TERM PAPER OF

MANAGEMENT PRACTICES AND ORGANISATION BEHAVIOUR

ORGANISATION STRUCRUTE AFFECTS WORKING STYLE

Submitted to: - Mr. VIKRAM KATYAL

Submitted By:ANKIT SINGH Reg. No.:-11006061 Roll no.:- B49 Section: - S1002

TABLE OF CONTENT
1. ACKNOWLEDGEMENT 2. CERTIFICATE 3. INTRODUCTION 4. ORGANIZATIONAL FRAMEWORK 5. WHAT IS AN ORGANIZATIONAL CULTURE 6. FUNCTIONS OF ORGANIZATIONAL CULTURE 7. Organizational Culture And its effect on working style 8. IMPACT OF ORGANISATIONSAL CULTURE ON WORKING SYYLE 9. CONCLUSION 10. REFRENCE CULTURE: CONCEPTUAL

ACKNOWLEDGEMENT
The project is an illuminating journey to the world of MANAGEMENT PRACTIES AND ORGANISATION BEHAVIOUR. co-operation and co-ordination of various people is involved in the formation of a project. It is impossible to thank each of them individually, but I am making a humble effort thank some of them.

First of all I want to thank my lecturer Mr. VIKRAM KATYAL for assigning me such a great project. He not only assigned me a responsible role in the project but also showed confidence in me throughout the project.

With my immense reverence I express my sincere thanks to Mrs. Rashmi Mittal, Dean Executive of Lovely Professional University for giving all of us the best possible support.

ANKIT SINGH

CERTIFICATE

This is to certify that ANKIT SINGH. is a bonafide student of 1st semester of MBA, SECTION-S1002, ROLL NO.-B49 at LOVELY PROFESSIONAL UNIVERSITY, Phagwara (Punjab).

He had undertaken the preparation of the term paper ORGANISATION SRTUCTURE AFFECT WORKING STYLE. This student has been sincere and methodical in the development of the project with outstanding merit.

Mr. VIKRAM KATYAL

(Lecturer- MPOB)

INTRODUCTION

Every Organization has a culture. It has its own cultural forms that constitute the expected, supported and accepted way of behaving. These norms are mostly unwritten and tell employees the way things really are. These influence everyone's perception of the business from the chief executive to the lowest rank. Employees from all cadres of any organization contribute to the success or failure of the organization, to the norms by accepting and supporting them. Recent research illuminates the important contribution of organizational culture and market orientation to organizational effectiveness. In an attempt to increase the conceptual and empirical body of knowledge, explores the links between organizational culture, market orientation, and marketing effectiveness in the context of strategic marketing alliances. Analyzes responses to self-administered questionnaires returned by 128 such organizations. The findings suggest that organizational culture significantly affects marketing effectiveness, although the individual dimensions of organizational culture have varying degrees of influence upon the dimensions of marketing effectiveness. Among mechanistic or non-adaptive cultural

dimensions, increased internal culture enhances an internal market effectiveness dimension, whereas increased external culture enhances an external market effectiveness dimension. This internal/external

alignment is not found for the organic or adaptive cultural dimensions. This same internal/external alignment is found, however, when examining the relationship between market orientation and market effectiveness. Internal aspects of market orientation enhance an internal market effectiveness dimension, whereas increased external orientation enhances an external market effectiveness dimension. In the constantly changing business scenario of tough competition, economic threats, frequent downsizing and technological changes have brought in significant changes not only in the workplace but also in the decline of employee morale. The wide job opportunities and the increasing war for talent have made companies retain their talented employees at any cost by boosting their morale through innovative ways as todays employees are no longer attracted by the pay or benefits as an inspiring and enthusiastic environment that promotes good employee relations, fair treatment and recognition for achievement. Companies having high or positive employee morale supersede the average companies in terms of increased employee retention level, quality products, organizational productivity and the companys profits.

Employee morale is the spirit, enthusiasm, confidence/self-reliance/ self-esteem of an individual or groups as revealed by their willingness to perform assigned tasks, to be engaged, be inspired and render good performance. An organizational environment that promotes high

employee morale increasingly reaps multifarious benefits of gaining motivated employees and a unified workforce that help in the quicker achievement of the organizational mission. Besides, it increases the creativity and willingness to learn and share knowledge among the employees, improves employee and customer engagement, job performance, commitment, loyalty and develops among the employees a feeling of trust in their leaders and a sense of pride in their job. Hence, the significance of instilling and maintaining employee morale is highly crucial in todays business as it helps retain talent and reduce attrition that has an impact upon the companys bottom line and ROI.

To make an employee have high morale and be enthusiastic about his/her job, managers have to set meaningful goals, be fair in praise and criticism, install recognition programs, provide unbiased feedback, avoid high promises etc. Such a strategy will inspire the employees to render optimal performance in the workplace. The facts that matter for an employee to work in a high morale organization are fair treatment, a sense of achievement in work and feeling proud about their employers and good employee relations. Even if one of the above factors is missing, the employees are three times less enthusiastic and more unproductive than the employees who work in firms where all the factors are present. Besides, demoralized employees cause increased cost/expense to the company by their

indifference to work, absenteeism, work disengagement and negative attitudes that spur conflict and confusion in the management. Such effects get reflected in the market share and the company also suffers from negative image and reputation in the marketplace. Hence, good people practices by the company are vital in creating a competitive advantage to be a great place to work for.

ORGANIZATIONAL FRAMEWORK

CULTURE:

CONCEPTUAL

The primary strategy of an organization is the maintenance of its cultural identity in terms of prevailing values. A virtuous circle from the collective experience of success through stabilized values to cohesion and efficiency sustains the continuity of culture. But if the alternatives allowed for by the culture are unsuited to new problems, then the virtuous circle becomes a vicious circle impeding change. The result may be apparent cultural change, cultural revolution or cultural incrementalism. Significant research has focused on the market orientation concept and its antecedents in recent years. Nevertheless, the market orientation research provides little information concerning the effects of national cultural values on the market orientation of companies. The conceptual framework presented in this manuscript contributes to the extant literature in international business by investigating the role

of national cultural values as factors that shape and modify an organization's market orientation through its organizational culture. Specifically, using Schwartz's cultural value dimensions, the authors present a set of propositions regarding the effects of national culture on the internalization of market-oriented values and norms, which in turn positively affect the implementation of market-oriented behaviors. Stanley Davis commented on this concept as follows: corporate culture is the pattern of shared beliefs and values that give the member of an institution meaning and provide them with the rules for behaviour in their organization. Campbell, Dunnelte and Lawler have commented that organizational culture is concerned with how employees perceive the six basic characteristics such as individual, autonomy, structure, reward, consideration and conflict. Every organization will have its own word to describe what it mean by culture, Some of them are core, ethos, ideology, manner, patterns, philosophy, purpose, roots, style, vision and way.

WHAT IS AN ORGANIZATIONAL CULTURE? Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organization. This system of shared meaning is on closer examination, a set of key characteristics that the organization values. The researchers suggest that there are seven primary characteristics that in aggregate, capture the essence of an organization culture. 1. Innovation and risk taking:- the degree to which encourage to be motivated, innovative and take risk. 2. Attention to detail:- the degree to which employees expected to be exhibit precision, analysis, and attention to detail. 3. Outcome orientation:- the degree to which management focus on result or outcomes rather than on the techniques and processes used to achieve those outcomes. 4. People orientation:- the degree to which the management decision take into consideration the effects of outcomes on people with in the organization. 5. Team orientation:- the degree to which the work activities are organized around teams rather than individuals. 6. Aggressiveness:- the degree to which the people are aggressive and competitive rather than easygoing.
7.

Stability:- the degree to which the organization activities emphasize maintaining the status of the employees.

FUNCTIONS OF ORGANIZATIONAL CULTURE A growing organization cannot neglect its human side. Employees are the real fortune makers who make the organization a strong and growing unit. It becomes necessary for management to nurture the spirit of oneness and to develop an organizational entity. Organizational culture performs four different types of functions. (i) The fooling of Organizational identify No Organization can grow without strong commitment of its employees to the cause of organization. Organizational culture has its own ability to attract develop and keep talented people. (ii) Collective Commitment Organizational development is the result of group efforts. Culture is that invisible bond of emotions and feeling that ties employees at various levels to develop collective commitment. (iii) Socialization of Members The organizational culture develops uniform system of promotions, remuneration and behaviour patterns which can socialize the employees without any group conflicts and ideological clashes. (iv) Desired Behavioural Pattern The employees must understand their surroundings; they should learn to behave according to basic philosophy of business. No organization

can succeed for a long if it has not given proper understanding of its surroundings to its employees.

Creating A Positive organizational culture:-

Its often difficult to separate management fads from lasting changes in management thinking, especially early. There is one early trend, though, that we think is here to stay: creating a positive organizational culture. Creating a positive culture may surround hopelessly nave, or likely a deliberate style conspiracy. The one thing that makes us believe this trend is here to stay is that there are signs that management practice and OB research are converging. A positive organizational culture is a cultare is defined as a culture that emphasise building on employee strength, rewards more than it punishes, and emphasise individual validity and growrh.

Organizational Culture And its effect on working style

Based on principle of individualization, every individual is unique; every organization is constituted by different combinations of individuals. This helped to create the idea of different organizational cultures. The book 'Organizational Culture and Employee's Morale' is an outcome of the research conducted by the author in leading banks and throws light on the impact of Organizational Culture on morale of employees and directs to study relationship between them. About Author:

Dr. Harinder Biro Kaur Post Graduate in Social Work and Doctorate in Organizational Behavior from Punjab School of Management studies. She has also done Diploma in Training and Development from Indian Society of Training and Development, New Delhi s an additional qualification. As far as her achievements are concerned, she had Gold Medal in M.A. (Social work) for standing first in Kurukshetra University in the year 1991, Major Sat Prakash Verama Gold Medal for standing first in faculty of Social Sciences in Kurukshetra University in the year 1991, Silver Medal in Diploma in Training Contents and Development, New Delhi. :

Preface Introduction and Concept Researches in Organizational Culture and Employee Morale Objectives and Dimensions of Organizational Culture and Employee Morale Organizational CultureAn Analysis and Interpretation Employee Morale-An Analysis and

Interpretation Organizational Culture and Employee's Morale-A Study of Relationship Improvement in Organizational Culture and Employee. Employee morale is the relationship that a particular employee or a group of employees have with their work and the organization they work for. High employee morale means that employees are happy, and this is reflective in the kind of work they produce. On the other hand, low employee morale results in less productivity and pessimism among employees. It is important for every organization to continually keep employee morale high. Significance Employee morale is part of workplace culture and it is important in the company. When workers are happy, they tend to be more efficient because they enjoy their work. It is important that employees don't feel overworked and burdened by their job. Employee morale gauges organizational culture and how employers' treatment of their employees impact how the employee thinks about the organization as a whole. Develop First and foremost, better communication improves employee morale. Encouraging employees to reason better and communicate their ideas effectively will result in better understanding of each other. This also develops leadership in employees and teaches them how to be assertive. Regular evaluation also helps keep things in check. Top management should make it a point to talk sincerely to their

employees and staff and build a solution to resolve any issues present. Managers should make any expectations known. Effects High employee morale results in a highly effective team. A nurturing and supportive environment helps employees do their best work and share ideas without fear of being ostracized and ridiculed. High morale is also an indication of job satisfaction, which helps organizations keep employees. Employees are also more aware of their environment and will be more forward in asking for help and support, thus resolving issues because they get worse. Considerations The human resources department of a company gauges employee morale and participates in activities and events that would help boost employee morale. Team-building exercises are particularly important, because when employees are working in harmony, they tend to help each other, thus collectively relieving the amount of work that needs to be done for the company. Expert Insight One of the best ways to boost employee morale is to reward hard work. An employee may sometimes feel burdened by the amount of work that needs to get done and could start thinking about the value of the work versus the amount of pay he receives. By recognizing the hard work of an individual, employees are more likely to want to show their skills and contribute more because they know they are appreciated. Recognition, not just monetary compensation, is an

incentive that will keep an employee setting higher standards and doing more in his job

IMPACT OF ORGANISATIONSAL CULTURE ON WORKING STYLE The nature of corporate culture that exists in a company is going to decide the degree to which the desired results from the employees are obtained. Cultural analysis brings to centre stage a rich vein of behaviours and stands on its head much of the conventional wisdom about organizations. Stories, legends, rituals and heroes are key elements of organizational functioning and may actually serve more important objectives than formal decision making. We need to consider in more depth the different ways in which culture has been used in organization study. Wilson and Rosenfield (1990) distinguish two schools of thought: 1. The analytical school stresses the context and history of the organization and how culture acts as a socializing force controlling the behaviour of members.

2. The applicable school view culture in terms of obligation to central goals and as a means of managing successful organizational change. The common perceptions of the individual members about the organisation determines the types of the Organizational culture, individuals with realm of universal truths and are broad enough to accommodate any variety of circumstance. An organisation culture consists of two primary components. (i) The primary value of the organization and (ii) The existing management style and systems. Employee Morale is a very complex phenomenon and is influenced by many factors on the shop floor. Several criteria seem important in the determinants of levels of workers Morale such as: 1. Objectives of the organization: Employees are highly motivated and their Morale is highly if their individual goal and objectives are in tune with organizational goal and objectives. 2. Organizational design: Organization structure has an impact on the quality of labour relation, particularly on the level of Morale. Large organization tend and to to lengthen increase their the channels difficulty of of vertical upward

communication

communication. Therefore the Morale tends to be lower. Against this flat structure increases levels of Morale.

3. Personal Factors: It is relating to age, training, education and intelligence of the employees, time spent by them on the job and interest in worth taken by them, affect the Morale of the employees. For examples if an employees is not imparted proper training he will have low Morale. 4. Rewards: Employees expect adequate compensation for their services rendered to the organization. Good system of wages, salaries, promotions and other incentives keep the Morale of the employees high. 5. Good Leadership and Supervision: The nature of supervision can tell the attitudes of employees because a supervisor is in direct contact with the employers and can have better influences on the activities of the employees. 6. Work Environment: The building and it appearance the condition of machines, tools, available at work place provision for safety, medical aid and repairs to machinery etc. all have an impact on their Morale. 7. Compatibility with fellow employees: Man being a social animal finds his words more satisfying if he feels that he has the acceptance and companionship of his fellow workers. If he has confidence in his fellow worker and faith in their loyalty his Morale will be high.

8. Job Satisfaction: If the job gives an employee an opportunity to prove his talents and grow personality, he will certify like it and he will have high morale. 9. Opportunity to share profit: one of the requirements of high morale is possibility and opportunity of progress in any concern. All worker should be given an opportunity of the progress and earn high wages without any discrimination. These two components significantly determine the degree to which the desired result from the employees is obtained. The value system to which the employees support directly or indirectly or by their behaviour indicates the direction in which organizations are likely to move in the future. A strong culture is a powerful lover for guiding behaviour. It helps the employees to do their job better. The essence of the organizational culture can be stated in its five characteristics namely. (i) Individual autonomy (ii) Organizational Structure (iii) Reward organisation (iv) Consideration and (v) Conflict Organizationals culture is concerned with how employees perceive each of the five characteristics slated above whether it may be

positive or negative. An effective culture is a system of informal rules that spell out how employees are behaving most of the time. It also enables people to feel better about what they do, so they are more likely to work harder. It provides a sense of common direction and guidelines for day to day behaviours.

CONCLUSION Culture helps the organization to accomplish what it desires to achieve. The corporate culture as a management programme has

great motivating impact to motivate employees to improve their own and organizational performance. Morale is psychological concept. Morale is not a cause but rather the effect or result of many going awry. Morale drifters from person to person, industry to industry, level of education age, nature of work etc. Morale may be range from very high to very low. By this study it is clear that various faction which influences morale and productivity of the employees each as Social Security measures, welfare facilities, salary status, Bonus, heath condition, shift system and recognition of work are getting much importance. To conclude employee morale plays very important role in every organization. Good employee morale helps to success of the organization. Unless an employee has poor morale if always a

possibility of employee disharmony and also affect smooth running of the organization. Improving employee morale and motivation is a critical concern for managers in order to increase productivity. This paper discusses employee morale and motivation, including a review of literature describing views on extrinsic versus intrinsic motivators and some of the debates regarding motivation in general. The paper closes with a classification of methods for managers on improving employee morale and motivation in five categories: monetary rewards; work-life balance; career-oriented benefits; entertainment; and status enhancing. REFRENCES 1. http://www.borntoredefine.com/company-responsibility/ 2. Source: Corporate Social Responsibility Survey 2002 India (United Nations Development Programme, British Council, CII, PriceWaterHouseCompany 3. http://www.reputare.in/related-articles/corporate-socialresponsibility-articles/trust-and-corporate-social-responsibilitylessons-from-india. 4. http://www.csc.com/in/ds/11515/14510corporate_social_responsibility. 5. http://timesfoundation.indiatimes.com/articleshow/4662536.cms . 6. www.docstoc.com