty fire clay bricks are applied. Though these are the most

economical variety of refractoriness’ but suffer from poor slag resistance & low

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refractoriness characteristics. In many steel plants, these find extensive use in

lining of soaking pits & reheating furnaces, bottom pouring refractories for steel

casting, safety lining of the steel ladles and kilns in cement industry due to their

good insulating, spalling resistance, dense structure preventing erosion

characteristics.

2. ALUMINA BRICKS/SHAPES:

The change in the quality of the raw materials, increased productivity

and higher temperature and increased campaign life in iron/steel making arena

resulted in drastic reduction in consumption of fire clay products and evolution

of high alumina refractories. 60 – 72% alumina mullite bricks are used in

hearth and bottom of the blast furnaces. The stoves and hot blast system

where the hot blast temperature gradually increased from 800˚C to 1250˚C,

72% alumina bricks with improved insulation are used. In steel plants involving

in production of carbon steels, 72% alumina bricks are still used for working

lining of ladles due to high refractoriness and moderate slag resistance

properties.

Well blocks and sleeves used in steel ladles for fixed at gas purging

cones which are subjected to localized turbulence created by flow of gases

through porous requires refractory materials that sustains good number of

thermal cycles and increased campaign life. Here, 96% alumina bearing

materials are used for high temperature abrasion resistance, low porosity, high

mechanical strength and result in uneven erosion on top surface of the block.

Even, slide gate refractories of 96% alumina are in use in steel ladles. The

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increasing trend for production of cleaner steels led to use of 70% alumina

refractories for bottom pouring.

3. SILICA BRICKS/SHAPE:

Silica refractories possess the ability to withstand substantial load

[50lb/sq.in] to within a few degrees of its cone fusion point of 1710˚C to

1730˚C, high resistance to attack by steel furnace fluxes comprising iron oxide,

lime etc, freedom form shrinkage at temperature up to melting point and high

thermal shock resistance in temperature ranging from 600˚C or below 300˚C.

these refractory products find extensive use in arch roofs of the furnaces, door

jambs of furnaces and in coke ovens due to their excellent resistance to

spalling.

4. BASIC BRICKS/SHAPES:

The need to produce steels of high quality resulted in greater stresses

on refractory as a result of aggressive slag, prolonged turbulence by

rinsing/lancing, high temperature etc. led to adoption of basic refractories to

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resist slag attack while being chemically stable. Broadly, these refractories are

classified as the dolomite variety and magnesite variety.

Dolomite is the most common basic refractory for both metallurgical

and economic reasons. These are further classified as the sintered and

unburnt materials. The high silicon in hot metal led to use of dolor bricks for

working lining of BOF. In steel ladles, dolomite bricks are used but the holding

time of steel in the ladle should be less and should be hot in circulation. In

contact with air, the free lime of the dolomite refractory reacts leading to

crumbling of the refractory

which is the major disadvantage. Ceramic bonded sintered dolomites possess

high mechanical strength and possess good resistance to thermal shock while

enrichment with magnesia lessens sensitivity to slag attack. The high carbon

dolomite products and chemically bonded products emerged in the market as

an alternative to resin bonded ones and are expected to be lower in cost with

absence of fumes during heating. Among the magnesite refractories, magnesia

carbon and magnesia chrome bricks are highly popular. Magnesia-C bricks

find us in hot spot area of EAF and BOF vessel lining as the refractoriness is

high, highly resistance to slag and thermal shock. In LF/VAD steel ladles,

magnesia-carbon variety refractories with high oxidation resistance and high

hot modulus of rupture are applied in strike pad & slag zone areas. These

refractories help in improved lining life under severe operating conditions like

high tapping temperature, longer holding times and highly basic slags. For

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VOD/AOD, dense magnesia chrome co-clinker grains with low apparent

porosity and high hot strength applied for full wear lining in side wall and

bottom for slags of lower basicity [as is the case for stainless steel] and provide

properties such as excellent penetration of low basicity slags, high hot modulus

of rupture excellent thermal spalling resistance and good abrasion resistance.

MONOLITHICS:

These refractories are well known to produce joint less structure

which is stable from dimensional aspect at high temperature and are resistant

to thermal shock and abrasion. It comprises of castables, plastic mass,

ramming mix, mortars, sling or mix and coating material. Magnesia based

gunnitting mix is used for patching of eroded areas in EAF. Mortars of

magnesite and high alumina are applied for patching of steel ladles.

High alumina mortars are used for fixing ladle nozzle with well block,

joint portion of plate and nozzle, fixing well blocks to steel ladle etc. alumina-

silicate [60% A1203] trough and tap whole mixes are used in blast furnaces.

Even in coke ovens, there is extensive use of silica based mortars for hot

patching and gunnitting. Magnetie ramming mass is applied above the safety

lining in EAF and for lining in basic induction furnaces involving in production of

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special/alloy steels. In acidic induction furnaces used for melting cast

iron/carbon steels, silica ramming mass is applied as the lining material.

Another important application is in the form of ceramic coating of

oxygen/rinsing lances for prolonged lancing/rinsing to meet the metallurgical

requirements. Among the monolithic, castables especially of low cement

variety have dominated presence in various application.

This variety of castables possess about 5% - 7.5% calcium aluminate

cement requiring only around 5% casting water and are less prone to

explosion, no loss of col crushing strength at any temperature, low moisture

content enabling faster drying/pre-heating, high degree of volume stability at

high

temperature providing and excellent abrasion resistance. 90% alumina

castable in use for hoods of VAD/AOD/VOD units, delta region of EAF,

permanent lining of tundish, walking beam furnace hearth, precast burner

block of walking beam furnaces etc. 60% - 70% alumina castables are applied

for covers of soaking pits, stand pipes, charging hole blocks and cover of coke

ovens.

SPECIAL PRODUCTS:

In continuous casting, garnex boards of silica/magnesite for cold

tundishes are used to facilitate sequencing of heats. Various flow control

devices such as baffles / dams / weirs made of magnesite are used in

tundishes for improved quality of the steel. For crack and corrosion resistance,

submerged entry nozzles used between tundish outlet and mould are made of

alumina-carbon / magnesia-zirconia refractory. Shrouds and monoblock

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stoppers made of alumina-carbon / alumina-zirconia are used in tundishes of

various bloom/slab/billet casting machines. 95% zirconia metering nozzles are

used for flow of steel into mould of bilet continuous casting machines for

excellent erosion resistance. Also, for eliminating non-metallic inclusions thus

improving the steel quality, ceramic filters in tundishes have evolved recently.

Prefabricated single block launders of high alumina with SiC, Cr203

are used in EAFS to minimize lip jam formation, improved hot load

characteristics with resistance to slag and thermal shock. Ceramic fibers due

to their insulating nature are used in reheating furnaces, blast system/stoves of

blast furnace etc.

FUTURE OUTLOOK:

Refractoriness cost about 8% - 10% of the total cost of steel

production. There is greater possibility in reducing the specific consumption of

refractoriness by 9kg/T in steel industry, 0.4kg/T in cement industry in the

coming 3 to 4 years. However, the refractory production is expected to

increase by 16% per annum in the coming few years due to the major

expansion and green field projects coming up in the steel segment. Refractory

still have many areas in various sectors to enter in and it would be the

monolithic & special products that would dominate the production in future.

PRESENT FACILITIES:

The present facilities at the command of the company include captive

mines of high quality deposit of the low silica magnesite using modern earth

moving equipment, 150TPD rotary kilns for the dead bringing magnesite high

capacity hydraulic brick presses and 1750˚C high temperature, high tech

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tunnel kiln with complete range of support facilities. The activities are guided

by a vibrant R&D set-up to keep pace with the change taking place world in the

field of refractory.

PRODUCTION DEPARTMENT AND ITS MANAGEMENT:

“Production management is concerned with those processes which

convert the input into output. The inputs are various resources like raw

material, men, machines etc and the output are goods and services.”

Production section is under the control of production manager and

maintenance manager.

BRICK – MAKING PROCESS:

Brick is the premium of burn standard company. Raw materials are used

are

• Magnesite

• Chromite

• Graphite

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• Additives

ADDITIVES:

The additives comprise of detriment solution, molasses, Epson salt,

Magnesium sulphate solution etc which service as binders during the brook

making process.

MAGNESITE:

CRUDE:

The crude is extracted from the mines by blasting which compressors

the crude obtained in this process are MgCo3 (Magnesium Carbonate).

STORAGE:

The crude from the mines dumped in the stacking yard where it is

graded manually recording to the silica (impurity) content present in it as.

LIGHT CARBON:

This serves as I class crude with a very low percentage of silica

content

in it.

SMALL CHIPS:

These are the chips of small size obtained during the blasting of the

crude in the mines.

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PROCESS:

The selected grade of magnesite is sized by primary crushing,

screening, and washing before being feed into the high temperature rotary

kilns (100TPD and 50TPD).

THE PROCESS OF PRODUCTION IN BSCL

MINING

CRUDE MANGESITE

SHAFT KILN CRUSHING

RAYMOND MILL ROTARY

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PACKING COOLER

DESPATCH BUNKER

DEPOT GRINDING

TUNNEL KILN FRACTION

DRIER PRESSING MIXER

MARKETING DEPARTMENT AND ITS FUNCTIONS:

Marketing is an integral part of all our lives. A large percentage of

our working hour is taken up by efforts to market something. It is essential to

the survival of most organization, it is highly visible it is rewarding to its

successful practitioners and frustrating to the less fortune and sometimes. It is

controversial in broad sense marketing consist of activities designed to

generate and facilitate exchange intended to satisfy human needs or wants the

people who comprise a market play a numbers of roles first, there is the

decision market, the individual organizational unit that thus the authority to

commit to the exchange. Then there are consumers, those who actually use or

consume the product another role is the consumers, the party who transaction.

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Finally there are influencers who affect the decision of others

because of there expertise position activity do plan, price, promote and

distribute want – satisfying product to target market to achieve organization

object according to the marketing concept, a firm is best able to performance

objectives by adopting. Hence marketing is practiced today in all modern

nations, regardless of their, political philosophy. In recent years numerous

service firms and non-profit organization have found market to be necessary

and worth while. The chatting is to do it well and required an understanding of

what marketing is and how to perform. It the role of marketing in the

organization will also have changes traditionally, marketers have to play role of

middleman, changed with understanding customer to various functional areas

in the organization, who then acted upon these needs.

MAINTENANCE DEPARTMENT:

1. On receipt of enquiry from the customers it is scrutinized for

completeness necessary classification is sought from the customer if required.

2. An enquiry number is allotted and noted down in the enquiry register by

the sales staff.

3. The enquiry papers are sent to HOD (R&D) who in turn wills consult

with production, purchase and workshop personnel to provide batch for costing

and delivery time for the product.

4. The pricing will be arrived based on the data provided.

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5. The UH (SW) will approve the proposal wherever required and the

quotation will be sent to customer enquiry.

6. Based on the quotation and order from the customer, the marketing

activities executed.

7. The order can be executed in two ways.

8. First one is the customer has to pay the amount for the product in

advance.

9. Second one is the performance of the product.

PERSONNEL DEPARTMENT:

Personnel management is concerned with the people dimension in


management. The people assigned to deal with issues were often individual
who are past their prime. The personnel department is to develop the
relationship between employer and employee. All the information will be
passed from the top level management to bottom level management.

EXECUTIVE EMPLOYER:
The work is office based and includes duties and responsibilities such
as typing, filing, liaison, indenting, procurement, payment, stock keeping,
printing, coordination with Government/Statutory authorities, routine services to
department. And such other jobs exclusive to each dept and other clerical/
stenographic jobs.
TECHNICAL PERSONNEL:
Their work is in the shop floor of the company and includes operating
machinery and equipment, repairs, services, upkeep and maintenance, quality
testing, customer service jobs etc.

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RECRUITMENT:
Recruitment can be done in two ways through
 Internal

 External

PRESENT WORK FORCE:


• Permanent - 400
• Contract - 200

PERFORMANCE APPRAISAL METHOD:


• Executive performance management system
1. Task & target fulfillment
2. Rating assessment
• Non executive performance management system
1. Group appraisal system

OTHER FACILITY:
• Welfare
• Scholarship
• Canteen
• Employee service

CHAPTER 3

RESERCH METHODOLOGY

Research is logical and systematic gathering and analysis of


information, pertaining an issue or problem for the purpose of arriving at a
certain conclusion.

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3.1 RESERCH DESIGN

The research design is descriptive research study, since the researcher


tries to analyze the views about the organizational climate of BURN
STANDARD COMPANY LIMITED, SALEM.

3.2 SURVEY DETAILS

The data collection for this study, were primary in nature. The data
collected from skilled employees of various departments in BSCL.

3.3 SAMPLING DETAILS

3.3.1 Sample design

The researcher has used probability sampling or simple random


sampling. It is nothing but all the departments have equal chance of being
selected. The method adopted here for sampling is lottery methods.

3.3.2 Sample size

Only 75 employees have been taken out of 400 employees of the study.

3.4 DATA COLLECTION DETAILS

The structured undisguised questionnaires were prepared and the


same was distributed to the employees who are working in BSCL, Salem.

31
3.4.1 Questionnaires

The structured technique for data collection consists of series of


questions, written or verbal, to which a respondents replies.

3.4.2 Structured undisquised questionnaires

The questionnaire pattern is structured and all respondents will be


treated the same irrespective of their categories.

3.4.3 Data collection methods

The methods used for the collection of data are primarily method and
secondary method. Information is obtained from primary data through the
survey.
Survey is systematic gathering of data from respondents through
questionnaire. In this research data is collected by personal interview.

Primary data

Primary data collection is used here. Data has been collected


through distribution of questionnaire and knowing the resbonponse of the
employees.

Secondary data

Data has also collected from the company’s records and the official
web site www.bscl.in
32
3.5 TOOLS OF THE STUDY

The data collected were tabulated in the frequency table. The data
was then analyzed by applying weighted average and chi-square analysis.

3.5.1 Formula for chi square test

Degree of freedom = (R – 1) (C – 1)

Where as, O = Observed frequency

E= Expected frequency

R=Number of rows

C=Number of columns.

CHAPTER 4

DATA ANALYSIS AND INTREPREETATION

A number of questions are prepared and the question is given to the


workers to respond. These responses are generally measured on a rank scale
of 1 to 5 where 1 means generally a strong agreement with the essence of the
question and 5 means a strong disagreement.

33
These responses can then be tabulated and conclusions can be drawn
about how the employees feel about the process of promotion. Other
organizational variables in this particular profile developed are supervision,
motivation, and innovation, and communication. The statements A, B, C, D are
ranked as 1 to 5 .

DATA ANALYSIS AND INTREPREETATION

4.1 ANALYSIS OF THE DATA


TABLE 4.1.1: ORIENTATION

34
Source-Primary data

INFERENCE:

Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 37*5 14*4 7*3 8*2 9*1 287 1
B 12*5 32*4 26*3 4*2 1*1 274 2
C 10*5 8*4 25*3 15*2 17*1 204 4
D 9*5 8*4 8*3 23*2 27*1 174 5
E 7*5 13*4 9*3 25*2 21*1 215 3

From the above table it is clear that the choice of A given by


respondents are 1 rank, choice of B given as 2nd rank, choice of E given as 3rd
st

rank, choice of C given as 4th rank and choice of D given by respondents as 5th
rank.

35
0 287
30
77 274
0
25
0 204 215
20
174
0
15
0
10
0
5
0
0
A B C D E

TABLE 4.1.2: INTERPERSONAL RELATIONSHIP

35
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 14*5 12*4 3*3 18*2 28*1 191 5
B 2*5 18*4 14*3 31*2 10*1 196 4
C 35*5 6*4 14*3 4*2 16*1 265 1
D 9*5 26*4 24*3 10*2 6*1 247 2
E 14*5 18*4 19*3 12*2 12*1 235 3

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of C given by


respondents at 1 rank, choice of D given as 2nd rank, choice of E given as 3rd
st

rank, choice of B given as 4th rank and choice of A given as respondents as 5th
rank.

300
265
247
250 235

191 196
200

150 Result
100

50

0
A B C D E

TABLE NO 4.1.3: SUPERVISION

36
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 19*5 14*4 7*3 13*2 22*1 220 3
B 11*5 19*4 3*3 26*2 17*1 209 5
C 10*5 5*4 37*3 8*2 15*1 212 4
D 14*5 20*4 20*3 17*2 4*1 248 1
E 22*5 17*4 8*3 11*2 17*1 241 2

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of D given by


respondents at 1st rank, choice of E given as 2nd rank, choice of A given as 3rd
rank, choice of C given as 4th rank and choice of B given as respondents as 5 th
rank.

260
248
250
241
240

230
220
220 212
209
210

200

190

180
A B C D E

37
TABLE 4.1.4: HANDLING PROBLEMS IN THE ORGANIZATION
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 8*5 22*4 11*3 23*2 11*1 218 3
B 5*5 11*4 12*3 13*2 9*1 254 1
C 3*5 9*4 12*3 12*2 14*1 216 4
D 8*5 12*4 10*3 10*2 10*1 226 2
E 14*5 7*4 10*3 9*2 12*1 201 5

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of B given by


respondents at 1st rank, choice of D given as 2nd rank, choice of A given as 3rd
rank, choice of C given as 4th rank and choice of E given as respondents as 5 th
rank.

300
254
250 218 216 226
201
200

150

100

50
0
A B C D E

38
TABLE NO 4.1.5: MANAGEMENT OF MISTAKE
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 22*5 6*4 18*3 4*2 25*1 221 3
B 16*5 19*4 31*3 9*2 0*1 267 2
C 8*5 18*4 7*3 28*2 14*1 206 4
D 17*5 28*4 18*3 16*2 3*1 286 1
E 24*5 3*4 2*3 18*2 28*1 202 5

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of D given by


respondents at 1 rank, choice of B given as 2nd rank, choice of A given as 3rd
st

rank, choice of C given as 4th rank and choice of E given as respondents as 5 th


rank.

400
286
267
300 221 206 202

200

100

A B C D E

39
TABLE 4.1.6: CONFLICT MANAGEMENT
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 19*5 6*4 6*3 17*2 27*1 198 5
B 14*5 15*4 14*3 9*2 23*1 213 3
C 11*5 15*4 13*3 22*2 14*1 212 4
D 15*5 19*4 24*3 9*2 8*1 249 2
E 16*5 18*4 18*3 21*2 2*1 250 1

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of E given by


respondents at 1st rank, choice of D given as 2nd rank, choice of B given as 3rd
rank, choice of C given as 4th rank and choice of A given as respondents as 5th
rank.

E, 250 A, 198

B, 213
D, 249
C, 212

40
TABLE NO 4.1.7: COMMUNICATION
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 24*5 15*4 6*3 10*2 20*1 238 3
B 14*5 14*4 27*3 12*2 8*1 239 2
C 15*5 26*4 10*3 16*2 8*1 249 1
D 8*5 12*4 26*3 18*2 11*1 213 4
E 14*5 8*4 6*3 19*2 28*1 186 5

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of C given by


respondents at 1 rank, choice of B given as 2nd rank, choice of A given as 3rd
st

rank, choice of D given as 4th rank and choice of E given as respondents as 5 th


rank.

238 239 249


300 213
186

200

100

A B C D E

41
TABLE NO 4.1.8: DECISION MAKING
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 11*5 16*4 5*3 19*2 24*1 196 5
B 37*5 6*4 18*3 11*2 3*1 288 1
C 4*5 15*4 11*3 11*2 34*1 199 4
D 6*5 19*4 14*3 24*2 12*1 208 3
E 17*5 19*4 27*3 10*2 2*1 264 2

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of B given by


respondents at 1 rank, choice of E given as 2nd rank, choice of D given as 3rd
st

rank, choice of C given as 4th rank and choice of A given as respondents as 5 th


rank.

400 288
264
300 196 199 208

200

100
0

A B C D E

42
TABLE NO 4.1.9: TRUST
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 14*5 6*4 6*3 14*2 35*1 175 5
B 10*5 19*4 20*3 25*2 10*1 210 4
C 20*5 14*4 17*3 12*2 12*1 243 3
D 14*5 26*4 12*3 11*2 12*1 244 2
E 19*5 22*4 20*3 8*2 6*1 265 1

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of E given by


respondents at 1st rank, choice of D given as 2nd rank, choice of C given as 3rd
rank, choice of B given as 4th rank and choice of A given as respondents as 5th
rank.

300
265
243 244
250
210
200 175

150

100

50

0
A B C D E

43
TABLE NO 4.1.10: MANAGEMENT OF REWARDS
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 31*5 18*4 9*3 8*2 9*1 279 1
B 17*5 36*4 5*3 13*2 4*1 274 2
C 11*5 4*4 24*3 10*2 26*1 189 4
D 8*5 11*4 24*3 19*2 12*1 216 3
E 8*5 6*4 15*3 20*2 26*1 175 5

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of A given by


respondents at 1 rank, choice of B given as 2nd rank, choice of D given as 3rd
st

rank, choice of C given as 4th rank and choice of E given as respondents as


5th rank.

300
279 274

250
216

200 189
175

150

100

50

0
A B C D E

44
TABLE NO 4.1.11: RISK TAKING

Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 13*5 3*4 15*3 20*2 24*1 186 4
B 6*5 8*4 3*3 34*2 24*1 163 5
C 15*5 16*4 22*3 8*2 14*1 235 3
D 11*5 36*4 18*3 5*2 5*1 268 2
E 31*5 14*4 16*3 7*2 7*1 280 1

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of E given by


respondents at 1 rank, choice of D given as 2nd rank, choice of C given as 3rd
st

rank, choice of A given as 4th rank and choice of B given as respondents as 5th
rank.

300 280
268

250 235

200 186
163
150

100

50

0
A B C D E

45
TABLE NO 4.1.12: INNOVATION AND CHANGE
Rank
R1 R2 R3 R4 R5 TOTAL RANK

Statements
A 20*5 10*4 11*3 18*2 16*1 225 3
B 31*5 6*4 8*3 10*2 20*1 243 1
C 10*5 20*4 22*3 13*2 10*1 232 2
D 0*5 24*4 24*3 14*2 13*1 209 5
E 14*5 15*4 10*3 20*2 16*1 216 4

Source-Primary data

INFERENCE:

From the above table it is clear that the choices of E given by


respondents at 1st rank, choice of D given as 2nd rank, choice of C given as 3rd
rank, choice of A given as 4th rank and choice of B given as respondents as 5th
rank.

250

240

230

220

210

200

190 A B C D E

46
4.2 HYPOTHIESIS TESTING

TABLE 4.2.1 Chi-square test

RESPONDENTS RELATIONSHIP BETWEEN AGE AND ORIENTATION

Null Hypothesis Ho: There is no significant difference between the age and
orientation.

Alternative Hypothesis H1: There is significant difference between the age and
orientation.

Orientation Choice Choice Choice Choice Choice Total


Age A B C D E
20-30 17 6 3 1 1 28

30-40 13 5 1 2 4 25

Above 50 7 6 3 1 5 22

Total 37 17 7 4 10 75

Degree of freedom (df) = (rows-1) × (column-1)

Df = (3-1) ×(5-1)=8

Level of significance = 5%

Tabulated value = 15.507

To find calculated value of chi-square

Chi-square test :

Where
O = Observed frequency

E = Expected frequency

Expected frequency = Row total ×column total


Grand total

47
O E (O-E)²⁄ E
17 13.813 0.73
6 6.346 0.018
3 2.613 0.057
1 1.49 0.161
1 3.73 1.998
13 12.33 0.036
5 5.666 0.078
1 2.33 0.0761
2 1.333 0.33
4 3.333 0.13
7 10.85 1.36
6 4.986 0.2062
3 2.053 0.436
1 1.17 0.025
5 2.93 1.462

TOTAL 7.80

Chi-square = 7.80

Calculated value < tabulated value

Therefore we accept null hypothesis

There is no significance difference between age and orientation

TABLE 4.2.2 Chi-square test

48
RESPONDENTS RELATIONSHIP BETWEEN SALARY AND ORIENTATION

Null Hypothesis Ho: There is no significant difference between the salary


and orientation.

Alternative Hypothesis H1: There is significant difference between the salary


and orientation.

Orientation Choice Choice Choice Choice Choice Total


Salary A B C D E

below5000 12 9 3 1 7 32

5000-8000 10 7 2 2 5 26

Above8000 7 2 4 3 1 17

Total 29 18 9 6 13 75
Degree of freedom (df) = (rows-1) × (column-1)

Df = (3-1) ×(5-1)=8

Level of significance = 5%

Tabulated value = 15.507

To find calculated value of chi-square

Chi-square test :

Where O = Observed frequency


E = Expected frequency

Expected frequency = Row total ×column total


Grand total

49
O E (O-E)²⁄ E
12 12.373 0.011
9 7.68 0.140
3 3.84 0.183
1 2.56 0.950
7 5.546 0.381
10 10.053 0.0002
7 6.24 0.092
2 3.12 0.402
2 2.08 0.003
5 4.506 0.054
7 6.573 0.027
2 4.08 1.060
4 2.04 1.883
3 1.36 1.977
1 2.946 1.285
Total 8.44

Chi-square = 8.44
Calculated value < tabulated value

Therefore we accept null hypothesis

There is no significance difference between salary and orientation

TABLE 4.2.3 Chi-square test

50
RESPONDENTS RELATIONSHIP BETWEEN EXPERIENCE AND
ORIENTATION

Null Hypothesis Ho: There is no significant difference between the experience


and orientation.

Alternative Hypothesis H1: There is significant difference between the


experience and orientation.

Orientation Choice Choice Choice Choice Choice Total


A B C D E
Experience
5-10years 7 3 5 1 5 21

10-15years 13 6 3 2 4 28

15- 20years 4 7 1 2 3 17

Above 20years 3 1 2 1 2 9

Total 27 17 11 6 14 75

Degree of freedom (df) = (rows-1) × (column-1)

Df = (3-1) ×(5-1)=12

Level of significance = 5%

Tabulated value = 21.03

To find calculated value of chi-square

Chi-square test :

Where O = Observed frequency

E = Expected frequency

Expected frequency = Row total ×column total


Grand total

51
O E (O-E)²⁄ E
7 7.56 0.041
3 4.76 0.650
5 3.08 1.196
1 1.68 0.275
5 3.92 0.297
13 10.08 0.845
6 6.346 0.018
3 4.106 0.297
2 2.24 0.025
4 5.226 0.234
4 6.12 0.734
7 3.853 2.570
1 2.493 0.897
2 1.36 0.301
3 3.173 0.009
3 3.24 0.017
1 2.04 0.530
2 1.32 O.350
1 0.72 0.108
2 1.68 0.060

TOTAL 9.451

Chi-square = 9.451
Calculated value < tabulated value

Therefore we accept null hypothesis

There is no significance difference between experience and orientation

CHAPTER 5

52
RESULT AND DISCUSSION

5.1 Finding of the study

• Based on orientation, the choice of A (People here mainly concerned with


following established rules and procedures) given by respondents as 1st
rank and choice of D (the dominant concern here is to maintain friendly
relations with others) given as 5th rank.
• Based on interpersonal relationship, the choice of C (business like
relationship prevails here, people are warm, but get go there primarily to
ensure excellence in performance) given by respondents as 1 st rank and
choice of A (the atmosphere here is very friendly and people spend enough
time in informal and social relation) give respondents as 5th ranks.
• Based on supervision, the choices of D (in influencing their subordinates
supervisors here try to use their expertise and competence rather than their
formal authority) given by respondents as 1st rank and choice of B
(supervisors here strongly prefer their subordinates to ask them for
instructions and suggestions) given by respondents as 5th rank.
• Based on the topic, handling problems in organization, the choice of B
(when problems are faced here, experts are consulted and they lay an
important role in solving these problems) given by respondents as 1 st rank
and choice of E (problems here usually solved by supervisors, subordinates
are not involved) given by respondents as 5th rank.
• Based on conflict management, table it is clear that the choice of E (experts
are consulted and their advice used in resolving conflicts here) given by
respondents as 1st rank and choices of A (here, conflicts are usually
avoided or smoothened over to maintain a friendly atmosphere) given by
respondents as 5th rank.

• Based on communication, the choice of C (relevant information is made


available to all who need it and can use it for the purpose of achieving high
performance here) given by respondents as 1st rank and the choice of E

53
(communication is often selective here, people usually give or hold back
crucial info as a form of control) given by respondents as 5th rank.

• Based on decision making, the choices of B (decisions are made at the top
and communicated downward, are people here generally prefer this) given
by respondents as 1st rank and choice of A (while making decisions,
people here makes special attempts to maintain coordinal relations with all
concerned) given by respondents as 5th rank.

• Based on the trust, the choices of E (those who can achieve results are
highly trusted here) given by respondents as 1st rank and the choice of A
(only a few people here trusted by management and they are quite
influential) given by respondents as 5th rank.

• Based on the topic management rewards, the choice of A (here the main
thing that reward is excellence in performance and the accomplishment of
tasks) given by respondents as 1st rank and the choices of E (the ability to
get along well with others is highly rated and rewarded here) given by
respondents as 5th rank.

• Topic on risk taking, the choices of E (responding to risky situation,


supervisors here take calculated risks and strive above all to be more
efficient or productive) given by respondents as 1st rank and the choice of
B (in risky situation, supervisors here strongly emphasize discipline and
obedience to orders) given by respondents as 5th rank.

• Based on the topic innovation and change, the choice of B (here,


innovation of change is primarily ordered by top management) given by the
respondents as 1st rank and the choice of D (those who initiate innovation
or change here demonstrate a great concern for any possible effects on
others and try to minimize these effects) given by respondents as 5th rank.

5.2SUGGESTIONS

54
• Company may reward the employees based on their performance.

• When working on solutions to problems, experts should keep in


mind the needs of organizational members as well as society at large.

• Supervisors have to give personals to the problems of


subordinate, whether they arise out of his job environment or a
personal nature, by giving them sympathetic consideration, patient
hearing, proper counseling and suggesting alternative proposals.

• Create a congenial work atmosphere and pleasing surroundings,


and arrange for better job facilities by having better tools and appliance.
These will improve working capacity, develop enthusiasm, and a sense
of loyalty towards the Organization.

55
5.3 CONCLUSION

This research made an attempt to identify the climate condition and the
way in which that affects the employees in Burn standard company limited.
From the study it is observed that decision making, innovation and change, all
these factors handling by the top management. There is good relationship
between the employees and employer.

An overview of this research reveals little hot organizational climate


prevailing in Burn standard company limited, the organization lacks on certain
factors like communication and trust. If these factors are given little more care,
the company can maintain a good working involvement with high level of
satisfaction, devotion, organizational commitment and involvement.

56
APPENDICES

Questionnaire

a) Name of the respondent:


b) Age: i) 20-30 ii) 30-40 iii) Above 50
c) Gender:
d) Designation:
e) Salary i) below5000 ii) 5000 – 8000 iii) Above 8000

f) Experience i) 5-10yrs ii) 10-15yrs iii) above 15yrs

12 categories representing 12 dimensions of organizational climate within each


category there are five statements. You are to rank the statements in each category
from 5 to 1.

1. Orientation
A) People here mainly concerned with the following established rules and
procedures.
B) Achieving or surpassing specific goals seems to be the main concern of
people here.
C) Consolidating one’s own personal position and influence seems to be
main concern here.
D) The dominant concern here is to maintain friendly relations with others.
E) The main concern here is to develop people competence and expertise.

2. Interpersonal relationship
A) The atmosphere here is very friendly and people spend enough time in
informal and social relation.
B) In this organization cliques protect there own interests.
C) Business like relationships prevail here, people are warm, but get
gather primarily to ensure excellence in performance.
D) People here have strong associations mostly with their supervisors and
look to them for suggestions and guidance.
E) People here have a high concern for on another and tend to help one
another spontaneously when such help is needed.

57
3. Supervision

A) The purpose of supervisors is usually to check for mistakes and to catch


the person making mistake.
B) Supervisors here strongly prefer their subordinates to ask for
instructions and suggestions.
C) Supervisors here reward outstanding achievement.
D) In influencing their subordinates, supervisors here try to use their
expertise and competence rather then their formal autority.
E) Supervisors here are more concerned with maintaining good
relationship with their subordinates than with emphasizing duties and
performance.

4. Handling problems in the organization

A) People here take problems as challenges and try to find better solution
then any one else.
B) When problems are faced here, experts are consulted and they lay an
important role in solving these problems.
C) In dealing with problems, people here mostly consulted their friends.
D) People here usually refer problems to their supervisors and look to them
for solutions.
E) Problems here are usually solved by supervisors, subordinates are nit
involved.

5. Management of mistake

A) When people here make mistakes, they are not rejected, instead their
friends shown than much understanding and warmth.
B) Usually people here are able to acknowledge and analyze their
mistakes because they can expect to receive help and support from
others.
C) When the subordinates makes a mistake here, the supervisors treat it
as a learning experience that can prevent failure and improve
performance in the future.
D) Subordinates here expect guidance from their supervisors in correcting
or preventing mistakes.
E) Here, people seek the help of experts to analyze and prevent mistakes.

58
6. Conflict management

A) Here conflicts are usually avoided or smoothed over to maintain a


friendly atmosphere.
B) Arbitration or third party intervention is sought and used here.
C) In a conflict situation here, those who are stronger forces their points of
view.
D) In resolving conflicts here, appeal is made to principles organizational
ideals, the larger goals of the organization.
E) Experts are consulted and their advice used in resolving conflicts here.

7. Communication

A) Most communication here is informal and friendly, it both arises from


and contributed to warm relations.
B) People here ask for information from those who are experts on the
subjects.
C) Relevant information is made available to all who need it and can use it
for the purpose of achieving high performance here.
D) People here communicate information, suggestion and even criticism to
other out of concern for them.
E) Communication is often selective here, people usually give or hold back
crucial information as a form of control.

8. Decision making

A) While making decisions people here make special attempts to maintain


cordial relations with all concerned.
B) Decisions are made at the top and communication downward, and
people here generally prefer this.
C) Decisions here generally are made without involving subordinates.
D) Decisions here are made and influenced by specialists and other
knowledge people.
E) Decisions are made here by keeping in mind the good of the employees
and society.

59
9. Trust

A) Only few people here are trusted by management, and they are quite
influential.
B) Here high value is placed on trust between supervisors and
subordinates.
C) Specialists and experts are highly trusted here.
D) A general attitude of helping generalist’s mutual trust here
E) Those who can achieve results are highly trusted here.

10. Management of rewards

A) Here the main thing that is rewarded is excellence in performance and


the accomplishment of tasks.
B) Knowledge and expertise are recognized and rewarded here.
C) Loyalty is rewarded more then anything else here.
D) The ability to control subordinates and maintain discipline is afforded
the greatest importance in rewarding.
E) The ability to get along well others is highly rated and rewarded here.

11. Risk taking

A) When comforted by risk situations, supervisors here seek the guidance


and support of friends.
B) In risky situation, supervisors here strongly emphasize discipline and
obedience to orders.
C) In risky situation, supervisors here have a strong tendency to rely on
expert specialists for the advice.
D) In responding to risky situations, supervisors here shown great concern
for the people working in the organization.
E) In responding to risky situation, supervisors here take calculated risks
and strive above all to be more efficient or productive.

60
12. Innovation and change

A) Innovation and change are initiated and implemented here primarily


by experts and specialists.
B) Here, innovation or change is primarily ordered by top management.
C) Before initiating innovation or change, supervisors here generally go
to their supervisors for sanction and guidance.
D) Those who initiate innovation or change here demonstrate a great
concern for any possible advice effects on others and try to minimize
there effects.
E) Innovation or change here is mainly initiated to implement through
highly result oriented individual.

61
REFERENCES

• Kotari C.R,2nd edition (2003) “Research Methodology,” Guptha K.K, PP-


68,117,277.
• Pattannayak Biswajeet 3rd edition (2005) “Human Resource
management”.
• Stephen P.Robbins and Timothy A. Judge 13th edition (2009)
“Organizational Behavior”.
• WWW.BSCL.COM
• WWW.Scribd.com

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63