A STUDY ON WORK CULTURE

CHAPTER - I
INTRODUCTION

INTRODUCTION Work culture is one of the most important aspects in any organization. The work culture is very important and vital because of the fact that it improves production and enhanced work culture in the organization helps to survive the increasingly competitive domestic as well as global markets. It refers to the employees opinion on Flexi timings, Superior- subordinate relationship and the nature of work. Work is a source of sustenance to human beings. The environment where the person works has a lot of effect on the efficiency and effectiveness. In a laymans language we can call this environment along with the processes working in it as Work Culture DEFINITONS: According to R.S Mani, in the book Human behavior at work, by M.G.Rao, (1993) defines work culture as: Work culture is defined as the rules/ regulations, polices/ practices, traditions / rituals and values / beliefs of the organization Edgar.H. Schein defines work culture in the book Human behavior at work by M.G.Rao, (1993)2, as: The work culture of an organization is a product of its history, traditions, values and vision.

A Pattern of basic group assumptions that has worked well enough to be considered valid and therefore, it is taught to new members as the correct way to perceive, think and feel

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THE CONTEXT / MEANING OF WORK CULTURE Jai.B.Psingh, (1990) has defined the concept and meaning of work culture in the book Work culture in Indian context as: The work related activities and the meanings attached to such activities in the framework of norms and values regarding to work. These activities, norms and values are generally conceptualized in an organization. An organization has its boundaries, goals and objectives, technology managerial practices, material and human resources as well as constraints. Its employees have skills, knowledge, needs and expectations. The two sets of factors organizational and organism interact and overtime establish roles, norms and values pertaining to work. It is the totality of levels of interacting factors around the focus concerns for work culture WORK CULTURE AT FOUR LEVELS: Jai.B.P.Singh, (1990) describe the following four levels of work culture as; Organizational goals and objectives and the way they are perceived and reacted to by the employees: The work culture can be assessed by knowing whether the goals and objectives of the organization are aware to the employees and also the way they perceive it and react to the goals of the organization Technology of an organization, its structure, work forms, financial position etc: The type of technology used in the organization, the structure of the organization whether it is vertical or horizontal, the financial background of the organization etc.
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 Social groups, norms, values, power structure, role relations etc: The different social groups in the organizations, its functioning, the norms and values followed by the members, the power structure and the various role relations between the employees in the organization. Work behaviour and work related activities: The behaviour pattern followed in the organizations among the employees and also the other work related activities like the discipline, timings and nature of the work. KINDS OF WORK CULTURE: Jai.B.P.Singh, 1990 describes the kinds of work culture in the book Work culture in Indian context as follows: Work and organizational cultures are subsets of the larger societal culture. While each organization has its own work culture, two patterns are distinct: soft and synergetic representing the extremes of a broadly conceived continuum of work. 1. Soft work culture means that everybody in the organization is complacent enough and the motivation level of the employees to do something new is very less. The Soft work culture is not a desirable state of an organization

2. Synergetic work culture: Its social cultural values are utilized to mobilize and motivate manpower. Synergetic organizational culture believes in rewarding for hard work importance to work. If the organizational culture is conductive to excellence at work, high productivity, and the efficiency of work in employees life span and a high quality of work life, the organization is said to have a work- conducive culture. If an organizations enforces strong work norms, maintains strict discipline and makes profits, but neglect and exploits its human resources the organization is said to possess an unethical and work-centric culture. The employees lack involvement, commitment, and desire to do something innovative in this kind of culture. Similarly if an organization neglects the social needs of its employees in achieving technological excellence, it is said to be working under the technocratic culture. The criteria which determines the centrality of work for an individual are job satisfaction, value addition from the job, peace of mind, working conditions, up to date technology, superior subordinate relationship, reinforcement (reward for hard work), status/ prestige associated with the position/ designation, extent of responsibility and freedom for making decisions, security of job and last but not the least money. recognizes merit and gives due

Work culture changes with the organizational core activity. The work culture present in heavy industries is significantly different form that existing in diverse industries like banking, IT, fashion, entertainment and knowledge based industries. HISTORIC VIEW OF WORK CULTURE: According to Jai.B.P.Singh, (1990) describes the historic view of work cultures follows: In the west, work culture evolved from the Judeo- Christian traditions, where work was negatively viewed, where work was presented as a calling, to the post industrial world view, where the concept of work being liberated from the confines of employment and redefined as those activities which are societically useful and personally Self- realizing. Work role compared to the changed circumstances with the other life roles (such as family and leisure). While the industrial revolution was a catalyst for the Protestian ethic, material affluence and information technology seem to lead to new ways of looking at work culture in the post-industrial era. IMPORTANCE OF WORK CULTURE: Jai.B.P.Singh, (1990) describe the importance of work culture as follows: Work culture has to be imbibed and developed. A good work culture is where employees are prepared to take up new/ modified tasks and ensure that the same are completed as per schedule. A good work culture involves the
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organization creating a climate where employees are anxious to work and complete the task and the employees ensure that the working hours are very devoted towards the organizational work. Culture is the software of the mind Societical culture is an important aspect of an organizations environment External culture: that determines the work culture is the following: Acceptable behaviour for an organization Acceptable behaviour for individuals Internal culture: Who will be hired How individual behave within the organization Whether an organization achieves its goals Internal culture: 1. The value and the beliefs shared among the employees of an organization
2. As within the national culture, this determines acceptable and

unacceptable behavior.

FOUR MODELS FOR WORK CULTURE: M.G.Rao, (1993) indicates the four models of work culture as follows: Preparing work place success: 1. Understanding who they are and what they do: We believe that the models are helpful for determining options within the work environments but can never be literally transposed between one environment and another and emdashnor should they be. Each company reflects as an individual does, unique characteristic, which require unique responses form the company ownership. When a college hires a new faculty member, it is to the college that the faculty understands the student needs, services available in the campus, the funding system and more, likewise, when working with the clients it is important to understand their motivation and how their system work. For E.g. is the company in a growth mode? If so, they may value speed, efficiency, and recruiting. Training may be a strong value. Alternatively, if the company is undergoing an internal transition like ISO certification, then the documentation becomes important process with details and accuracy is magnified. 2. Flexibility: Business is constantly changing. Part of serving industry is the ability to meet its ongoing demands. A company may have new management, be undergoing a merger, or it may have adapted a new training programme. This means that
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a company may call on Monday for training they would like to offer on Friday. They may delay or adjust class schedules four to six times based upon the production needs or customer demands. In addition personnel changes happen regularly within industry, so building and rebuilding relationships is critical. 3. All workplace education is outcome based: Most of the training is provided because of a clear and evident need. The workplace often requests the instructor/ consultants experience in designing training outcomes. Employees are paying for results, and if they arent being delivered they will look elsewhere. 4. Commitment to individual and collective success: Industry is often portrayed as an evil entity, which uses and victimizes people. The employer often pays education within the workplace, so they have a high commitment to the individual and the teams success within the learning process. Washington is experiencing a low employment cycle. Within the environment, many employers are investing heavily in the education of their workforce. WORK CULTURE IN INDIAN CONTEXT: Jai. B.P.Singh, (1990) while describing the work culture in Indian context mentions the following:

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Work culture in Indian took a different route. Initially, work performed as a part of social relationships and occupational differentiations along caste lines. The British bureaucratized Indian work organizations and polarized the positions of officers and non- development with the twin goal growth and social justice. In many organizations, however social drifted into welfare orientation, which often diluted the salience of growth of the reason may be the fact that the major share of work in India is still performed in the agricultural sector, which is more central of the Indian social systems in India. Hence, a more comprehensive understanding of the Indian social milieu helps in understanding the work culture in Indian organizations. Overview of Emergence And Changing Of Work Culture In Indian Context: The British were the first to introduce procedures and work methods were all patterned after the British organization. The preference for relationship orientation, which requires a superior to be nuturant and the subordinate to be dependent was never totally erased from the Indian psyche. The rapid expansion of industrial activities required a large-scale import of Western technology. And work forms, which were expected to contain Western work values. The works organizational were put in the service of national development with the twin goal of growth and social justice. The developmental roles were not congruent to economic objectives. The climate in many of the work organizations is still marked by bureaucratization, impersonalization, political interference, and the ethos of a welfare organization (more in public sector than in the private sector). With the recruitment of employees from broader spectrum of the society there has been grater
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penetration of social habits and cultural values into fabric or the work organization. The emphasis on equitable distribution of wealth had its roots in the Indian cultural preference for harmony and sharing of wealth .In highly heterogeneous and pluralistic social context of India, the condition of the employees was sought to be improved through building tolerant organizations with the minimal conflict. However it worked other way as employees construed these employee friendly policies to meet their personal and social obligations while neglecting work requirements. Emerging trends of work culture in Indian Context: Increasing number of organizations in India is doing away with the cabin culture. Open office layout ensures greater transparency of operations and facilitates easier communication among various people in the same location. This promotes a feeling of oneness and eliminates physical barriers. There are only a few cabin cubicles, which serve as conference with lesser disturbances. Another important feature among the organizations is that hey have begun to lay greater emphasis on teamwork. This fosters we spirit and can often contribute to synergy which in turn can make the organization more productive. Organizations have now started to open office system, many organizations have heading for common canteens, pools etc. This is the hierarchy for relationships at work are given more informal and selfdependent ways of getting things done.

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Some Recent Policies in Organizations Affecting The Work Culture: There is always a policy change taking place in the organization for achieving the goals of the organization like many organizations have introduced Voluntary Retirement Scheme (VRS) to downsize (reduce the employees strength) to reduce cost. This is applicable to mostly ailing PSUS and private organizations in the brick and mortar sector. The organizations have come up with an Anti sexual harassment policy as an initiative to prevent any abuse against the women workforce. This is one of the policies that reflect the changing status of women in the workplace of the new economy. The increasing fluidity of organizational structure and cultures has opened up opportunities for women who are well informed, well placed and well organized. This trend is more visible in the urban class with the rural female population still lagging quite behind. In certain cases, the workingwomen have proved themselves to be more productive than their male counterparts. The work environment has become so liberal that even women are staying late in the night to complete their work. They are interacting continuously with the male colleagues and discussing with them their family and other problems. They attend all the official parties and functions, which continue sometimes, even in the late night. The noticeable point is that they are still maintaining the traditional and moral values of the society.

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IMPACT OF WORK CULUTRE ON THE SOCIETY AND ITS MEMBERS: According to Fred Luthans (2002) with the skyrocketing of the skilled work force in the new economy industries, consumerism has become quite evident in the metropolitan cities. Life is becoming more modernized in the megalopolis. The overwhelming salaries and incentives offered by these organizations is in line with their philosophy to create and share wealth. Decision making capability in the social life of an individual has improved drastically with the decentralization of decision- making process in the organizations. Similarly, leadership role in the organizations can teach a person to fight against any social injustice in the personal life. The win-win climate in these organizations can foster positive attitude in the employees that help them in being successful in the social life. These claims can be substantiated by the awareness of the working people living in big cities about the problems faced by the society and their willingness to take on initiative to clean the malaise faced by the society RESEARCH PROBLEM: In the light of the discussion presented in the preceding pages about the nature and importance of work culture for organizational well being, it is the interest of the researcher to have a empirical idea about the prevailing work culture at the organization and also to study the issues related to it.

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RESEARCH METHODOLOGY TITLE OF THE STUDY: "A Study on work culture at Emmett" AIM: To analyze and understand the prevailing work culture at Emmett SPECIFIC OBJECTIVES: To study the prevailing work culture To understand the factors that contribute to the work culture
To confirm with the employee's comfort ability with the prevailing

work culture RESEARCH PROBLEM: Work culture is an important aspect of every organization. It is therefore the interest of the researcher to have an empirical idea about the prevailing work culture at the selected organization and also to study the issues related to it. PILOT STUDY: During the process the researcher had a discussion with the HR executives there in and solicited their opinion on the various issues related to the study. Out of the pilot study the researcher decided to conduct a study at Emmett.

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UNIVERSE AND SAMPLE: Since the management at Emmett wanted the researcher to focus only on the management staff for the present stud, they formed the universe for the study. The management at Emmett did not give the employees details and also did not provide the details regarding the total number of employees i.e. universe, as they were considered it to be very confidential, Therefore the researcher had to adopt a purposive sampling method of taking 10 respondents from each of the departments of work at Emmett. The details are as follows:

DEPARTMENT Corp HR Corp IT EG 21 EG 24 SEPG Internal Automation

NO OF EMPLOYEES 10 10 10 10 10 10

RESEARCH DESIGN: As the study attempts to describe the work culture and analyze the employees comfort ability, the Descriptive design seemed to be most appropriate and was therefore adopted.

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TOOLS FOR DATA COLLECTION: The tool used by the researcher for collecting data was a structured questionnaire. It was prepared in English and had closed ended questions. The questionnaire method was adopted, as most of the respondents were very busy during the office hours. The questionnaire was prepared in keeping the objectives in mind; it was given to the respondent and collected back at a later date. CONTENTS OF THE QUESTIONNAIRE: Contents of the questionnaire are divided into: a. Personal data of the respondents b. Focus of Values of the organization c. Focus on the organizations adherence to work related matters d. Focus on the organizations role in attending to factors like freedom, support etc. e. Focus on the relationship between Top management and the employees PRE TESTING: In order to ascertain the validity of the tool of data collection, viz. questionnaire, a pre testing was done by the researcher with a selected number of 5 management staff of the organization. This was essential to find out the parts of the questionnaire, which was lacking perfection and also
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helped the researcher to identify the lacking areas and also modify some parts of the questionnaire. The exercise done in this regard was very useful for the researcher to give the final touch towards the questionnaire before putting into actual study. DATA COLLECTION: Data collection was carried out at Emmett in the month of February 2009.All the 60 questionnaires were distributed to the employees at the work place. The purpose of the study was explained to them personally by the researcher. On the whole the respondents were friendly and co-operative. OPERATIONAL DEFINTION: For the purpose of the study the following key terms were operationally defined: Work culture: Work culture is defined as the rules/ regulations, policies/ practices, traditions / rituals, values/ beliefs of the organization. (R.S.Mani) Management staff: All the employees of the organization working in the departments like EG21,EG24, SEPG, Internal automation, Corp HR, Corp IT in positions like

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System analyst, Software developer, Hr executive etc, other than that of the workers cadre are considered to be the management staff . PROCESS OF DATA ANALYSIS: The statistical package used for the research study is SPSS (Statistical Package for Social Sciences.) through which the data was first entered and tabulated .The tabulated data was interpreted to arrive at workable conclusions. Analysis and interpretation was made to the tabulated data. LIMITATIONS: The researcher found it difficult to collect the data from the respondents as the respondents felt that there was a deviation from their regular work. The researcher found it difficult to restrict the respondents by discussing with each other, which influenced the respondents original opinion about the study.

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CHAPTER - II
REVIEW OF LITERATURE

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REVIEW OF LITERATURE Influence of Indian National Culture on Organizations National Culture can be defined as the collective programming of a group of people with common experiences, such as political and educational systems, at the national level referred to as Software of the Mind by Hofstede. Hofstedes value dimension is a common approach for operationalizing national culture in terms of values. Hofstedes Five value dimensions of National Culture are: Individualism-Collectivism Power Distance Masculinity- Femininity Uncertainty Avoidance Long Term Orientation

It is important to understand the Indian National Culture for those who wish to manage organisations in India, to understand what factors motivate employees in India in order for organisations to enjoy sustainable performance. Studies show that managers are socialised by their own national culture,
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regardless of the management level in an organisation, and tend to develop values, beliefs, behaviours and practices that are compatible with the main features of that national culture. INDIAN CULTURE VS WESTERN CULTURE Traditionally, Indian culture is characterized by a hierarchical family system. This comes from the way people live in India, here people learn the essential themes of cultural life within the bosom of a family. In most of the country, the basic units of society are the patrilineal family units. There are family heads that take most decisions and look after the family. Loyalty to family is a deeply held ideal for almost everyone. In contrast to this, the western family system is a nuclear type, where a couple live with their unmarried children and when the children marry they separate out of the family and form a separate nuclear family. These characteristics of the family system have a strong influence on the thinking of the people of these cultures. This in a way influences the organisations & the managers in that culture. The comparison can be drawn between these two cultures as under: Indian Western Styles of Management Authoritative:

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Society demonstrates a high power culture. Workers prefer authoritative and hierarchical forms of Management. They expect leaders protection, concern & support. Democratic: Managers place high importance on driving workforce towards self-initiative, creativity & Entrepreneurship. Environmental Influences External Locus of Control: Lack of positive reinforcement from society. Individuals believe that outcomes depend on fate or supernatural forces beyond human control. Internal Locus of Control: Responsibilities & Accountabilities lie with the individual are responsible for the outcomes. ORGANISATIONAL CULTURE: THE LINK TO MANAGEMENT PRACTICE Human Nature Less efforts to improve ones present situation, individuals believe that their present situation is as a result of their actions & lifestyles in previous birth. Individuals focus on improving their present situation, they believe that change in personality and lifestyle is in their control. Man-Nature Individuals have an external locus of control; they subjugate themselves to nature. Negative impact on ambition, work ethic & persistence. Individuals have an internal locus of control; they believe that they can control nature and their own destiny.
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Time Individuals oriented towards past and view time as an infinite entity, which causes tremendous pressures to conform to traditional practices and beliefs. Individuals focus on future, which translates into preference for planning, scheduling and a sense of urgency. Relational Individuals prefer hierarchical relationships, may be a

consequence of caste system & supported by it often extended to business leading to recruitment based on caste. Individuals tend to hire based on skill sets required for the work, dominating the particular industry. India & Globalization The globalization of business had a tremendous impact on life styles and role relationships in India. MNCs established operations in the closed economies and began to affect tradition and culture. Indian Managers are combining traditional values and dimensions of the contemporary global market imperatives in a unique way. Indian managers may not synergise divergent values in a terminal sense but may rearrange their work goals and related values in different layers at different points of time. Indian organisations can be grouped as under i) Western Industrialized firms including JVs/Subsidiaries of MNCs ii) Family dominated firms maybe involved in JVs with Western Firms
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iii) Indigenous Firms iv) Private & Public Corporations Impact of Globalization on the Indian firms: Compared to domestic firms MNCs are more inclined to higher women, pay higher salaries & promote them to managerial positions. Managers will develop hybrid or crossvergence approach to management which will combine indigenous and imported methods retaining an integral Indian value, thus maintaining and fostering an environment of trust necessary to build effective business relationship. Equal employment opportunity practice may lead to hiring the most qualified person for a job, as opposed to preferential hiring of family members or relatives. Increased competition of Indian firms with MNCs, which raised concerns about total quality management, workforce skills and pressure to change from indigenous, costly technology to more effective technology applications. CHALLENGES & OPPORTUNITIES FOR GROWTH THROUGH RESOURCE ADVANTAGE From the Organisation perspective India seems to be straddling two currents

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of economic development which can be explained by strategic management theory: i) Resource Dependence: It involves accessing needed resource and capabilities from external sources. Resources may be accessed through alliances or joint ventures with MNCs, and can bridge opportunities with Indians working abroad with entrepreneurial and technical capabilities. ii) Resource Based View of the Firm: Developing the resources into unique combinations internally. Indian firms can develop sustainable competitive advantages build rare, unique combinations for capabilities and resources. The factors that support growth of industries in India rely on cultural adaptiveness. From a corporate cultural perspective the IT sector has affected Indian Capitalism, because the corporate culture and business practices of Indias IT firms are vastly superior to those of Indias Traditional business houses. The software industry makes extensive use of resources available to India, where it has comparative advantage. India produces the second largest annual output of scientists and engineers. But acting as potential constraints or facilitators of these efforts are the macro issues of government, social tradition and national culture. AN EXAMPLE OF CROSS-CULTURE MISMATCH: DAIMLER CHRYSLER In May 1998, Daimler-Benz (German Organisation) and Chrysler Corporation (American Organisation), two of the world's leading car

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manufacturers, agreed to combine their businesses in what they claimed to be a "merger of equals." Daimler-Benz was characterized by methodical decision-making while Chrysler encouraged creativity. Chrysler was the very symbol of American adaptability and resilience. Chrysler valued efficiency, empowerment, and fairly egalitarian relations among staff; whereas Daimler-Benz seemed to value respect for authority, bureaucratic precision, and centralized decisionmaking. These cultural differences soon became manifest in the daily activities of the company. For example, Chrysler executives quickly became frustrated with the attention Daimler-Benz executives gave to trivial matters, such as the shape of a pamphlet sent to employees. Daimler-Benz executives were equally perplexed when Eaton showed his emotions with tears in a speech to other executives. Chrysler was one of the leanest and nimblest car companies in the world; while Daimler-Benz had long represented the epitome of German industrial might (its Mercedes cars were arguably the best example of German quality and engineering). Daimler-Benz attempted to run Chrysler USA operations in the same way as it would run its German operations. This approach was doomed to failure. DaimlerChrysler announced on 14th May 2007, that it would sell Chrysler to Cerberus Capital Management of New York, a private equity firm that specializes in restructuring troubled companies, effectively unwinding the original transaction. The de-merged German company will adopt the name Daimler AG. The US Company adopted the name Chrysler LLC when the sale completed on 3rd August 2007.
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CONCLUSION From the perspective of Organisational Culture and management practices, India is country in transition with vast potential and challenges, very significant accomplishments, but also respect for the past and social traditions. The key for organisations to succeed is the ability to integrate the traditional system into the modern outlook and form a hybrid strategy for management of the Indian Organisations WORK CULTURE IN INDIA In the time of globalization India is main hub for outsource. The India has become a haven for the booming software industry with rapid growth. Cities like Bangalore, Hyderabad and Pune are top-notch destinations for the IT enthusiasts all over the world, and are fast becoming trend setters for other cities like Ghaziabad, Noida, and Gurgaon. When people of other country wonders about the attraction toward Indian service from all over the world is not only money, it`s work culture of the Indian out shore staff which is attracting other country to outsource their jobs to India. The people of India are very hard working and dedicated to their work. The work culture over here has their own style with the Indian way of life while seeking to achieve the organizational objectives. The Indian people are more concern about their job and always looking for give their best, if you see major difference in between other country`s work style , you find Indian`s are more conservative but in the time of globalization the people from urban India is also changing with the western culture. India is full of tradition and culture and this culture also affect on their work style. The people here very honest with their jobs
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and they treat their job as worship of his own. Since there mind set is more towards security for their family, so they are very honest with their respected company and people will not tend to change their job. People here are very punctual and understand the meaning of dead line. The brain and intelligence is always what Indian is renowned for and their positive work culture basic building block for an organization. The main mantra for Indians is Fatalism and Collectivism which give them higher success in the entire field. The Structure and hierarchy in Indian companies you will find senior colleagues and especially elders are obeyed and respected and most senior person advice is always listen. Thats way Indian out sourcing business growing day by day.

Have you ever tried getting your work done at any office, institution, hospital, nursing college or school? Unless & until you puruse your care, going pillar to post, nothing moves. It's the 'Work Culture' - to be blamed. The lack of work culture has all negative effects, bringing down the efficiency. Positive work culture is a must to maintain standards and reputation of an organization. Thus, saving energy, money & material. Both, individual & organization have their roles to play. While former's initiative, caliber and creativity matters, letter's motivational attitude does miracles. This inspires, guides and leads others towards a positive and productive work culture.

An organization can't meet its objectives unless positive work culture exists. Poor working conditions, stagnation lack of appreciation/incentives and rewards are sufficient factors to kill one's creativity and interest. Other

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factors, viz. political interference, corruption, social stress, financial problems etc. are also responsible to de-motivate a person. Organizations are not able to use one's potential. On the other hand after one gets a position, loses interest in learning & sharpening its skills. Success is in learning new things and also from one's follies. Positive work culture not only develops an organization, provides satisfaction to its personnel, too.

Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and Values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."

This definition continues to explain organizational values also known as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another."

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Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization 'is' rather than what it 'has' (according to Buchanan and Huczynski)

Corporate culture is the total sum of the values, customs, traditions and meanings that make a company unique. Corporate culture is often called "the character of an organization" since it embodies the vision of the companys founders. The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior.

Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the organization. In addition, there will also be an extant internal culture within the workforce. Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system. Roger Harrison's four-culture typology, and adapted by Charles Handy, suggests that unlike organizational culture, corporate culture can be 'imported'. For example, computer technicians will have expertise, language and behaviors gained independently of the organization, but their presence can influence the culture of the organization as a whole.

Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. In such environments, strong cultures help firms operate like well-oiled machines, cruising along with outstanding execution and perhaps minor tweaking of existing procedures here and there.
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Conversely, there is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy.

Where culture is strongpeople do things because they believe it is the right thing to dothere is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a mode of thinking that people engage when they are deeply involved in a cohesive ingroup, when members' strivings for unanimity override their motivation to realistically appraise alternatives of action." This is a state where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts. This could occur, for example, where there is heavy reliance on a central charismatic figure in the organization, or where there is an evangelical belief in the organizations values, or also in groups where a friendly climate is at the base of their identity (avoidance of conflict). In fact group think is very common, it happens all the time, in almost every group. Members that are defiant are often turned down or seen as a negative influence by the rest of the group, because they bring conflict.

Innovative organizations need individuals who are prepared to challenge the status quobe it groupthink or bureaucracy, and also need procedures to implement new ideas effectively.

What is Culture?
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Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that's difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality.

Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc.

The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well. There's been a great deal of literature generated over the past decade about the concept of organizational culture -- particularly in regard to learning how to change organizational culture. Organizational change efforts are rumored
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to fail the vast majority of the time. Usually, this failure is credited to lack of understanding about the strong role of culture and the role it plays in organizations. That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do mission and vision. Some Types of Culture There are different types of culture just like there are different types of personality. Researcher Jeffrey Sonnenfeld identified the following four types of cultures. Academy Culture Employees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercise their skills. Examples are universities, hospitals, large corporations, etc. Baseball Team Culture Employees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, etc. Club Culture

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The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc. Fortress Culture Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc.

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COMPANY PROFILE About Company Emmett has been active in catering to the outsourcing needs of publishers and other organizations since 1992. Over the years, we have adopted a seamless partnership approach. The client organizations are always comfortable in dealing with Emmett and work as true partners; often with the feeling that this is a virtual extension of their own operations. It is our strong belief that this integration is the cornerstone of the success of any outsourcing relationship. Emmett started with only 10 professionals and today has grown to a very substantive size of 500. This growth has been made possible by robust systems and processes that lead to reliable output. We have expertise in workflow management, and in developing processes that lead to desired quality levels and achieve the lowest cost of production. Clients have often come back and told us that Emmetts reliability has led to the growth of their organization. Emmett provides Document Management, e-Publishing and Data Conversion solutions using optimal process engineering, cost-effective and flexible conversion systems. Today, Emmett is a major full-service digital content provider from India and is able to deliver digital content with 99.995% accuracy and 100% application based integrity.

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We have the ability to learn and scale in very short order. Large multimillion page contracts have been executed on time after achieving steep ramp-up requirements. The internal systems ensure that clients get a real time status check of their projects. Emmett has always been a profitable and growth oriented organization, leading to its longevity and prides itself as an organization that clients have learnt to trust. QUALITY Our long-standing experience in catering to international publishers has led to the development of quality systems that deliver robust and reliable output routinely. The systems ensure that each and every employee is committed to meeting and exceeding client objectives. We have achieved noteworthy landmarks in quality with our world-class system conforming to ISO 9001-2000 standards. Every single batch of data must be certified as per the required customer standard, prior to delivery to a client. Emmett has established an impeccable record and is known for ensuring that no defective data ever reaches the client. Emmetts Quality personnel work independently of the production team. They report directly to their respective group head, thereby enabling freedom from production pressures. Our Quality Systems include: Intermediate Audit and Final Audit.

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Intermediate Audit Intermediate Audit at Emmett is done to ensure the quality of the data while in production and hence to ensure the correctness during each successive stage of production. Final Audit Quality Verification is done through Audit of Final Deliverable Data. It is done to ensure the quality of the data as per the commitment to customers. We select the data samples to check the data structurally and ensure that no defective data ever reaches client. We can deliver digital content in any format including: XML SGML HTML PDF ASCII Palm e-Book Open e-Book Microsoft Reader Adobe Acrobat e-Book Reader Images (such as, Tiff, JPG)

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Our conversion solutions deliver data that is: Logically and Uniformly Structured Consistent with the Integrity of the Original Content Enriched with Functionality and Intelligence Converted at Minimal Cost Of the Highest Quality, Reliability and On or Before Time The following is the overview of the document management solutions of some of the projects (on going as well as executed), which describes our capabilities and expertise in providing multiple solutions for electronic conversion and content management services Archival Finding Aids Legal Records Public Utility Early English Medieval Books

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CHAPTER - III
ANALYSIS OF DATA

41

ANALYSIS OF DATA

I.

Analysis Of The Personal Data:

The analysis of the following tables shows the personal data of the respondents like their age, experience, education etc, which are relevant for the purpose of the study Table 1: Respondents by their Age

S.No 1 2 3 4

Age (years) 20-26 26-31 31-36 36& above Total

Frequency 16 35 8 1 60

Percentage 26.7 58.3 13.3 1.7 100.00

With reference to the analysis of the personal data, Table No: 1shows that most (58.3%) of the respondents of the study are in the age category between 20-25 yrs. The other half(26.7%) of the respondents are in the age category between 20-25yrs, the rest of the respondents about(13.3%) are of the age category between 30-35yrs and the rest about (1.7%) of them are in the age category between 35 &above.

42

Fig 1: Respondents by their Age

60 50 40 30 20 10 0 20-26 26-31 31-36 36 Above F requency Percentag e

43

Table 2: Respondents by their Sex

S. No

Sex

Frequency

Percentage

Male

33

55.0

Female

27

45.0

Total

60

100

With reference to the sex of the respondent, Table No: 2 shows that more than half (55%) of the respondents are male and the rest (45%) of the respondents are female. Fig 2 : Respondents by their Sex
60 50 40 30 20 10 0 F requency Percentag e

Male

44

F ale em

Table 3: Respondents by their Departments of work:

S.no 1 2 3 4 5 6

Department Corp HR Corp IT EG21 EG24 Internal automation SEPG Total

Frequency 10 10 10 10 10 10 60

Percentage 16.7 16.7 16.7 16.7 16.7 16.7 100.00

In the organization covered by the study there are 6 departments of work. They are 1. Corp HR2.Corp IT, 3. EG21 4. EG24 5. SEPG 6. Internal Automation The researcher included 10 respondents from each of the department for the study. Table No: 3 shows the details about the percentage of the respondents as drawn from all the six departments. Fig 3 : Respondents by their Departments of work:
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18 16 14 12 10 8 6 4 2 0
CorpHR CorpIT E G2 E G24 Interna l a utom tion a S PG E

F requency Percentag e

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Table 4: Respondents by their Educational Qualification

S.no 1 2 3

Educational qualification Higher secondary Under graduate Post graduate Total

Frequency 1 31 28 60

Percentage 1.7 51.7 46.7 100.0

With reference to the educational qualification of the respondents, Table No:4 shows that almost all the respondents are educated up to the level of graduation (51.7%) or post graduation (46.7%) Where as only a least percent of the respondents (1.7%) are found a in the higher secondary.

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Fig 4: Respondents by their Educational Qualification

60 50 40 30 20 10 0 H her ig S econdary Under Graduate Pos t Graduate F requency Percentag e

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Table 5: Respondents by their Experience in the organization

S.no

Experience in years

Frequency

Percentage

1 2

0-3 3- 5yrs Total

46 15 60

76.7 23.3 100

As for the work experience of the respondents is concerned, Table No: 5 shows that most (76.7%) of the respondents have an experience of less than 3yrs of work experience. The rest (23.3%) of them a have an experience of more than 3yrs. Fig 5: Respondents by their Experience in the organization
80 70 60 50 40 30 20 10 0 0-3 3-5 Y rs F requency Percentag e

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II.

Analysis on work culture The presentation and analyses of the following tables given in this section reflects the various aspects of the work culture prevailing in the organization. The different aspects taken for confirming the same are the as follows: 1. Values upheld in the organization. 2. Organizations role in work related matters 3. Organizations role in attending to the employees needs. 4. Relationship between the top management and the employees

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Values of the organization: Table No 6: Values System in the organization S.no Name of the value Integrity of employees Responses To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total Rewards and recognition of the employees Trust maintained with the employees Equal opportunities to the employees To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total Frequency 24 36 0 60 29 31 0 60 29 31 0 60 22 37 60 17 42 1 60 25 32 3 60 Percent 40% 60% 0 100 48.4% 51.6% 0 100 46.8% 53.2% 0 100 36.7% 61.6% 1.7% 100 28.3% 70% 1.7% 100 41.7% 53.3% 5% 100

Employees growth and development

Dignity of individuals

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The value system of the organization was confirmed on the following 6 categories of values: 1. Integrity of the employees 2. Employees growth and development 3. Dignity of the employees 4. Rewards and recognitions 5. Trust maintained with the employees 6. Equal opportunities to the employees With reference to the values adhered by the organization, Table No 6 shows that all the values of the organization are very much upheld by the organization like Integrity- 60%,

Employees growth and development- 51.6% Dignity of the employees- 53.2%, Rewards and recognitions- 61.6%. Trust maintained with the employees- 70% Equal opportunities to the employees- 53.3%. The adherence of the values taken for study on their arrangement in their order of rank indicates the following:

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Table: 6A Adherence of the Value and Ranking: Value Trust maintained with the employees Rewards and recognition of the employees Integrity of the employees Equal opportunities to the employees Dignity of the individuals Employees growth and development Ranking 1st 2nd 3rd 4th a 4th 5th

B. Organizations adherence to the work related matters: The analysis of the following tables shows the organizations adherence to the work related matters such as rules, policies etc.

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Table No 7 : Adherence to the Work related matters S.No Work related matters Rules and regulations Adherences To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total Frequency 41 19 0 60 39 21 0 60 27 32 1 60 29 31 0 60 26 32 2 60 21 39 0 60 Percent 68.3% 31.7% 0 100 65% 35% 0 100 45% 53.3% 1.7% 100 48.3% 51.7% 0 100 43.3% 53.4% 3% 100 35% 65% 0 100

Formulation and implementation of policies Upholding the traditions of the organization

Enforcement of discipline in organization

Work place maintenance

Adhering to the orders of the organization

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The organizations adherence to the work related matters is taken for confirmation under the following categories: a. Rules and regulations b. Formulations and implementation of policies c. Upholding the traditions of the organization d. Enforcement of discipline in the organization e. Work place maintenance f. Adhering to the orders of the organization. The analysis of Table No: 7 indicate the fact that in the work related matters in case of Rules and regulations 68% Formulation and implementation of policies 65% Enforcement of discipline in the organization 51.7% Adhering to the orders of the management 65% All respondents have given an overwhelming response in favor of their adherence in the organization (100%) each. However on the following cases a small number of respondents have an opinion against 100% adherence Upholding the traditions of the organization. 53.3% Work pace maintenance 53.4% A small number of respondents have an opinion against 100% adherence. C. Organizations role in attending to the employees needs

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The analysis of the following tables shows the organizations role in attending to the employees needs. Table No: 8: Opinion on organization attending to employee needs S.no Employees needs Recognition of employees Opinion To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total Frequency 24 35 1 60 27 37 2 60 14 44 2 60 27 30 3 60 21 38 1 60 25 34 1 60 Percent 40% 58.3% 1.7% 100 35% 61.7% 3.3.% 100 23.3% 73.3% 3.3% 100 45% 50% 5% 100 35% 63.3% 1.7% 100 41.7% 56.7% 1.6% 100

Freedom at work

Support form top management

Establishment of communication system Providing welfare measures Providing opportunities for growth

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Establishing a competitive salary

To great extent To some extent Not at all Total

17 42 1 60

28% 70% 2% 100

The organization role in attending to the needs of the employees was confirmed on the a following aspects: 1. Recognition of employees 2. Freedom at work 3. Support from top management 4. Establishment of communication system 5. Providing welfare measures 6. Establishing a competitive salary are all maintained to some extent in the organization. Contrary to the observation made in Table No: 7 with regard to the organization attending employees needs, where in, it is observed that they are fulfilled at 100% level. Here by the fulfillment of employee needs are observed to be as follows: As regard to the recognition of employees 58.3% As regard to the freedom at work 61.7% As regard to the support from the top management 73.3% As regard to the establishment of communication system 50% As regard to providing welfare measures 63.3%
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 As regard to providing opportunities at work 56.7% Establishing a competitive salary 70% The organizations role in attending to the needs of the employees in their order of rank: Table: 8A Needs of the Employees and their Ranking

Needs of the employees Support from top management Competitive salary Welfare measures Freedom at work Recognition of employees Opportunities for growth &

Ranking 1st 2nd 3rd 4th 5th 6th

development Establishing communication 7th system

D. Focusing on the relationship between the top management and the employees

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Analysis of the following tables shows the relationship maintained between the top management and the employees in the matters like transparency, collaboration etc

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Table :9: Relationship between the top management and the employees: S.n Relationship factors o 1 Collaboration between individual goals and organizational goals 2 Transparency between top mgt and employees

Opinions To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total To great extent To some extent Not at all Total

Frequency 29 30 1 60 22 36 2 60 27 31 2 60 16 43 1 60 26 34 0 60 20 40 0 60 15 45 0 60

Percent 48% 50% 2% 100 36.7% 60% 3.3% 100 45% 51% 5% 100 26.7% 71.7% 1.6% 100 43.3% 56.7% 0 100 33.3% 66.7% 0 100 25% 75% 0 100

Communication between top mgt and employees Interpersonal relations between top mgt and employees Confidence maintained by the top mgt in the employees Extent of comfort in the organization

Extent of satisfaction in the organization

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The relationship maintained between the top management and the employees was confirmed on the following aspects: 1. Collaboration between the individual and organizational goals. 2. Transparency between the top management and the employees 3. Communication between top management 4. Interpersonal relations between the top management and the employees 5. Confidence maintained by the top management in the employees 6. Extent of comfort in the organization 7. Extent of satisfaction in the organization.

All the relationship factors are very well maintained in the organization: The analysis of data on the above table indicates that, Collaboration between the individual goals and the organizational goals-

50%,

Transparency between the top management and the employees- 60%, Communication between the top management and the employees- 51%, Interpersonal relations between the top management and employees-43%,
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 Confidence maintained between the top management in the employees- a 34% Extent of comfort in the organization- 66.7%, Extent of satisfaction in the organization- 75% The relationship factors of the organization in their order of rank are as follows:

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Table : 9A : Relationship Factors their Ranking:

Relationship factors Satisfaction in the organization Interpersonal relations between the top management and the employees Comfort in the organization Transparency between the top management and the employees Confidence maintained by the top management in the employees Communication between the top management and the employees Collaboration

Ranking 1st 2nd 3rd 4th 5th 6th 7th

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CHAPTER - IV
FINDINGS, CONCLUSIONS AND SUGGESTIONS

64

FINDINGS, CONCLUSIONS AND SUGGESTIONS

INTRODUCTION: The study by the researcher was on the work culture at Emmett. The study focuses on the prevailing work culture at Emmett and analyses the factors that lead to the employees comfortability in the prevailing work culture. OBJECTIVES OF THE STUDY: To study the prevailing work culture in the organization To understand the factors that contribute to the prevailing work culture To confirm with the employees comfortability with the prevailing work culture. RESEARCH PROBLEM: To study and understand the prevailing work culture in the organization and also to know the factors that contributes to the comfortability of the employees in the prevailing work culture. FINDINGS ON DATA: The Findings on the personal data: Most of the respondents are in the age category between 26-31 yrs. (58.3%) Majority of the respondents covered by the study are male respondents (55%)
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 Majority of the respondents are well educated and highly qualified (51.7%) are either graduates or post graduates. Almost all the respondents (76.7%) have work experience of 0-3 yrs. The above findings indicates that all the respondents are youngsters, well educated and at the early stages of work looking for more challenging jobs and better opportunities for growth. WORK CULTURE B. Findings on the organizations values: By referring to the values in the organization it is found that the following values are upheld in the organization: Integrity of the employees (60%) Employees growth and development (51.6%) Dignity of the individuals (53.2%) Rewards and recognitions of the employees (61.6%) Trust maintained with the employees (70%) Equal opportunities to the employees (53.3%) Thus it can be concluded that the organization gives a lot of importance in upholding a set of values and also implicates the values to a large extent in the organization. By this the employees feel that they are regarded and respected well by the organization.

66

C. Findings on the organizations role in attending to work related matters: With reference to the work related matters it is found that there is almost a great extent of adherence to the work related matters by the organization: Rules and regulations (68.3%) Formulation and implementation of policies (65%) Upholding the traditions of the organization (53.3%) Enforcement of discipline in the organization (51.7%) Work place maintenance (53.4%) Adhering to the orders of the organization (65%) Considering the work related matters it is found from the study that the organization gives a lot of importance to the work related matters like rules, traditions etc. Also the discipline is maintained well in the organization which leads to the effective functioning of the organization.

D. Findings on the organizations role in attending to the needs of the employees: Focusing on the needs of the employees, it has been found that several key employee needs are satisfied by the organization in a reasonable manner as shown below: Recognition of the employees (58.3%) Freedom at work (61.7%)
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 Support from the top management (73.3%) Establishment of communication system (50%) Providing welfare measures for the employees (63.3%) Providing opportunities for growth (56.7%) Establishing competitive salaries (70%) Thus it can be expected that due to this need satisfaction the employees will be motivated to work well in the organization. E. Findings on the relationship between the top management and the employees: The findings on the Relationship maintained between the top management and the employees as ascertained indicates the following: Collaboration between the individual and the group goals (50%) Transparency between the top management and the employees (60%) Communication between the top management and the employees (51%) Interpersonal relations between the top management and the employees (71.1%) Confidence maintained by the top management in the employees (56.7%) Extent of comfort in the organization (66.7%) Extents of satisfaction in the organization (75%)

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Thus it can be concluded that the relationship between the top management and the employees it is found to be good and is maintained in a harmonious manner. CONCLUSIONS: The study has dealt in detail about four aspects influencing the work culture in the organization namely values, rules & regulations, discipline in the organization. From the study it was found that the rules and the regulations have been strictly enforced in the organization. The relationships between the Top management and the employees have been maintained well and there is a good of collaboration between individuals goals and the group goals. Also there is transparency maintained between the top management and the employees. The tradition and rituals of the organization are well attended and maintained. The management provides opportunity for the family also to participate in the functions and get together. A majority of the respondents are of the view that e organization takes good care of the welfare measures. There is much collaboration between the group goals and the individual goals in the organization. It is also observed from the study that there is a good communication system established within the organization and this provides a basis for better inter personal relationship between them.
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On the basis of the above findings it can be concluded that the there is a synergetic type of work culture that prevails in the organization, also the work culture prevailing in the organization enables the employees to be a part of it, work independently and achieve better results. SUGGESTIONS: The following are the suggestion that needs to be implemented in the organization. At some areas the respondents feel that the values are not carried out to required extent, the areas coming under this category are as follows: a. Freedom b. Rewards and recognition of the employees c. .Trust maintained with the employees d. Workplace maintenance If these factors are also improved then the organization can be more a positive type of culture.

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BIBLIOGRAPHY

71

BIBLIOGRAPHY

1. M.G.Rao - Human Behavior - Discovery Publishing House - 1993 ibid 1: Pg - 3 at Work ,New Delhi

2. M.G.Rao - Human Behavior - Discovery Publishing House - 1993 ibid 2: Pg - 6 at Work , New Delhi

3. M.G.Rao - Human Behavior - Discovery Publishing House - 1993 ibid 8: Pg - 25 at Work , New Delhi

4. Jai. B.P.Singh - Work culture in - Sage Publications, Indian context, New Delhi / New York Park - 1990 ibid 3 :Pg-15 /London; 5. Jai. B.P.Singh - Work culture in - Sage Publications, Indian context, New Delhi / New York Park - 1990 ibid 4 :Pg-17 /London; 6. Jai. B.P.Singh - Work culture in - Sage Publications, Indian context, New Delhi / New York Park - 1990 ibid 5 :Pg-24 /London; 7. Jai. B.P.Singh - Work culture in - Sage Publications, Indian context, New Delhi / New York Park - 1990 ibid 6 :Pg-53 /London;
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8. Jai. B.P.Singh - Work culture in - Sage Publications, Indian context, New Delhi / New York Park - 1990 ibid 7 :Pg175 /London;

9. Fred Luthans - Organizational Behaviour McGraw Hill International Edition 2002 ibid 10: Pg -122 - 123

ARTICLES 1. Trilok Kumar Jain 2001 HRD Times 2. Trilok Kumar Jain Important Considerations Volume No. 3 Issue No. 12 Important Components Volume No 3 Issue No. 7 Towards a Positive Work Culture Volume No. 40 Issue No. 2 October July 2001 December

of Work Culture

of Work Culture HRD Times 3. ChandrasekharRao 2004 The Indian Journal of Industrial Relation

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QUESTIONNAIRE

74

STUDY ON WORK CULTURE AT EMMETT

PERSONAL FACTORS: 1. 2. Name : Age ( in years) : 20-25 / 25-30 / 30-35 / 35 & above

3. Sex : M / F 4. Job Title: 5. Designation: 6. Department: 7. Educational qualification: (a) Higher secondary (c) Post graduate 8. Years of experience : Less than 1 9. Values: Indicate to what extent your organisation stands for the following values? Human Resources a) Integrity of employees. To great extent b) / To some extent / Not at all / 1-3 / 2-5 / more than 5 (b) Degree (d) Diploma

Employees growth and development

75

To great extent c)

To some extent

Not at all

Dignity for individuals To great extent / To some extent / Not at all

d)

Rewards and recognition's of employees To great extent / To some extent / Not at all

e)

Trust maintained with the employees To great extent / To some extent / Not at all

f)

Equal opportunities to all the employees To great extent / To some extent / Not at all

10. Indicate the commitment of your organisation in adhering to the following areas of work related matters? a) Rules and regulations regarding the work To great extent b) / To some extent / Not at all

Formulation and implementation of work related policies To great extent / To some extent / Not at all

c)

Upholding the traditions of the organisation To great extent / To some extent / Not at all

d)

Enforcement of discipline in the organisation To great extent / To some extent / Not at all

e)

Work place maintenance

76

To great extent f)

To some extent

Not at all

Adhering to the orders of the top management To great extent / To some extent / Not at all

11. Indicate the extent of the organisation's role in attending to the following. a) b) Recognition of employees To great extent / To some extent Freedom available at work To great extent c) / To some extent / / Not at all Not at all

Support from the Top management To great extent / To some extent / Not at all

d)

Establishment of the communication system To great extent / To some extent / Not at all

e)

Providing welfare measures for the employees To great extent / To some extent / Not at all

f)

Providing opportunities for growth of the employees / To some extent / Not at all

To great extent g)

Establishing a competitive salary / compensation system for the employees / To some extent / Not at all

To great extent

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12. Indicate the nature and the extent of relations maintained between the top management and the employees : a) Collaboration between the individual and the group goals / To some extent / Not at all

To great extent b)

Transparency between the top management and the employees / To some extent / Not at all

To great extent c)

Communication between the top management and the employees / To some extent / Not at all

To great extent d)

Interpersonal relations between the Top management and the employees / To some extent / Not at all

To great extent e)

Confidence maintained by the Top management in the employees / To some extent / Not at all

To great extent

13. To what extent are you comfortable working in this organisation To great extent / To some extent / Not at all

14. To what extent are you satisfied working in this organisation To great extent / To some extent / Not at all

15. Indicate some of the factors that lead to your comfortabilty? 1. 2. 3.

78