Organizational

Behaviour
Arvind Singh Bakshi
Nikhil Sharma
Ayan Yadav
Kunal Torane
Atul Kumar Jain
 Organization Structure

Inorganicity

Organicity
 training
Hiring

02. System and

01. ACCENTURE Strategy
• Employees - 4,92,000 • Hiring best people
• 55 countries • 500$-600$ million spent on
• Ascent to the future training

04.
03. Structure Skills and Staff

• Top Line – Divisional • Learning and Knowledge

• Bottom Line – Matrix Department
• Extensive separation • Fund external training
• New members associated with
senior members
 Training
Hiring
Eligibility
SBI Life Score

Structure Strategy
• Pure Divisional Structure • Brand Name
• Vertical Hierarchy (7 Levels) • Premium Products
• Not so rigid structure. • Customer Base

System and Skills Staff and Style

• Over achiever – Eligible for promotion • Sales – Max males
• Balanced Score Card • Hiring – Prefer Experienced
• Rotation of Departments • Friendly Culture
• Encourages Certification Courses • Vertically formal and horizontally informal
 ONGC
Maharatna ONGC is the largest crude
oil and natural gas Company in India,
contributing around 75 per cent to
Indian domestic production. This
largest natural gas company ranks
11th among global energy majors
(Platts). It is the only public sector
Indian company to feature in
Fortune’s ‘Most Admired Energy
Companies’ list. ONGC ranks 18th in
‘Oil and Gas operations’ and 183rd
overall in Forbes Global 2000.
 Mission
World Class
 Imbibe high standards of business ethics
and organizational values.
 Abiding commitment to safety, health and
environment to enrich quality of
community life.
 Strive for customer delight through quality
products and services.
 Dedicated to excellence by leveraging
competitive advantages in R&D and
technology with involved people.
Integrated In Energy Business
 Focus on domestic and international oil
and gas exploration and production
business opportunities.
 Provide value linkages in other sectors of
energy business.
 Create growth opportunities and maximize
shareholder value.
Dominant Indian Leadership
 Retain dominant position in Indian
petroleum sector and enhance India's
energy availability.
 Interview (Based on Mckinsey 7S Framework)

Interviewed: Mr. Shubham Mulay

Position: Production Engineer
Company: ONGC

System Strategy
Reward System Major Upstream Company
Performance related pay Increasing presence in
depending on both individual and downstream activities.
company’s performance (Value added products like
LPG, Naphta and Aviation
Fuel
 Training
Hiring
Eligibility
Score
Learning

Structure Shared Values Skills

Whome to report? Learning about Vigilant
2 shift in charge for 2 different Fields Job requires handling
groups. Learning about Inter hazardous chemicals
Shift in charge reports to disciplinary subjects
Regional Engineer
 Staff Style
Mostly Experienced People Helpful People
10-20+ years experienced people. Helped understand the
Need to interact with people of process in early months of
different fields Instrumentation, joining
maintenance, chemical etc.
01. About Modi 02. Core Value and
Naturals Strategy
Modi natural is an FMCG sector. It Integrity, Leadership,Quality
was founded in 1975. It’s a family Innovative,Commitment, Trust.
owned business

04.
03. Products Offered OUR CLIENTS

It mainly deals in oil business. It has moslty B2B, but post 2010
Main products are Olive oil, it has ventured into B2C business
Mustard oil, Popcorn. also.

1975 (Company Founded) 2010 (Forming new Division)
• Founded in Pilibhit. • New Division formed in in Delhi
• Mainly catered to B2B to cater to B2C market.
business by providing • Organizational Structure changed
processed oil to major to Divisional Structure.
FMCG refined oil. • Aggressive Sales Strategy
• Product Margin was was adopted.
low.
• ERP system was used to
• The organizational coordinate between departments.
structure was flat • There was no such
and Inorganic. organization culture.
• Organization structure
• Only Technical skill
was Functional in professionals were there mostly.
nature. • Lack of mid level management in
the organization.
Summary of Interview
Training
Hiring
Eligibility
2015-16 (Organizational Changes)
Score
• Recruiting Mid level manager. Learning
• Worked on organization culture Open Door
like employee engagement festival, Sales
Open Door Policy. Transparency
• Incorporation of New Systems like
Salesforce Application, Expense and
Distributor Management System for
transparency.
• Decentralization of power was
done.
• Employees are encouraged to improve
there soft skill now.
• POC is there for communication
between different department.
 Training
Hiring

01. About Azure 02. Core Value and Eligibility

Power Strategy Score

Learning

They sell solar power in India on

Open Door

long-term fixed price contracts to Socially Responsibility, Excellence, Sales

our customers, at prices which in Honesty, Entrepreneurship. Transparency

many cases are at or below Excellence

prevailing alternatives for these

customers.

04.
03. Products Offered OUR CLIENTS
We sell energy to government
Mainly deals with Central
utilities and independent
Government, State Governments,
industrial and commercial
Corporates.
customers at predictable fixed
prices.
 SUMMARY OF INTERVIEW

• Follows Functional Organizational Structure with SBU’s like

Bidding, Operations, Infrastructure, HR, Finance.

• First mover advantage is there for them. They have a cost effective
strategy as all work is done Inhouse.

• They evaluate employees on like communication, problem solving, detail

orientation, emotional maturity etc. They also design specific modules
targeting the competencies and deliver trainings for Skill Upgradation.

• They have an open culture, with majority of the employees being

younger than 35, there is a lot of zeal and enthusiasm. Employees are
quite cooperative.
 TCS
Tata Consultancy Services Limited is
an Indian multinational information
technology service and consulting
company headquartered in Mumbai,
Maharashtra, India. It is a subsidiary
of Tata Group and operates in 149
locations across 46 countries. TCS is
the second largest Indian company
by market capitalization.
 Structure Strategy
Matrix Structure Competitive Advantage
As TCS simultaneously Advantages like skilled workforce,
works on different projects global presence and the trust it
so it has to follow Matrix gets being a TATA product give it
structure. an edge
 Training
Hiring
Eligibility
Score
Learning
Open Door

Sales

Transparency

Excellence

Bands

System Shared value Skills

How reward system works Learning and exposure Required skill sets

Different bands are given t0 People can work on One has to be good
employee on the basis of their different domains and and be updated about
performance in a financial year projects current technologies
 OUR HISTORY
Training
Hiring
Eligibility
Score
Learning
Open Door

Sales

Transparency

Excellence

Bands

Helpful
Staff Style
People who work with you Attitude of employee
Almost all the empolyees are from People are generally very helpful
engineering background and of and coperative
same age group
 NSC
National Seeds Corporation Ltd. (NSC) is
a Schedule ‘B’-Miniratna Category-I
company wholly owned by Government
of India under the administrative control
of Department of Agriculture
Cooperation & Farmer’s Welfare,
Ministry of Agriculture and Farmers
Welfare. NSC was established in March-
1963 to undertake production of
foundation and certified seeds.
Training
Hiring
Eligibility
Score
Learning
Open Door

Sales

Transparency

Excellence

Bands

Helpful

Price
Structure Strategy
Procurement

Divisional Structure Competitive advantage

NSC follows divisional structure, The price policy and its quality
divisions like accounting, procurement management are their main USP.
and engineering are present.
 Training
Hiring
Eligibility
Score
Learning
Open Door

Sales

Transparency

Excellence

Bands

System Shared value Skills Helpful

Price

Procurement

How reward system works Learning and exposure Required skill sets

Bonus is given to workers but Chance to know the real Different divisions
for upper management there is problems that agriculture requires different skill
no formal reward system. is facing. sets.
Training
Hiring
Eligibility
Score
Learning
Open Door

Sales

Transparency

Excellence

Bands

Helpful

Price
Staff Style
Procurement

Diverse People who work with you Attitude of employee

Work force is very diverse, people Style of working is very formal and
Formal

of all ages and skill set works lot of paper work is done.
together.
Microsoft
Size: 1,44,106 Employees worldwide.

Industry: Technology and Innovation.

Mission Statement: Microsoft's corporate

mission is “to empower every person and
every organization on the planet to achieve
more.” This mission statement shows that
the business is all about empowerment of
people and organizations.
Such empowerment is achieved through
the utility of the company's computing
products
 Training
Hiring
Eligibility
Score
Learning
01. System 02. Skills Open Door

Sales

• Based on overall Contribution o High Technological Skills Transparency

to work environment o People Skills Excellence

• Year end Rating o Ability to form and work with a Bands
• Continuous Evaluation for Team Helpful
promotions Price

Procurement

Diverse
03. Style 04. Strategy Formal
Flat Str

Flat Structure Working on Current and Future Trends

Open Door Culture Trends Tech Skills

Hiring the best in the Industry

Livspace
Size: 1,918 Employees worldwide.

Industry: Architecture

Mission Statement: Provide meaningful

resources to commercial interior designers
and their clients to advance the profession
and enhance business value.
 Training
Hiring
Eligibility
Score
Learning
01. Structure 02. Skills Open Door

Sales

• Simple Structure o People Skills Transparency

• Reporting to Supervisor o Ability to form and work with a Excellence

• Target Based Rewards Team Bands

o Learning Ability Helpful

Price

Procurement

Diverse
03. Staff 04. Strategy Formal
Flat Str

Extreme Competitiveness. Diligent Sales Team

Trends

Mostly Freshers Livspace Experience center

Tech Skills

Customer Service
Competition

Leaning

Simple Str
 McKinsey 7s Framework
Training
Hiring
Structure Eligibility
Score
Learning
Open Door

Strategy Systems Sales

Transparency

Excellence
Shared Bands
Values Helpful

Price

Procurement

Skills Style
Diverse
Formal
Flat Str
Trends
Tech Skills

Staff Competition

Leaning

Simple Str
THANKS!
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