DISSERTATION On In the Perception of Employees: Impact of Organizational Culture on the Costing and Productivity of a Manufacturing Unit

By Aditya kumar A0102210182 MBA(M&S) Class of 2012

Under the Supervision of Mr. Pradeep Narwal Asst. Professor Department of Marketing

In Partial Fulfillment of Award of Master of Business Administration

AMITYBUSINESSSCHOOL

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

I, Aditya Kumar student of Masters of Business Administration(M&S) from Amity Business School, Amity University Uttar Pradesh hereby declare that I have completed my Dissertation on In The Perception of Employees: Impact of Organizational Culture on the Costing and Productivity of a Manufacturing Unit as part of the course requirement.

I further declare that the information presented in this project is true and original to the best of my knowledge.

Date:

Aditya Kumar Enroll. No: A0102210182

Place: Noida

MBA(M&S) Class of 2012

ii

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

CERTIFICATE

I, Pradeep Narwal hereby certify that Aditya Kumar student of Masters of Business Administration(M&S) at Amity Business School, Amity University Uttar Pradesh has completed his dissertation on In The Perception of Employees: Impact of Organizational Culture on the Costing and Productivity of a Manufacturing Unit, under my guidance.

Mr. Pradeep Narwal Assistant Professor Department of marketing

ACKNOWLEDGEMENT
It gives me great pleasure to acknowledge and to express my gratitude to all those who have helped me throughout this project.

I express sincere gratitude to my faculty guide Mr. Pradeep Narwal, Assistant Professor, Amity Business School, who has encouraged me unreservedly in the completion of this project at every step during the entire duration of the research work. He has provided me with sufficient help persistently. He has been a motivation for me for the accomplishment of the research. His guidance and support has motivated me to input my efforts into the research work and producing better results.

Aditya Kumar A0102210182 MBA-M&S (Class of 2010-2012)

Table of Contents Chapters

Chapter-1 1.1

Contents
Introduction TEAM- The conceptual framework

Page no.
1 3

1.1.1

Characteristics of an effective team

1.2

OCTAPACE- The conceptual framework

1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 1.2.7 1.2.8 1.3 1.4 1.5 Chapter-2 Chapter-3 Chapter-4 Chapter-5

Openness defined Confrontation defined Trust defined Authenticity defined Proaction defined Autonomy defined Collaboration defined Experimentation defined Purpose of study Rationale of study Objective of study Literature review Research methodology Data analysis and findings Results and outcomes References and annexure

4 5 5 6 6 6 6 7 7 8 8 9-11 12-19 20-44 45-49 50-53

List of tables Table no.

4.1

Table name
Relation between performance and free interaction. Relation between performance and genuine sharing of information feelings and thoughts in the meeting.

Page no.
21

4.2

22

4.3

Relationship performance between subordinates. and seniors

between free and

23

discussion and communication

4.4

Relationship between performance and deep analysis of a problem.

24

4.5

Relationship

between

25

performance and passing back the buck tactfully on others. 4.6 Relationship between performance and the tendency to surface the problem. Relationship between performance and interpersonal contact and support amongst employees. Relationship between performance and confiding in seniors without fear of their 26

4.7

28

4.8

28

misusing trust. 4.9 Relationship between performance and the tendency to fend oneself when the chips are down. Relationship between 29

4.10

30

performance and the congruity between expressed behavior and the feelings. 4.11 Relationship between 31

performance and tactfulness, smartness and manipulation to get things done. 4.12 Relationship between 32

performance and the tendency of owing up mistakes. 4.13 Relationship performance encouragement subordinates. 4.14 Relationship between 34 and between the of 33

performance and considering both positive and negative aspects. 4.15 35

Relationship is better than cure.

between

performance and prevention

4.16

Relationship performance jobs. and

between employes

36

taking independent action in

4.17

Relationship performance supervision and and

between close directing

37

employees on action.. 4.18 38

Relationship between performance and obeying and checking with seniors rather than acting on ones own.

4.19

Relationship and team spirit.

between

39

performance and team work

4.20

Relationship

between

40

performance and accepting and appreciating help offered by others. 4.21 Relationship involvement organizational goals . 4.22 Relaitonship between 42 in between developing and 41

performance and employees mission

performance and employees trying out innovative ways of

solving problems. 4.23 Relationship between performance and thinking out and doing new things tones up organizational vitality. Relationship performance experimentation. between and 43

4.24

44

CHAPTER-1 introduction

CHAPTER 1: INTRODUCTION

Manufacturing is a crucial component of the foundation that maintains the security, health, and wealth of any country. The nation with resolve and ability to do efficiently, prosper and grow. One of the most important measure to determine the factory performance is, the factory cycle time. Which means delivering the right product at right place at right time. Over past 50 years over 50 management and manufacturing fads and fashions have been proposed for achieving improved organizational and factory performance. Almost all of them have failed to meet the desired standards. Today the performance measure of the manufacturing units (load-adjusted cycle-time efficiency) remains more or less the same as it was half a century ago. Although the goods produced in the factories have evolved in terms of sophistication, reliability, the time spent in their complete production remains almost the same with only 5-20% decrement. So due to this reason there is enormous scope for improvement in the running of almost any manufacturing unit in any country. Lean manufacturing, six sigma, reengineering, theory of constraint are the works done previously in this field which can improve the performance of any manufacturing unit when and if applied properly. These techniques are mostly related to technical aspect of production. Other aspect of production which is responsible for the success of any organization is human factor, without which no software is of any use, and forget about softwares, no machine would even work. The success of any business depends on appropriate, effective, well-communicated, HR and business practices, where the importance of team effectiveness and organizational culture cannot be neglected. This project is dedicated to find out how team effectiveness and positive organizational culture would affect the cost and productivity of any manufacturing unit. So if a relationship between the performance of the employees and organizational culture can be established with the help of this research it would mean that organizational culture has an impact on productivity and costing of any manufacturing unit.

For this purpose two HR tools would be used viz. Team Effectiveness Assessment Measure (TEAM) and OCTAPACE. The TEAM is used for assessing team effectiveness in an organization while OCTAPASE is used for assessing the organizational culture. 1.1 TEAM: THE CONCEPTUAL FRAMEWORK The importance of team was first revealed by the results of the famous Hawthorn studies in the 1930s. However, it was McGregor who gave special attention to teams. Likert (1961) during the same period focused attention on teams as important elements of humanization of organizations. Both of them listed a large number of characteristics of effective work groups or teams. Dyer has summarized 11 characteristics of a team suggested McGregor, and 24 characteristics of an effective work group as suggested by Likert. The following table lists 10 main characteristics of effective teams, covering suggestions given both by McGregor and Likert.

1.1.1 CHARACTERISTICS OF EFFECTIVE WORK TEAMS (McGregor and Likert)

1. Commitment and inspiring goals 2. Role clarity 3. Self-disclosure(excluding confrontation) 4. Openness to feedback 5. Competence 6. Creativity with constructive conformity 7. Collaboration/ support/ trust 8. Congruence between individual and group goals 9. Supportive leadership 10. Management of power Team effectiveness can be understood in terms of three main characteristics of team functioning: clarity of roles of different team members cohesion, trust and closeness (amongst members of the

team), confrontation i.e. solving problems as they arise rather than shying away from them; and collaboration, i.e. working together, giving and receiving help to each other. The four main characterstics of team empowerment are: clarity of rules of different members of the team, autonomy of the team, support provided to the team in terms of resources, etc. and accountability of the team to achieve the goals to which a commitment has been made. Using the concept of power an effective team can be described as the one in which power is shared (widely distributed), and the members use more persuasive rather than coercive power. Effective team can also be understood as the one in which people give their openions and comments without hesitation, listen to and examine others openions, comments, and feedback given by colleagues at all levels; and are sensitive to the needs of others(called perceptiveness).

1.2 OCTAPACE: THE CONCEPTUAL FRAMEWORK The OCTAPACE profile is a 40-item instrument that gives the profile of organizations ethos in eight values. These values are openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation. In addition to checking the items on the extent of their importance or sharing in the organization, the respondent can also check how much he should be valued, or how much the beliefs are useful. Thus both present as well as desired and ideal profiles can be obtained.

1.2.1 OPENNESS: Openness can be defined as a spontaneous expression of feelings and thoughts, and sharing of these without defensiveness. Openness is in both directions, receiving and giving. Both these may relate to ideas (including suggestions), feedback (including criticism), and feelings. For example, openness means receiving without reservation, and taking steps to encourage more feedback and suggestions from customers, colleagues and others. Similarly, it means giving, without hesitation, ideas, information, feedback, feelings etc. openness may also mean spatial openness, in terms of accessibility. The willingness to share and the openness results in greater clarity of objectives and free interaction among people. As a result of openness, there should be more unbiased performance

feedback. Indicators of openness in an organization will be productive meetings and improved implementation of systems and innovations.

1.2.2 CONFRONTATION: Confrontation can be defined as facing rather than shying away from problems. It also implies deeper analysis if interpersonal problems. All this involves taking up challenges. The term confrontation is being used with some reservation and means putting up a front as contrasted with putting ones back(escaping) to a problem. A better term would be confrontation and exploration (CE) to the problem. We can use the term confrontation in this sense of confrontation and exploration, i.e. facing the problem and working jointly with others to find a solution to the problem. The outcome of confrontation will be better role clarity, improved problem solving, and willingness to deal with problems and with difficult employees and customer. There will be willingness of teams to discuss and resolve sensitive issues. The indicators, which are also outcomes, can be improved by periodical discussions with clients, bold action, and not postponing sticky matters.

1.2.3 TRUST: Trust is not used in the moral sense. It is reflected in maintaining the confidentiality of information shared by others, and in not misusing it. It is also reflected in a sense of assurance that others will help when such help is needed and will honor mutual commitments and obligations. Trust is also reflected in accepting what other person says at face value, and not searching for ulterior motives. Trust is an extremely important ingredient in the institution building processes. The outcome of trust includes higher empathy, timely support, reduced stress, and reduction and simplification of forms and procedures. Such simplification is an indicator of trust and of reduced paper work effective delegation and higher productivity. 1.2.4 AUTHENTICITY: Authenticity is the congruence between what one feels, says and does. It is reflected in owning up ones mistakes, and in unreserved sharing of feelings. Authenticity is closer to openness. The outcome of authenticity in an organization is reduced distortion in communication. This can be seen in the correspondence between members in an organization.

1.2.5 PROACTION: Proaction means taking the initiative, preplanning, and taking preventive action, and calculating the pay-off of an attractive course before taking action. The proact con be contrasted with the term react. In the latter, action is in response to (and in th pattern of) an act from some source, while in the former the action is taken independent of the source. For example, if a person shouts at his friends accusation he shows reative behavior. However, if he does not use this pattern but responds calmly and suggests that they discuss the problem together, he is showing proactive behavior. Proactivity gives initiative to the person to start a new process or set a new pattern of behavior. Proactivity involves unusual behavior. In this sense proactivity means freeing from oneself from, and taking action beyond immediate concerns. A person showing proactivity functions at all the three levels of feeling, thinking and action. 1.2.6 AUTONOMY: Autonomy is using and giving freedom to plan and act in ones own sphere. It means respecting and encouraging others and role autonomy. It develops mutual respect and is likely to result in willingness to take on responsibility, individual initiative, better succession planning. The main indicator of autonomy is effective delegation in organization and reduction in references made to senior people for approval of planned actions.

1.2.7 COLLABORATION: Collaboration is giving help to, and asking for help from, others. It means working together (individuals and groups) to solve problems and team spirit. The outcome of collaboration includes timely help, team work, sharing of experiences, improved communication and improved resource sharing. The indication could be productivity reports, more meetings, and involvement of staff, more joint decisions, better resource utilization and higher quality of meetings.

1.2.8 EXPERIMENTING: Experimenting means using and encouraging innovative approaches to solve problems; using feedback for improving, taking a fresh look a things, and encouraging creativity. We are so caught up with our daily tasks that we often only use traditional, tried and tested ways of dealing with problems. While these methods save time and energy, they also blind us from perceiving the advantage of new ways of solving a problem. The more we work under pressure, the less is our inclination to try a different approach as the risk seems to be too high. And yet complex problems require new

approaches to their solutions. Organizational learning does not imply repetitive action; it implies applying past experience to current problems to reach beyond. This can be called creativity. Other terms such as innovations, experimentations, new approaches, etc. also convey the same meaning. There are several aspects of creativity in an organization. Creativity is reflected in new suggestions generated by employees, attempts at improving upon various ways of working, trying out a new idea to which one has been exposed, innovating new methods, and thinking about a problem while ignoring so called constraints. The last one is also called lateral thinking, i.e. thinking aimed at generating alternatives. There is enough evidence that such thinking contributes towards the development of new products, new methods and new processes.

1.3 Purpose of study

The main purpose of the study is to study the relationship between the organizational culture with the productivity and costing of a manufacturing. The present research will mainly focus on human as a factor of productivity. The present study will focus on parameters like Openness, confrontation, trust etc. and also other characteristics of a team, and determine to what extent these factors can affect the productivity, performance and thus costing of an organization.

1.4 Rationale for research

There has been a lot of researches in the direction of improving the efficiency of a manufacturing unit and reducing the cost of production using different techniques like Lean manufacturing, six sigma, reengineering, theory of constraints these researches mainly aims at improving the efficiency of a manufacturing firm by improving the technical aspects of production like processes, techniques etc., but till date there no research has been which can relate the team effectiveness and organizational culture with the costing of a manufacturing unit. This research aims at establishing the relationship between the positivity in the organizational and productivity and performance and also costing with special reference to the manufacturing units.

1.5 Objective of research

1. To study how culture of an organization can affect the costing of a manufacturing firm. 2. To study how organizational culture can affect the productivity of a manufacturing firm.

CHAPTER-2 Literature review

10

CHAPTER 2: LITERATURE REVIEW

1. Shen-Wen Cheng(2008),Cost effective software architecture-based self-adaptation. Carnegie Mellon University. In todays scenario, the systems must have ability to self-adapt to the changes in their environment. But the existing systems require human oversight or are limited in the kinds of system and set of quality-of-service concerns they address. This approach uses software architecture models and architectural styles to overcome the limitations of the existing systems. The target system and its environment is monitored by the engineering approach and framework of mechanism provided by the approach. It reflects the observations into a systems architectural model, detect scope of improvement select a course of action and effect the changes in a close loop. The infrastructure provided is general and reusable with well-defined customization points which allows the engineers to systematically customize the approach to particular systems and concerns.

2. R.Y. Chang, A. Podgurski and J. yang (2007), Finding whats not there: a new approach to revealing neglected conditions in software., Proc. ACM Intl symp. Software Testing and Analysis, p 163-173. Neglected conditions are an important but difficult to find class of software defects. This paper presents an approach to reveal the neglected conditions that integrates static program analysis and advanced data mining techniques to discover implicit conditional rules in a code base and to discover rule violations that indicate neglected conditions. In this approach the user is required to indicate minimal constraints on the context of the rules to be sought, rather than specific rule templates, and to permit this generality, rules are modelled as graph minors of program dependence graphs, and both frequent itemset mining and frequent sub-graph mining algorithms are employed to identify candidate rules. The results are reported, of an empirical evaluation of the approach in which it was used to discover conditional rules and neglect conditions in ~25,000 lines of source code.

11

3. M. Brunett, C. Cook and G. Rothermel (2004), End-user Software Engineering., Communications of ACM, p 53-58 vol. 47 issue 9. Today the end-user programming has become the most common form of programming, but still there has been a little investigation into the dependability of the programs end users create. This is of critical importance and very problematic because the dependability of these programs are very important, as in certain cases, errors in end-user programs, such as formula errors in spread sheets, have cost millions of dollars. So here this problem is being dealt by developing a software engineering paradigm viable for the end-user programming, an approach called end-user software engineering.

4. Beeman, Don R. Sharkey, Thomas W (1987), The Use and Abuse of Corporate Politics, Business Horizons p26 vol. 30 issue 2. One of the most difficult circumstances for a manager is to be suddenly transported into a significant position in a highly politicized organization. In a very short time, the manager will be wondering whether such a situation can be anything except a no-win situation. This article explains the foundations of political behavior, identifies highly political situations, and provides the new manager with the tools to deal with negative political behaviors. A new manager is in a situation when entering a new job, with high levels of complexity and competition. One of the first assessments the new manager must make is the intensity of the political behavior in the new organization.

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CHAPTER-3 RESEARCH METHODS AND PROCEDURE

13

CHAPTER 3: RESEARCH METHODS AND PROCEDURE

This chapter aims at understanding the research methodology which will be used in this research project, establishing a framework for collection, analysis and interpretation of primary and secondary data.

3.1 RESEARCH DESIGN Research needs a design or a structure before data collection or analysis can commence. A research design is not just a work plan. The function of a research design is to ensure that the evidence obtained enables us to answer the initial question as unambiguously as possible. Both exploratory and descriptive research will be used in this project to identify the problem areas, analyze those problems and then to find solution to those problems.

Exploratory research

Exploratory research is the type of research which is used to gain background information, to define terms, to clarify exploratory problems and develop hypotheses, to establish research priorities, to know the boundaries in which we have to conduct the research and to develop questions to be answered. Here, an intensive secondary research from diverse sources such as journals, articles, books and internet will be conducted to analyze what are the factors that add to the cost wherever the human factor plays a role in an organizations working, specifically in manufacturing units in India. Literature review was done thoroughly to know all these factors and their impact on the success and efficiency of manufacturing units and how these factors related to Teameffectiveness and organizational culture can affect the costing of a manufacturing unit. All these factors will be taken to next level of exploratory research which will help in restricting and selecting only the important questions and issues.

14

Descriptive research

Descriptive research is a type of research which is also known as statistical research. It describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when, why and how. Descriptive research deals with everything that can be counted and studied. After selecting a suitable population and drawing a representative sample from this population, a survey will be conducted with the help of a structured questionnaire for collection of primary data to find the answers to the questions formed by exploratory research.

3.2 CLEAR STATEMENT OF RESEARCH QUESTIONS

Issues related to the how team-effectiveness and organizational culture can affect the productivity and thus the costing of an organization is a matter of debate all across the world. To what extent can efforts made towards improving the teams and making organizational culture increase the efficiency of the organizations and how much is it worthwhile to spend money and resources in this area is still a big question. Against the above background, following questions have been framed:

i.

What impact does team effectiveness has on the costing and productivity of a manufacturing unit?

To find answer to this question, the relationship between the factors like commitment and inspiring goals, role clarity, self-disclosure, openness to feedback, competence, creativity with constructive conformity, collaboration, congruence between individual and group goals, supportive leadership, management of power and performance of the teams will be studied. If these factors have a relation with the performance of the team that would mean these factors can also affect the costing of an organization.

ii.

Can culture of an organization have an impact on the costing and productivity of a manufacturing unit?

15

To find answer to the above research questions, relationship of values of organizational ethos like openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimenting and performance of a manufacturing unit would be studied. If these values have a relationship with the performance of a manufacturing unit, it would mean that Organizational Culture can affect the costing of a manufacturing unit.

3.2 DESCRIPTION OF POPULATION, SAMPLE AND SAMPLING DESIGN

Population

The first step in good sample design is to ensure that the specification of the target population is as clear and complete as possible to ensure that all elements within the population are represented. In the light of the above research questions, there was a need of a specific population which fulfills certain basic criteria. According to the topic the appropriate set of population which needs to be considered would be the employees who work in different teams to perform their respective tasks in any manufacturing firm. The information thus gathered was then compared to ascertain the role of organizational culture in the making a high and a low performing teams, the costing and also the productivity of manufacturing units.

Sample size

Keeping in view the time and cost factor and the scale of the research, following sample sizes has been decided for the above set of population: Sample size: 120 Sampling design

After deciding sample size, the type of sampling is decided. Sampling design depends upon the different type of requirements related to research such as whether we like to select respondents randomly, with our convenience or small sample representing whole population. Depending on

16

these types of requirements, sampling can be of various types such as Cluster sampling, Convenience sampling, Judgment sampling, Quota sampling, Simple random sampling and Systematic sampling. Keeping in view the characteristics of the population and availability of time and resources, following sampling design was chosen:

Simple random sampling will be used for data collection process. First any two manufacturing units were selected from where the sample would be chosen. The reason for choosing two different manufacturing units is that it would simply give better and more accurate results and comparison than samples collected from a single unit. Then a simple random sampling was done to select the required number of respondents out of the total number of teams working in the organizations. Respondents from our convenience will be taken considering the time factor.

3.3 DATA COLLECTION PROCEDURES

After deciding the sample size and type of sampling to be used, next step is to decide about the data collection procedures. There are various procedures by which primary data can be collected are:

1. Observation: Observation involves gathering of data relating to the selected research by viewing and/or listening. 2. Interviewing: Interviewing involves face-to-face conversation between the interviewer and the respondent. 3. Mail survey: Mailing is used for collecting data by getting questionnaires completed by respondents. 4. Experimentation: Experimentation involves a study of independent variables under controlled conditions. Experiment may be conducted in a laboratory or in field in a natural setting. 5. Simulation: Simulation involves creation of an artificial situation similar to the actual life situation. 6. Projective technique: Projective methods aim at drawing inferences on the characteristics of respondents by presenting to them stimuli.

17

Methods to be used in this project to collect Primary data:

Keeping in view the attributes of the sample chosen by us, the data was collected by structured Questionnaire and Interviews. Respondents were approached personally and were requested to provide the required details. Questionnaires were also filled by getting the required information if the respondent was not having appropriate time to fill it. The respondents were interviewed personally using OCTAPACE and were asked to rate their organization according to their perception based on the parameters given in the questionnaire. After 20 days the same set of population was again asked to fill the same questionnaire, but this time, in a slightly different way i.e. the same set of respondents were asked to rate the parameters in the questionnaire according to their impact on the productivity and costing of an organization. These methods have advantages over the other methods which are:

The distinctive feature of this method is that the questionnaire is self-administered by the respondents themselves and the responses are recorded by them, and not by the investigator.

Questionnaire can be sent to the educated and willing respondents via mails and social networking sites and the data can be collected in lesser time duration as compared to other methods.

Interviewing is one of the major methods of data collection. It may be defined as twoway systematic conversation between an investigator and an informant, initiated for obtaining information relevant to as a specific study.

Interview is often superior to other data-gathering methods. People are usually more willing to talk than to write. Interview can add flesh to statistical information. It enables the investigator to grasp the behavioral context of the data furnished by the respondents. It permits the investigator to seek clarifications and brings to the forefront those questions, that, for one reason or another, respondents do not want to answer.

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3.4 INSTRUMENTATION

Structured Questionnaires comprising of close ended questions will be used as research instruments.

Features of the Questionnaire:

Well structured Close ended questions

Softwares used for analysis will be IBM SPSS and MS Excel.

3.5 DESCRIPTION OF HOW DATA WILL BE ANALYZED

Data analysis and interpretation tools and techniques are decided keeping in view the nature and type of data collected. So in this research, following softwares will be used according to the type of analysis required. Two main softwares which will be used for data analysis are:

IBM SPSS 19.0 Microsoft Excel

IBM SPSS 19.0 will be used for complex testing like checking validity, correlation etc. which will not be possible with other simple softwares or manually. MS Excel will be used for simpler analysis part which can be done easily with it.

3.6 Limitation
Research is based on the sample size of 100 respondents which may not be the true representation of the entire population.

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There may be a possibility of biasdness on the part of some respondents, but much care has been taken to make this report unbiased.Some of the respondents may not give the answers with their full enthusiasm.

Some respondents might not give the correct information due to their lack of interest and shortage of time. Time constraint- Time limit restricts detailed survey work for this particular topic of research. All the information, which is taken, is based on primary and secondary data that has its own limitations.

3.7 Hypothesis testing

Hypothesis is used to establish whether the difference exhibited by random samples can be inferred to the population from which the samples have originated.

Steps involved in hypothesis testing: 1. State the hypothesis of interest. 2. Determine the appropriate test statistic. 3. Specify the level of statistical significance. 4. Determine the decision rule for rejecting or not rejecting the null hypothesis. 5. Collect the data and perform the needed calculations. 6. Decide to reject or not to reject the null hypothesis.

Null hypothesis: There is no correlation between costing and productivity of manufacturing units and the organizational culture. Alternative hypothesis: There is a correlation between the costing and productivity of manufacturing units and team-effectiveness and organizational culture.

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CHAPTER-4 DATA ANALYSIS

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4.1 RELATION BETWEEN PERFROMANCE AND FREE INTERACTION, RESPECT FOR EACH OTHER FEELINGS, COMPETENCE AND SENSE OF JUDGEMENT.

Correlations Free interaction amongst employees at the work place. Free interaction amongst employees at the work place. Performance Pearson Correlation Sig. (2-tailed) -.052 .575 1 Pearson Correlation Sig. (2-tailed) 1 Performance -.052 .575

Table 4.1: Correlation between performance and free interaction between employees at the work place. INTERPRETATION: There is a negative relationship between interaction amongst employees and performance. This means that if free interaction increases among the employees the productivity of the firm would decrease and thus the costing would increase.

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4.2 RELATION BETWEEN PERFORMANCE AND GENUINE SHARING OF INFORMATION FEELINGS AND THOUGHTS IN THE MEETING.

Correlations Genuine sharing of information, feelings and thoughts in meetings. Genuine sharing of information, feelings and thoughts in meetings. performance Pearson Correlation Sig. (2-tailed) -.060 .512 1 Pearson Correlation Sig. (2-tailed) 1 Performance -.060 .512

Table 4.2: Correlation between performance and genuine sharing of information, feelings and thoughts in meetings. Interpretation: There was negative relationship between performance and genuine sharing of information and feelings in a meeting, meaning that if genuine sharing of information in the meetings would be shared it would decrease the productivity and increase the cost of manufacturing firm.

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4.3 RELATIONSHIP BETWEEN PERFORMANCE AND FREE DISCUSSION AND COMMUNICATION BETWEEN SENIORS AND SUBORDINATES.

Correlations Free discussion and communication between seniors and subordinates. Free discussion and communication between seniors and subordinates. performance Pearson Correlation Sig. (2-tailed) .135 .142 1 Pearson Correlation Sig. (2-tailed) 1 performance .135 .142

Table 4.3: Correlation between performance and free discussion and communication between seniors and subordinates.

Interpretation: There is a positive relationship between performance and free discussion and communication and discussion between seniors and subordinates. So if free communication and discussion increases the productivity increases and thus the costing decreases.

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4.4 RELATIONSHIP BETWEEN PERFORMANCE AND DEEP ANALYSIS OF A PROBLEM.

Correlations Going deeper rather than doing surface level analysis of interpersonal problems. Going deeper rather than doing surface level analysis of interpersonal problems. performance Pearson Correlation Sig. (2-tailed) .095 .302 1 Pearson Correlation Sig. (2-tailed) 1 performance .095 .302

Table 4.4: Correlation between performance and deep analysis of problem.

Interpretation: The positive relationship between performance and deep analysis of interpersonal problems, this means that if the tendency to deeply analyze the problem is encouraged the productivity will increase and thus the cost will decrease.

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4.5 Relationship between performance and passing back the buck tactfully on others.

Correlations Pass back the buck tactfully when there is a problem. Pass back the buck tactfully when there is a problem. performance Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) -.029 .756 1 performance -.029 .756 1

Table 4.5: Correlation between performance and the tendency to pass the buck on each other when a problem arises.

Interpretation: The relationship between performance and the tendency of passing the buck on others when there is a problem is negative. That means if this tendency increases the productivity of the firm will decrease and the costing would go up.

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4.6 Relationship between performance and the tendency to surface the problem.

Correlations Surfacing problem is not enough, we should find the solutions. Surfacing problem is not enough, we should find the solutions. performance Pearson Correlation Sig. (2-tailed) -.195
*

performance 1 -.195
*

Pearson Correlation Sig. (2-tailed)

.033

.033

Table 4.6: Correlation between performance and the tendency to surface the problem.

Interpretation: There is a negative relationship between the tendency to surface the problem and performance. So if this tendency of surfacing problem, in an organization increases, the productivity will decrease and the cost would go higher.

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4.7 Relationship between performance and interpersonal contact and support amongst employees.

Correlations Interpersonal contact and support amongst employees. Interpersonal contact and support amongst employees. performance Pearson Correlation Sig. (2-tailed) +0.176 .033 Pearson Correlation Sig. (2-tailed) 1 performance +0.176 .033

Table 4.7: Correlation between performance and interpersonal contact and support amongst the employees.

Interpretation: There is a positive relationship between interpersonal contact and support among employees and the performance of a team. So if the interpersonal contact and support increases the productivity also increases and the cost decreases.

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4.8 RELATIONSHIP BETWEEN PERFORMANCE AND CONFIDING SENIORS WITHOUT FEAR OF THEIR MISUSING TRUST.

IN

Correlations Confiding in seniors without fear of their misusing trust. Confiding in seniors without fear of their misusing trust. performance Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) 0.27 .034 1 performance 0.27 .034 1

Table 4.8: Correlation between performance and trust in seniors.

Interpretation: There is a positive relationship between the tendency to confide in seniors and performance. Is this tendency in a team increases it will increase the productivity and reduce the cost.

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4.9 RELATIONSHIP BETWEEN PERFORMANCE AND THE TENDENCY TO FEND ONESELF WHEN THE CHIPS ARE DOWN.

Correlations When chips are down you have to fend yourself When chips are down you have to fend yourself Performance Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) .038 .681 1 performance .038 .681 1

Table 4.9: Correlation between performance and the tendency of employees to fend themselves when the chips are down.

Interpretation: There is a positive relationship between the performance and the tendency of team members to fend themselves when there is a problem. This means that people believe if they will do so the productivity would increase and the cost would decrease.

30 4.10 RELATIONSHIP BETWEEN PERFORMANCE AND THE CONGRUITY

BETWEEN EXPRESSED BEHAVIOR AND THE FEELINGS.

Correlations Congruity between feelings and expressed behavior. Congruity between feelings and expressed behavior. performance Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) .282 .002 1 performance .282 .002 1

Table 4.10: Correlation between performance and congruity between feelings and expressed behavior. Interpretation: The relationship between the performance and congruity between feelings and expressed behavior is positive. So the productivity will be positively affected if there would be congruity between the actual feelings and the expressed behavior and thus the cost would decrease.

31 4.11 RELATIONSHIP BETWEEN PERFORMANCE AND TACTFULNESS,

SMARTNESS AND MANIPULATION TO GET THINGS DONE.

Correlations Tactfulness, smartness and even a little manipulation to get things Tactfulness, smartness and even a little manipulation to get things performance Pearson Correlation Sig. (2-tailed) -.073 .431 1 Pearson Correlation Sig. (2-tailed) 1 performance -.073 .431

Table 4.11: Correlation between performance and the tendency to use tactfulness, smartness, and manipulation to get the things done.

Interpretation: There is a negative relationship between performance and tactfulness, smartness and the tendency to manipulate things. So this means manipulating things would decrease the productivity of the firm and increase the cost.

32 4.12 Relationship between performance and the tendency of owing up mistakes.

Correlations Owning up mistakes made. Owning up mistakes made. Pearson Correlation Sig. (2-tailed) performance Pearson Correlation Sig. (2-tailed) 0.24 .399 1 performance 0.24 .399 1

Table 4.12: Correlation between performance and the tendency to owning up mistakes made.

Interpretation: There is a positive relationship between performance and the tendency to owe up mistakes made. So this means that with an increase in this tendency the productivity would increase and cost would be decreased.

33 4.13 RELATIONSHIP BETWEEN PERFORMANCE AND THE ENCOURAGEMENT

OF SUBORDINATES TO THINK ABOUT THEIR DEVELOPMENT AND TAKE ACTION IN THAT DIRECTION, BY THE SENIORS.

Correlations Seniors encouraging their subordinates to think about their development and take action in that direction. Seniors encouraging their subordinates to think about their development and take action in that direction. perfromance Pearson Correlation Sig. (2-tailed) .170 .063 1 Pearson Correlation Sig. (2-tailed) 1 performance .170 .063

Table 4.13: Correlation between performance and encouragement from seniors to the subordinates to think about their development and take action in that direction. Interpretation: The relationship between the performance and encouragement of subordinates to think about their development and take action in that direction, by seniors, is positive. This means on such encouragement the productivity of the firm increases.

34 4.14 Relationship between performance and the habit of considering both positive and

negative aspects before taking any action.

Correlations Considering both positive and negative aspects before taking action. Considering both positive Pearson Correlation 1 Performance +0.23 .063

and negative aspects before Sig. (2-tailed) taking action. performance Pearson Correlation Sig. (2-tailed) +0.23 .063

Table 4.14: Correlation between performance and the practice of considering both positive and negative aspects before taking an action.

Interpretation: There is a positive relationship between performance and the tendency to consider both positive and negatives before taking any action. This increases the productivity of an organization and reduces the cost of it.

35

4.15

Relationship between performance and prevention is better than cure.

Correlations Prevention is better than cure. Prevention is better than cure. Performance Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) +0.147 .032 1 performance. +0.147 .032 1

Table 4.15: Correlation between performance and prevention is better than cure. Interpretation: There is a positive relationship between performance and prevention is better than cure. So if this is practiced in a team the productivity would increase and the cost would be reduced.

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4.16

RELATIONSHIP

BETWEEN

PERFORMANCE

AND

EMPLOYES

TAKING INDEPENDENT ACTION IN JOBS.

Correlations Employees taking independent action relating to their jobs. Employees taking independent action relating to their jobs. performance Pearson Correlation Sig. (2-tailed) -.220 .016 1 Pearson Correlation Sig. (2-tailed) 1 performance -.220 .016

Table 4.16: Correlation between performance and freedom to employees to take independent actions in job. Interpretation: The relationship between performance and tendency of employees to take independent actions in their jobs is negative. This means that if the employees take independent action related to their jobs the productivity of the organization might be adversely affected.

37 4.17 RELATIONSHIP BETWEEN PERFORMANCE AND CLOSE SUPERVISION

AND DIRECTING EMPLOYEES ON ACTION..

Correlations Close supervision of, and directing employees on, action. Close supervision of, and directing employees on, action. performance Pearson Correlation Sig. (2-tailed) -.098 .288 1 Pearson Correlation Sig. (2-tailed) 1 performance -.098 .288

Table 4.17: Correlation between performance and close supervision and directing of employees on action. Interpretation: There is a negative relationship between performance and close supervision and directing employees on action. So if the employees are kept under supervision and direction. It would decrease their productivity and thus cost.

38

4.18

RELATIONSHIP BETWEEN PERFORMANCE AND OBEYING AND

CHECKING WITH SENIORS RATHER THAN ACTING ON ONES OWN.

Correlations Obeying and checking with seniors rather than acting on ones own. Obeying and checking with ones own. Obeying and checking with ones own. Pearson Correlation -.176 .055 1 Pearson Correlation 1 Obeying and checking with seniors rather than acting on ones own. -.176 .055

seniors rather than acting on Sig. (2-tailed)

seniors rather than acting on Sig. (2-tailed)

Table 4.18: Correlation between performance and the practice to obey and check with seniors rather than acting on ones own discretion.

Interpretation: There was a negative relationship between the tendency of subordinates, to check with seniors rather than acting on ones own. If this tendency is encourages it would negatively affect the productivity of the firm.

39

4.19

RELATIONSHIP BETWEEN PERFORMANCE AND TEAM WORK

AND TEAM SPIRIT.

Correlations team work and team spirit. team work and team spirit. Pearson Correlation 1 performance +0.399

performance

Pearson Correlation

+0.399

Table 4.19: Correlation between performance and feeling of team work and team spirit. Interpretation: There is a positive relationship between the performance and the feeling of team work and team spirit within a team. So if this feeling increases the productivity of teams in an organization.

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4.20

THE RELATIONSHIP BETWEEN PERFORMANCE AND ACCEPTING

AND APPRECIATING HELP OFFERED BY OTHERS.

Correlations Accepting and appreciating help offered by others. Accepting and appreciating help offered by others. Performance Pearson Correlation +0.237 . 1 Pearson Correlation 1 Performance +0.237

Table 4.20: Correlation between performance and practice of accepting and appreciating help from others. Interpretation: There is a positive relationship between performance and the tendency to accept and appreciate helps offered by others in an organization. So if such culture is promoted in an organization the productivity would go up.

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4.21

RELATIONSHIP BETWEEN PERFORMANCE AND EMPLOYEES

INVOLVEMENT IN DEVELOPING ORGANIZATIONAL MISSION AND GOALS .

Correlations Employees involvement in developing organizational mission and goals contributes to productivity. Employees involvement in developing organizational mission and goals contributes to productivity. Performance Pearson Correlation Sig. (2-tailed) -.256 .005 1 Pearson Correlation Sig. (2-tailed) 1 Performance -.256 .005

Table 4.21: Correlation between performance and employees involvement in developing organizational mission and goals.

Interpretation: There is a negative relationship between employees involvement in developing organizational mission and goals. So if the involvement of employees in developing organizational missions and goals increases the productivity would go down and the costing would go up.

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4.22

RELAITONSHIP BETWEEN PERFORMANCE AND EMPLOYEES

TRYING OUT INNOVATIVE WAYS OF SOLVIGN PROBLEMS.

Correlations Employees trying out innovative ways of solving problems. Employees trying out innovative ways of solving problems. Perfroamance Pearson Correlation Sig. (2-tailed) -.031 .733 1 Pearson Correlation Sig. (2-tailed) 1 Performance -.031 .733

Table 4.22: Correlation between performance and practice of employees to try out new and innovative ways to solve a problem.

Interpretation: The relationship between performance and the tendency of employees to try out new and innovative ways of solving problems is negative. So if this reduces the productivity of an organization and thus increases the cost of it.

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4.23

RELATIONSHIP BETWEEN PERFORMANCE AND THINKING OUT

AND DOING NEW THINGS TONES UP ORGANIZATIONAL VITALITY.

Correlations Thinking out and doing new things tones up organizational vitality. Thinking out and doing new things tones up organizational vitality. performance Pearson Correlation +0.099 1 Pearson Correlation 1 performance +0.099

Table 4.23: Correlation between performance and the practice of thinking out and doing new things in organization. Interpretation: There is a negative relationship between the two variables. So doing things out of the box, would decrease the productivity of the firm and thus increase the costing.

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4.24

RELATIONSHIP

BETWEEN

PERFORMANCE

AND

EXPERIMENTATION.

Correlations In todays competitive situation consolidation and stability are more important than experimentation In todays competitive situation consolidation and stability are more important than experimentation. performance Pearson Correlation Sig. (2-tailed) .118 .198 1 Pearson Correlation Sig. (2-tailed) 1 performance .118 .198

Table 4.24: Correlation between performance and stability and consolidation of a business. Interpretation: The relationship between the two variables is positive. So for consistent performance and consolidation of business stability is more preferable rather than experimentation. Result for hypothesis Null hypothesis was that There is no correlation between costing of manufacturing units and team-effectiveness and organizational culture, but results showed that the team-effectiveness and organizational culture have relationship with the performance of any manufacturing unit, thus indirectly it also has relationship with the costing of manufacturing units. So, the null hypothesis is rejected.

45

CHAPTER-5 Results and outcomes

46

FINDINGS: Free interaction amongst the employees decreased the performance of the team. Managers at different levels didnt want their subordinates to interact much at the work place. Employees believed that if they genuinely share thoughts and feelings in meetings, it would negatively affect their performance. They were reluctant in sharing feelings with each other and specially their seniors in the meetings Free discussion and communication was considered to be vital for the performance of an organization. Employees wanted a culture of free discussion and communication in their organization. Deep analysis of problems was considered to be vital for good and consistent performance in the long run. In general, the employees were of opinion that if the problems were surfaced it would create a problem in future. The culture of passing the buck on each other hindered the performance of an organization. Interpersonal support and contact among employees is vital for the performance of an organization. For the performance of a team in an organization, feeling of trust and confidence between the seniors and the subordinates is very important. It was found that employees believed that if the performance is low they have to fend themselves. People believed that within a team if there is a congruity between expressed behaviors and actual feelings, it would increase the performance of the team. People think that using tactfulness and manipulation for getting things done would adversely affect the performance of a team. The culture of owing up mistakes in an organization was vital for the performance of an organization. Managers at different levels were of the opinion that too much freedom to their employees to take independent actions relating to their jobs would decrease the performance of their team.

47

At the same time, the employees didnt like the tendency of their seniors to over supervise them and direct them from time to time. Employees wanted they should be given some freedom so as to handle certain problems on their own. They found it useless to check out with their seniors, for every small problem.

Performance showed highest degree of correlation with team work and team spirit. People believed that team work and team spirit was the most vital thing for the performance of an organization.

Managers at different level believed that the employees should not be involved in setting organizational goals and missions, as it would decrease the performance of the teams. The managers believed that although experimentation and innovation in doing things is important, too much of it would risk the stability of an organization, which would be a threat to the organizations existence in todays competitive world.

CONCLUSIONS: Too much of interaction among employees in a manufacturing firm can reduce the performance of the unit. It can thus increase the cost related to time factor and per unit cost due to decreased productivity. Employees are afraid to come up openly regarding their true feelings about any problem or issue in front of their seniors in meetings. They tend to manipulate things in the meetings as they feel that frank expression of feelings might become a threat in future. This could result in employees hiding very important facts about low performances of teams or actual potential of a particular team in terms of productivity and thus the problem may continue to persist for a long time, adversely affecting the profitability. If there is a culture of trust and amicability in an organization, the processes flow smoothly, saves time and energy, increases the performance of the teams as well as reduces the cost related to time factor and wastage. Greater coordination and effectiveness in teams would result into better productivity due to increase in performance hence greater profitability of the firm. This would further reduce the cost per unit.

48

Fixed cost factor can only be overcome with the help higher productivity levels in a manufacturing unit. To realize economies of scale, team work and coordination is of great importance.

Feeling of trust, confidence and mutual understanding between the seniors and subordinates can increase the profitability of a firm by motivating the employees for higher performance and timely redressing of their grievances which could hinder work flow.

Giving employees a degree of freedom regarding decision making on their own to some extent may prevent delays in complexities of routine nature. The involvement of employees in setting goals and missions of an organization might not prove to be a very wise decision as the employees might seek their own comfort in setting the goals and missions of their organization and neglecting the organizational needs and objectives.

Experimentation and innovation is not always considered good as going by already set rules and methods of solving a problem reduces time required for solving it and also the chances of errors.

Recommendations: Too much of interaction among employees in a manufacturing firm can reduce the productivity of the unit and thus the cost related to time and wastage. So at the work place it should be kept minimum. The culture of an organization should be made favorable in order to make people share their genuine feelings in the meetings. The feeling of trust should be encouraged between the seniors and subordinates. The seniors should motivate their subordinates to work towards their own development and should try to introduce training programs for the same, as this would drastically increase the performance of the employees. A degree of freedom should be given to the employees for making independent decisions, to some extent, as it is vital for smooth working of an organization. The involvement of employees in setting goals and missions of an organization might not prove to be a very wise decision as the employees might seek their own comfort in setting

49

the goals and missions of their organization and neglecting the organizational needs and objectives. For routine problems experimentation is not favorable as it increases the time and energy consumed and decreases the productivity. This would increase the costing of an organization.

50

annexure

51

OCTAPACE questionnaire:
Your name: Write 4 if it is highly valued; 3 if it is given a fairly high value; 2 if it is given a fairly low value; 1 if it is given a very low value. I. Openness: 1. ___ Free interaction amongst employees, each respecting others feelings, competence and sense of judgement. 2. ___Genuine sharing of information, feelings and thoughts in meetings. 3. ___Free discussion and communication between seniors and subordinates. II. Confrontation: 4. ___Going deeper rather than doing surface level analysis of interpersonal problems. 5. ___Pass back the buck tactfully when there is a problem. 6. ___Surfacing problem is not enough, we should find the solutions. III. Trust: 7. ___Interpersonal contact and support amongst employees. 8. ___confiding in seniors without fear of their misusing trust. 9. ___When chips are down you have to fend yourself. IV. Authenticity: 10. ___Congruity between feelings and expressed behavior. 11. ___Tactfulness, smartness and even a little manipulation to get things done. 12. ___Owning up mistakes made. Designation: .

52

V.

Proaction: 13. ___Seniors encouraging their subordinates to think about their development and take action in that direction. 14. ___Considering both positive and negative aspects before taking action. 15. __3_Prevention is better than cure.

VI.

Autonomy: 16. ___Employees taking independent action relating to their jobs. 17. ___Close supervision of, and directing employees on, action. 18. ___Obeying and checking with seniors rather than acting on ones own.

VII.

Collaboration: 19. ___team work and team spirit. 20. ___Accepting and appreciating help offered by others. 21. ___Employees involvement in developing organizational mission and goals contributes to productivity.

VIII. Experimentation: 22. ___Employees trying out innovative ways of solving problems. 23. ___Thinking out and doing new things tones up organizational vitality. 24. ___In todays competitive situation consolidation and stability are more important than experimentation.

53

REFERENCES

Shen-Wen Cheng(2008),Cost effective software architecture-based self-adaptation. Carnegie Mellon University. R.Y. Chang, A. Podgurski and J. yang (2007), Finding whats not there: a new approach to revealing neglected conditions in software., Proc. ACM Intl symp. Software Testing and Analysis, p 163-173. M. Brunett, C. Cook and G. Rothermel (2004), End-user Software Engineering., Communications of ACM, p 53-58 vol. 47 issue 9. Beeman, Don R. Sharkey, Thomas W (1987), The Use and Abuse of Corporate Politics, Business Horizons p26 vol. 30 issue 2