ORGANIZATIONAL

CULTURE

Submitted by-

Aastha Grover (4728)

Aayushi Garg (4732)
Priyanka Sethi (4737)
Rijul Batra (4691)
BBS-1C
Shaheed sukhdev college of business studies
University of delhi
ACKNOWLEDGEMENT

We extend our heartfelt gratitude to Mrs. Poonam

Verma, without whose able guidance and support,
this project would have only been a vision.

We would also like to thank Axis Bank, Model Town

Branch and Cox & Kings for their valuable support
in providing us with all the necessary help to carry
out our study.

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INDEX

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 Organizational Culture
Organizational culture, or corporate culture, comprises the attitudes, experiences,
beliefs and 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. It refers to a system of shared meaning held by members that
distinguishes the organization from other organizations. Organizational values are
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".
It is basically used to refer to a system of shared meaning. In every organization,
there are systems or patterns of values, symbols, rituals, myths and practices that
have evolved over time. These shared values determine as to how the managers see
and how they respond to their world. When confronted with a problem, the
organization’s culture restricts what the manager can do by suggesting the correct
way-“the way we do things here”- to conceptualize, define, analyze and solve the
problem. For example, the president of Honeywell Information Systems recognized
the constraining role that culture was playing in his efforts to get his managers to be
less authoritarian. He noted that organization’s culture would have to become more
democratic if it was going to succeed in the marketplace.

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. Task
culture can be imported. For example, computer technicians will have expertise,

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language and behaviors gained independently of the organization, but their presence
can influence the culture of the organization as a whole.

Though we currently have no definite method for measuring an organization’s

culture, preliminary research suggests that culture can be analyzed by assessing how
an organization rates on ten characteristics. They have been identified as follows:

1. Individual Initiative
The degree to of responsibility, freedom and independence that individuals have.

2. Innovation & Risk Taking

The degree to which employees are encouraged to be aggressive, innovative and
risk seeking.

3. Direction
The degree to which the organization creates clear objectives and performance
expectations.

4. Integration
The degree to which units within the organization are encouraged to operate in a
coordinated manner.

5. Management Support
The degree to which the managers provide communication, assistance, and
support to their subordinates.

6. Control
The number of rules and regulation and the amount of supervision that is used to
oversee and control employee behavior.

7. Identity
The degree to which members identify with the organization as a whole rather
than with their particular work groups or field of professional expertise.

8. Reward System
The degree to which reward allocations are based on employee performance
criteria in contrast to seniority, favoritism, and so on.

9. Conflict Tolerance
The degree to which employees are encouraged to air conflicts and criticism
openly.

10. Communication Pattern

The degree to which organizational communications are restricted to the formal
hierarchy of authority.

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The following table demonstrates how these characteristics can be mixed to create
highly diverse organizations.

Table1
ORGANIZATION A ORGANIZATION B
Both the organizations are manufacturing firms.

There are extensive rules and
regulations that the employees
are required to follow. Every
employee has specific objectives
to achieve in his/her job.
Mangers supervise employees
closely. People are allowed little
discretion in doing their jobs.
Employees are instructed to bring
any unusual problem to their
supervisors. All employees are
required to communicate through
formal channels. Because manage-
ment has no confidence in the
honesty of its employees, it
imposes tight controls. Managers
& employees alike tend to be
hired by the organization early in
their careers & rotated into & out
of various departments on a regular
basis. They are generalists rather
than specialists. Effort, loyalty, co-
operation, and avoidance of errors
are highly valued and rewarded.
Here, however, there are fewer
rules & regulations. Employees
are seen as hard working &
trustworthy, so supervision is
loose. Employees are
encouraged to solve problems
themselves but feel free to
consult their superiors when
they need assistance. Top
management downplays
authority differences. Employees
are also encouraged to develop
their unique specialized skills.
Interpersonal & interdepartment
differences are seen as natural
occurrences. Managers are
evaluated not only on their
department’s performance but
also on how well their
department coordinates activities
with other departments.
Promotions & other rewards go
to the employees who make the
greatest contribution to the
organization, even when those
employees have strange ideas,
unusual personal mannerisms,
or unconventional work habits.

Although organizational cultures have common properties, sub cultures cannot be

over looked.

A Dominant Culture expresses the core values that are shared by a majority of the
organization’s members. It is this macro concept that gives an organization its
distinct personality.

Subcultures tend to develop in large organizations to reflect common problems,

situations or experience that members face. It will include the core values of the
dominant cultures plus additional values unique to each individual.
General Motors has been universally described as a cold, formal, risk-aversive firm.
It was that way in the 1930’s and it is basically the same today. Hewlett-Packard is
an informal, loosely structured and highly humanistic organization. Both these
organizations have been essentially successful over the years.

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Culture constrains choices by conveying to managers which practices are acceptable
in their organization and which are not.

Elements of Organizational Culture

G. Johnson described a cultural web, identifying a number of elements that can be
used to describe or influence Organizational Culture:

• The Paradigm: What the organization is about; what it does; its mission; its
values.

• Control Systems: The processes in place to monitor what is going on. Role
cultures would have vast rulebooks. There would be more reliance on
individualism in a power culture.

• Organizational Structures: Reporting lines, hierarchies, and the way that work
flows through the business.

• Power Structures: Who makes the decisions, how widely spread is power, and
on what is power based?

• Symbols: These include organizational logos and designs, but also extend to
symbols of power such as parking spaces and executive washrooms.

• Rituals and Routines: Management meetings, board reports and so on may

become more habitual than necessary.

• Stories and Myths: build up about people and events, and convey a message
about what is valued within the organization.

These elements may overlap. Power structures may depend on control systems,
which may exploit the very rituals that generate stories which may not be true.

Culture is a Descriptive Term

Organizational Culture is concerned with how employees perceive the characteristics

of an organization’s culture and not whether or not they like it. That is, it is a
descriptive term. This is important because it differentiates this concept from that of
job satisfaction.
In contrast, job satisfaction seeks to measure affective responsiveness of work
environment. It is concerned with how employees feel about the organization’s
expectations, reward practices, and the like. Although the two terms undoubtedly
have overlapping characteristics, keep in mind that the term organizational culture is
descriptive, while job satisfaction is evaluative.

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 Strong v/s. Weak Culture
Strong culture is said to exist where staff respond to stimulus because of their
alignment to organizational values.
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 strong—people do things because they believe it is the right thing to
do—there 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 organization’s values, or also in groups where a friendly
climate is at the base of their identity (avoidance of conflict). In fact groupthink 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, through reliance on established procedures.
Innovative organizations need individuals who are prepared to challenge the status
quo—be it groupthink or bureaucracy, and also need procedures to implement new
ideas effectively.

Whether an organization’s culture is strong or weak or somewhere in between

depends on factors such as the size of the organization, how long it has been
around, how much turnover there has been among the employees, and the intensity
with which the culture was originated.

Organizational Culture Versus National Culture

The research indicates that national culture has great impact on employees rather
than their organization’s culture. German employees at IBM facility in Munich,
therefore, will be more influenced by German culture rather than IBM’s culture.
The preceding conclusion i.e., national culture is much more influential in shaping
employee behavior than organization’s culture, has to be qualified to reflect the self-
selection that goes on at the hiring stage. A British multinational corporation, for
example, is likely to be less concerned with hiring the “typical Italian” for its Italian
operations than in hiring an Italian who fits with the corporation’s way of doing
things. We should expect, therefore, that the employee selection process will be used
by multinationals to find and hire job applicants who are good fit with their
organization’s dominant culture, even if such applicants are somewhat a typical for
members of their country.

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 Classification Schemes
Several methods have been used to classify organizational culture. Some are
described below:

I. GEERT HOFSTEDE
II. Geert Hofstede demonstrated that there are national and regional cultural
groupings that affect the behavior of organizations. Hofstede identified five
dimensions of culture in his study of national influences:

• Power Distance - The degree to which a society expects there to be differences

in the levels of power. A high score suggests that there is an expectation that
some individuals wield larger amounts of power than others. A low score reflects
the view that all people should have equal rights.

• Uncertainty Avoidance - reflects the extent to which a society accepts

uncertainty and risk.

• Individualism vs. Collectivism - individualism is contrasted with collectivism,

and refers to the extent to which people are expected to stand up for themselves,
or alternatively act predominantly as a member of the group or organization.
However, recent researches have shown that high individualism may not
necessarily mean low collectivism, and vice versa. Research indicates that the
two concepts are actually unrelated. Some people and cultures might have both
high individualism and high collectivism, for example. Someone who highly
values duty to his or her group does not necessarily give a low priority to
personal freedom and self-sufficiency.

• Masculinity vs. Femininity - refers to the value placed on traditionally male or

female values. Male values for example include competitiveness, assertiveness,
ambition, and the accumulation of wealth and material possessions.

• Long vs. short term orientation - describes a society's "time horizon," or the
importance attached to the future versus the past and present. In long term
oriented societies, thrift and perseverance are valued more; in short term
oriented societies, respect for tradition and reciprocation of gifts and favors are
valued more. Eastern nations tend to score especially high here, with Western
nations scoring low and the less developed nations very low; China scored
highest and Pakistan lowest.

Deal and Kennedy

Deal and Kennedy defined organizational culture as the way things get done around
here. They measured organizations in respect of:

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Feedback - quick feedback means an instant response. This could be in monetary
terms, but could also be seen in other ways, such as the impact of a great save in a
soccer match.
Risk - represents the degree of uncertainty in the organization’s activities.
Using these parameters, they were able to suggest four classifications of
organizational culture

• The Tough-Guy Macho Culture- Feedback is quick and the rewards are high.
This often applies to fast moving financial activities such as brokerage, but could
also apply to a police force, or athletes competing in team sports. This can be a
very stressful culture in which to operate.

• The Work Hard/Play Hard Culture is characterized by few risks being taken,
all with rapid feedback. This is typical in large organizations, which strive for high
quality customer service. It is often characterized by team meetings, jargon and
buzzwords.

• The Bet your Company Culture, where big stakes decisions are taken, but it
may be years before the results are known. Typically, these might involve
development or exploration projects, which take years to come to fruition, such
as oil prospecting or military aviation.

• The Process Culture occurs in organizations where there is little or no

feedback. People become bogged down with how things are done not with what is
to be achieved. This is often associated with bureaucracies.

CHARLES HANDY
Charles Handy(1985) popularized a method of looking at culture which some
scholars have used to link organizational structure to Organizational Culture. He
describes:

• Power Culture which concentrates power among a few. Control radiates from
the center like a web. Power Cultures have few rules and little bureaucracy; swift
decisions can ensue.

• In a Role Culture, people have clearly delegated authorities within a highly

defined structure. Typically, these organizations form hierarchical bureaucracies.
Power derives from a person's position and little scope exists for expert power.

• By contrast, in a Task Culture, teams are formed to solve particular problems.

Power derives from expertise as long as a team requires expertise. These
cultures often feature the multiple reporting lines of a matrix structure.

• Person Culture exists where all individuals believe themselves superior to the
organization. Survival can become difficult for such organizations, since the
concept of an organization suggests that a group of like-minded individuals
pursue the organizational goals. Some professional partnerships can operate as
person cultures, because each partner brings a particular expertise and clientele
to the firm.

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EDGAR SCHEIN

Edgar Schein, an MIT Sloan School of Management professor, defines organizational

culture as "the residue of success" within an organization. According to Schein,
culture is the most difficult organizational attribute to change, outlasting
organizational products, services, founders and leadership and all other physical
attributes of the organization. His organizational model illuminates culture from the
standpoint of the observer, described by three cognitive levels of organizational
culture.

At the first and most cursory level of Schein's model is organizational attributes that
can be seen, felt and heard by the uninitiated observer. Included are the facilities,
offices, furnishings, visible awards and recognition, the way that its members dress,
and how each person visibly interacts with each other and with organizational
outsiders.

The next level deals with the professed culture of an organization's members. At this
level, company slogans, mission statements and other operational creeds are often
expressed, and local and personal values are widely expressed within the
organization. Organizational behavior at this level usually can be studied by
interviewing the organization's membership and using questionnaires to gather
attitudes about organizational membership.

At the third and deepest level, the organization's tacit assumptions are found. These
are the elements of culture that are unseen and not cognitively identified in everyday
interactions between organizational members. Additionally, these are the elements of
culture which are often taboo to discuss inside the organization. Many of these
'unspoken rules' exist without the conscious knowledge of the membership. Those
with sufficient experience to understand this deepest level of organizational culture
usually become acclimatized to its attributes over time, thus reinforcing the
invisibility of their existence. Surveys and casual interviews with organizational
members cannot draw out these attributes--rather much more in-depth means is
required to first identify then understand organizational culture at this level. Notably,
culture at this level is the underlying and driving element often missed by
organizational behaviorists.

Using Schein's model, understanding paradoxical organizational behaviors becomes

more apparent. For instance, an organization can profess highly aesthetic and moral
standards at the second level of Schein's model while simultaneously displaying
curiously opposing behavior at the third and deepest level of culture. Superficially,
organizational rewards can imply one organizational norm but at the deepest level
imply something completely different. This insight offers an understanding of the
difficulty that organizational newcomers have in assimilating organizational culture
and why it takes time to become acclimatized. It also explains why organizational
change agents usually fail to achieve their goals: underlying tacit cultural norms are
generally not understood before would-be change agents begin their actions. Merely
understanding culture at the deepest level may be insufficient to institute cultural
change because the dynamics of interpersonal relationships (often under threatening
conditions) are added to the dynamics of organizational culture while attempts are
made to institute desired change.

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 Organizational Culture
Evolution
Arthur F Carmazzi states that the dynamics of organizational culture are an
“evolutionary” process that can change and evolve with the proper Psychology of
Leadership.

Foundations of Culture Evolution

At each level of Organizational Evolution, people will be working, acting, thinking,

and feeling at different levels of personal commitment. Carmazzi’s Directive
Communication psychology classifies these levels commitment as:

1. The level of Individual

People rely on personal skill and the direction from Leaders. When working on the
plane of “SKILL” people work at the level of “Individual”. They work because it is
required and use and develop their skill because it maintains the security related to
their job.

2. The Level of Group

People have an emotional connection to their work. This has further developed their
attitude for success. They thrive on an environment of personal growth and others
who have the same Attitude. When working on the plane of “ATTITUDE”, people
work at the level “Group”. They take on additional tasks and even apply more effort
to their job. Unlike those working at the level of Individual, they do not need to be
told what to do, only to be guided to a direction.

3. The Level of Organization

The Pinnacle of greatness comes when individuals see their work as their purpose.
People see a greater purpose to the work they do, something greater than the
individual, or the group. The organization is the vehicle to doing and becoming
something greater than themselves. When working on the plane of “SELF
ACTUALIZATION”, people work at the level of “Organization”. At this level of
commitment, an individual will do for the organization the same he would do for
himself. The individual and the organization (and all its components and people) are
one.

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Insights on Evolving Corporate Culture
According to Carmazzi, each culture affects the effectiveness and “level of
commitment” of the people within that culture. And that perpetuates the psychology
that creates the culture in the first place. In order to break the cycle and evolve a
culture and the commitment of those in it, leaders need to understand their role in
the psychological dynamics behind the culture and make adjustments that will move
it to the next level. Carmazzi has stated 5 levels of Organizational Culture.

1. The Blame culture

This culture cultivates distrust and fear, people blame each other to avoid being
reprimanded or put down, this results in no new ideas or personal initiative because
people don’t want to risk being wrong. The majority of commitment here is at the
level of “Individual”

2. Multi-directional culture
This culture cultivates minimized cross-department communication and cooperation.
Loyalty is only to specific groups (departments). Each department becomes a clique
and is often critical of other departments which in turn create lots of gossip. The lack
of cooperation and “Multi-Direction is manifested in the organizations inefficiency.
The majority of

personal commitment in this culture borders on the level of Individual and level of
Group.

3. Live and let live culture

This culture is Complacency, it manifests Mental Stagnation and Low Creativity.
People here have little future vision and have given up their passion. There is
Average cooperation and communication and things do work, but they do not grow.
People have developed their personal relationships and decided who to stay away
from, there is not much left to learn. Personal commitment here is mixed between
the level of Individual and level of Group.

4. Brand Congruent Culture

People in this culture believe in the product or service of the organization, they feel
good about what their company is trying to achieve and cooperate to achieve it.
People here are passionate and seem to have similar goals in the organization. They
use personal resources to actively solve problems and while they don’t always accept
the actions of management or others around them, they see their job as important.
Almost everyone in this culture is operating at the level of Group.

5. Leadership Enriched Culture

People view the organization as an extension of themselves; they feel good about
what they personally achieve through the organization and have exceptional
Cooperation. Individual goals are aligned with the goals of the organization and
people will do what it takes to make things happen. In this culture, Leaders do not
develop followers, but develop other leaders. Almost everyone in this culture is
operating at the level of Organization.

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Culture Maintenance

Once an organizational culture has evolved to a higher level, the challenge lies in
maintaining it. To continuously develop an organization’s people -as well as new
staff, there are practices within the organization that act to maintain it by giving
employees a similar set of experiences. Three forces play a very important role in
sustaining culture: selection practices, the actions of top management, and
socialization methods.

1. Selection

The explicit goal of the selection process is to identify and hire individuals who have
knowledge, skills and abilities to perform the jobs within the organization
successfully. Typically, more than one candidate will be identified who meets any
given job requirements. When that point is reached, it would be naïve to ignore that
the final decision as to who is hired will be significantly influenced by the decision
maker’s judgement of how well the candidates will fit into the organization. This
attempt to ensure a proper match, results in the hiring of people who have values
essentially consistent with those of the organization. Also the candidates can self
select themselves out of the applicant pool in case there is a conflict between
organizational values and theirs.

2. Top Management

The actions of top management have a major impact on the organization’s culture.
Through what they say, how they behave, senior executives establish norms that
filter down through the organization as to whether risk taking is desirable; how much
freedom managers should give their employees; what is appropriate dress; what
actions will pay off in terms of pay raises, promotions, and other rewards; and the
like.

3. Socialization

Socialization refers to the process that adapts employees to the organization’s

culture. Since the new employees are unfamiliar with the organization, they are
potentially likely to disturb the beliefs and customs that are in place. Thus,
socialization becomes important.

E.g. All new employees at Starbucks, the large coffee chain, go through 24- hours of
training. Classes are offered on everything necessary to turn the new employees into
brewing consultants. They learn the Starbucks philosophy, the company jargon and
even help customers make decisions about beans, grind, and espresso machines.
The result is employees who understand Starbucks’ culture & who project an
enthusiastic and knowledgeable interface with customers.

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Socialization can be conceptualized as a process made up of three stages:

i. Pre arrival Stage: the period of learning in the socialization process

that occurs before a new employee joins the organization.

ii. Encounter Stage: the stage in which the employee sees what the
organization is really like and confronts the possibility that
expectations and reality may diverge. Where expectations and reality
differ, the new employee must undergo that will detach him from the
previous assumptions and replace them with another set that the
organization deems desirable.

iii. Metamorphosis Stage: the stage in which a new employee changes

and adjusts to the job, work group, and the organization.

Pre arrival
+
Encounter
+
Metamorphosis

Productivity Commitment Turnover

A SOCIALIZATION MODEL

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 Organizational culture and
change

STRATEGIES FOR CHANGING AN ORGANIZATION'S

CULTURE
When one wants to change an aspect of the culture of an organization one has to
keep in consideration that this is a long term project. Corporate culture is something
that is very hard to change and employees need time to get used to the new way of
organizing. For companies with a very strong and specific culture it will be even
harder to change.
Cummings & Worley give the following six guidelines for cultural change.

1. Formulate a clear strategic vision.

In order to make a cultural change effective a clear vision of the firm’s new strategy,
shared values and behaviors is needed. This vision provides the intention and
direction for the culture change.

2. Display Top-management commitment.

It is very important to keep in mind that culture change must be managed from the
top of the organization, as willingness to change of the senior management is an
important indicator.

3. Model culture change at the highest level.

In order to show that the management team is in favor of the change, the change
has to be notable at first at this level. The behavior of the management needs to
symbolize the kinds of values and behaviors that should be realized in the rest of the
company.

4. Modify the organization to support organizational change

The fourth step is to modify the organization to support organizational change.

5. Select and socialize newcomers and terminate deviants

A way to implement a culture is to connect it to organizational membership, people
can be selected and terminate in terms of their fit with the new culture.

6. Develop ethical and legal sensitivity

Changes in culture can lead to tensions between organizational and individual
interests, which can result in ethical and legal problems for practitioners. This is
particularly relevant for changes in employee integrity, control, equitable treatment
and job security.

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THE FOUR COMPONENTS OF EVERY ORGANIZATION
Organizations are comprised of four major components:

i. Physical (the visible aspects of the organization)

ii. Infrastructure (the systems and processes for directing and managing
work)
iii. Behavioral (the daily actions and reactions of employees), and
iv. Cultural (the underlying assumptions, values, beliefs and norms that shape
daily behavior).

While implementing change at the "higher" levels is possible, as the following graphic
suggests, the durability of the change is short-lived without change at the underlying
cultural level.

17
Research
Report

18
 Research Report
Having undertaken a project on Organizational Culture, we thought the best possible
learning could come through industry visits. We tried to narrow down our perspective
by comparing organizational cultures between a bank and a travel & tourism agency.
As such, we undertook our research at Axis Bank, Model Town and Cox & Kings,
Connaught Place.

Through the medium of questionnaires and interviews with the employees, we

acquired valuable insights into the cultures and strict business philosophies these
organizations propound.

Our broad areas of research were:

 Need Domination
To study the applicability of Maslaw’s Need Hierarchy in the current
scenario and thus, the graduation to ERG theory.

 Influence of External Factors on Organizational Behavior

An organization does not exist in vacuum. External Factors play a very
important role in determining its success story.

 Motivation Factors
In this regard, an implicit reference to intrinsic and extrinsic factors has
been made. The applicability of Porter-Lawler theory could be challenged.

 Preference for the Culture

Based on different parameters, the preference of the employees for a
particular type of culture was assessed in order to determine the Person-
Culture Fit.

 Importance of Recreation Facilities in the Work Setting

An analysis on the importance of recreation needs was included to
determine the sensitivity of the management towards the social needs of
its employees.

 Cautious from?
The need to include such a question was felt in order to find out what
exactly makes the employees work-Is it expectations from superiors or
competition from peers? This could again be directed towards intrinsic and
extrinsic motivation plus the degree of authority or freedom employees
expect.
 Satisfaction Level
• The effectiveness of an organization depends upon the level of satisfaction
of its employees. Thus, questions to determine the satisfaction levels of
the employees and their suggestions for improving the work environment
formed an important part of our study.

The following pages contain the sample questionnaire and interviews that facilitated
our research on organizational culture.

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 Questionnaire
Name-_____________________
Position-____________________
How long have you been working for this company? _________________

Rank from 1-4 in order of preference from most important (1) to least important (4)

1).The needs you value the most

Growth Needs
Esteem Needs
Relatedness/Social Needs
Existence Needs

2). Importance of External Factors in the work environment influencing your

performance.
Superior
Subordinates
Recreation Facilities
Authority

3).The thing you appreciate more-

Consistent Performance
Achievement
Recognition
Reward

Tick the appropriate option –

4). How do you perceive your current organization’s culture?

A collective belief that in turn shape behavior
Based on a foundation of historical continuity
Based in part on emotions which are particularly conspicuous when change is
threatened.
Cultures are more probabilistic than deterministic.

5). In what kind of an organizational culture you prefer to work

The organization promotes from within and highly values seniority
There is stable environment in which employees can develop and exercise
their skills
The skills of the employees are highly prized
There exists an organizational culture with a commitment to decentralization

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6). How often do you indulge in recreational activities?
_______________________

7).What alerts you more – meeting your superior’s expectations or competition from
peers?
____________________

8).What counts more – experience or exposure?

_______________________

9). Overall, how satisfied are you with working for the company?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied

10).The best part about working for this company is

The management upholds the values it propounds
All my needs are satisfied and taken care of
The management entrusts me by giving me challenging jobs and there is
openness to suggestions from all
All employees are treated equally and the management is fair
Others ________________________________________

11).What areas of the company do you feel need improvement?

___________________________________________________________
___________________________________________________________
___________________________________________________________

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Interview

The following questions were posed before the employees and the management. The
interview was done with a purpose to identify different cultural perceptions of the
organization across time, geographic location, business units, staff groups, or for
comparison with a benchmark organization. It also provided us a useful means to
interact with the people working in the organization and assess their take on
different issues.

Q1. What is the USP of your company/ one thing that makes your company different
from others?

Q2. What kind of rewards and punishments does the company give to shape
behavior and make employees conform to its values and norms?

Q3. What kind of recreational activities does the organization promote?

Q4. When dealing with a customer making an unrealistic demand, what

belief or attitude governs your behavior?

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 ResearchResults

Q1) The needs you value the most: Growth, Esteem, Social or Existence
Needs.

ANALYSIS:

Comparision of needs

60.00
Percentage of employees

50.00

40.00 Growth
esteem
30.00
social
20.00
existence
10.00
0.00
first second third fourth
Rank

INTERPRETATION

At axis bank, the employees rank their growth needs holding prime
importance as their existence needs are being met appropriately by the
organization. The esteem and social needs are almost equally important while
the existence needs take a back seat.

CONCLUSION

23
Maslaw’s need hierarchy theory holds good here as well. As the existence
needs of the employees are met, they move up the level of hierarchy. For an
employee, who has joined the organization lately, satisfaction of social needs
hold more significance than the contentment of esteem needs, for an
employee who has been working with the organization for quite some time.

The ERG Theory plays quite a pivotal role. The employees seek to satisfy a
number of needs at the same time.

24
Q2) What is the relative importance of External Factors in the work
environment influencing your performance i.e. Superiors, Subordinates,
Recreational Facilities and Authority?

ANALYSIS:

Relative importance of..

80.00
Percentage of employees

70.00
Consistent
60.00 Performance
50.00 Achievement
40.00
Recognition
30.00
20.00 Reward
10.00
0.00
First Second Third Fourth
Rank

INTERPRETATION

For more than 40% of the people, superior’s expectations and the
recreational activities hold equal importance for effective performance. For
people who are the higher in the chain of hierarchy, authority is of utmost
importance while for others, it is the influence of their peers and colleagues
which drives their behavior.

CONCLUSION

There is a mix and match of all the factors influencing the behavior of an
employee. No factor affects employee’s behavior in isolation. The main
driving factors influencing work performance are recreational opportunities
and the influence of the superiors over the subordinates. The organization
uses decentralization to allow discretion in some matters, while saving on
time.

25
Q3) What is the thing you appreciate more- consistence performance,
achievement, recognition or rewards?

ANALYSIS

Relative importance of..

80.00
Percentage of employees

70.00
Consistent
60.00 Performance
50.00 Achievement
40.00
Recognition
30.00
20.00 Reward
10.00
0.00
First Second Third Fourth
Rank

INTERPRETATION

Consistent performance is the most appreciated by the employees while

recognition is also a key motivator that influences the employees to work
hard. For more than 70% of the respondents, achievement of rewards was
least important.

CONCLUSION

The employees believe that a good and consistent performance can get them
a sense of achievement and hence recognition and rewards. Thus it is
performance that matters and also the recognition of work by superiors by
drives them to perform more consistently.

Q4) How do you perceive your current organization’s culture?

26
ANALYSIS:

A majority of the population perceives their organization culture to be a

stable environment in which employees can develop and exercise their skills.

INTERPRETATION & CONCLUSION:

An appropriate organizational culture encourages the development of an

entrepreneurial orientation among employees and an ability to change the
culture as necessary.

Organizations operate in all areas through people and it is their contribution

which determines success. Their skills and knowledge need to be cultivated
and then leveraged to create competitive advantage.

The organization sees to it that its employees are highly skilled and will stay
in the organization while working their way up the ranks.

Q5) In what kind of an organizational culture you prefer to work?

ANALYSIS:
An organization where there is a stable environment in which employees can
develop and exercise their skills is the culture which is preferred by more
than 85% of the employees. Only 15% are in favor of a culture which has
high commitment to decentralization.

27
INTERPRETATION & CONCLUSION:

An organization that addresses the need for skill development goes down
well with the employees. More than anything else, they look forward to a
culture that provides them autonomy and freedom to hone their skills and
prepare themselves for higher ranks.

Such an organization will be more effective in terms of delivering its goals

and satisfying its employees because at no point of time will there be an
employee crunch. Any position can be provided for from within the
organization if the employees are encouraged to hone their existing skills
and explore newer avenues.

Q6) How often do you indulge in recreational activities?

ANALYSIS:

The employees indulge in recreational activities quite often, namely, every

week.

INTERPRETATION & CONCLUSION:

The organization is catering well to the social needs of the employees

through the medium of weekend parties. Axis Bank even comes up with
contests solely for the employees to reward them time and again.

28
Q7) What alerts you more – meeting your superior’s expectations or
competition from peers?

ANALYSIS

Superior's Expectations or Competition from

peers?

Meeting superior's
expectations
Competition from peers

INTERPRETATION

For all the employees, meeting expectations of their superiors was the most
important. This reflects clearly on the values, the skill set of the employees
and the management of Axis Bank.

CONCLUSION

There is lack of competition spirit among the employees. They strive to

perform better in order to meet the expectations of their superiors. The
work environment is extremely cohesive.

29
Q8) What counts more – experience or exposure?

ANALYSIS

Experience or Exposure?

Both
14%

Exposure Experience
14% Exposure
Both

Experience
72%

INTERPRETATION

A majority of the employees said that exposure matters more to them while
only 14% employees believed that its experience that counts more. 14% of
the employees gave equal weightage to both experience and exposure.

CONCLUSION

It is exposure i.e. the changes and challenges faced by an individual that

hone his skills better and make him better as an employee.

30
Q9) Overall, how satisfied are you with working for the company?

ANALYSIS

Employee Satisfaction

80.00
70.00
60.00
Very Satisfied
50.00
Satisfied
40.00
Dissatisfied
30.00
Very Dissatisfied
20.00
10.00
0.00
Satisfaction level

INTERPRETATION

Most of the people are satisfied working for the organization. There are
20% who are very satisfied. However there were 9% of the employees who
felt dissatisfied for working for the organization.

CONCLUSION

The organization offers a good culture and environment to its employees to

working as the most of the employees are satisfied. The ones who are
dissatisfied are working only because the organization satisfies their
existence needs, while their growth and social needs remain unattended.

31
Q10) What is the best part about working for this company?

ANALYSIS

The reactions to this question were mixed. The management entrusts the
employees by giving them challenging jobs and there is openness to
suggestions from all. All employees are treated equally and the management
is fair. The management upholds the values it propounds. Also mentioned by
an employee are the ESOP’s offered to the employees.

INTERPRETATION & CONCLUSION

The organization has a dynamic culture. On the whole the culture satisfies
the diverse needs of all the employees.

Q11) Which areas of the company do you feel need improvement?

32
ANALYSIS

Though satisfied, the employees offered various suggestions to improve the

organization. They emphasized upon developing better interpersonal
relationship.

More training should be given to the employees and there should be

continuous exposure to new way of doing things i.e. by using innovation and
lateral thinking so that performance can be improved.

A small percentage even stressed upon the fact that there should be more
transparency in gender based work allocation and less reshuffling.

9% were disappointed over the fact that they had to work at the 11th hour.
Any last minute work had to be delivered.

INTERPRETATION & CONCLUSION

Though the bank adheres to its policies and values of customer satisfaction,
it must be a little more sensitive towards the needs of its employees.

Implementation of the suggestions offered by the employees will work

wonders in further reducing the already low attrition rates and enhancing
employee commitment.

33
Interview Analysis

Q1. What is the USP of your company/ one thing that makes your
company different from others?

RESULT

The USP of Axis bank lies in their core value of customer satisfaction. Every
product is designed and provided for keeping in mind the needs of different
customers in order to suit every purse, purpose and personality. Axis Bank
boasts of the fact that it fills the gap between the high end banks and the
low end banks. The philosophy propounded by the bank while dealing with
customers is “Smile, it enhances your face value”.

Q2. What kind of rewards and punishments does the company give to
shape behavior and make employees conform to its values and norms?

RESULT

Based on performance, a number of incentives are offered to the employees.

The name of the employee is highlighted in the mails which are sent to every
employee right from the branch head to the VP of the company.

Apart from this, promotions are based solely on the basis of performance.
There is scope for promotion even within 2 years, based on the performance
in the last years.
Punishments are seldom given and are restricted only to non performers,
particularly employees who are not matching the expectations continuously
for a period of 3 to 6 months. Such employees are not sacked but
transferred to remote areas.

Axis Bank is well using the Carrot n’ Stick Policy. The bank ensures rewards
(carrots) for high performers while it uses the ‘Stick’ to set straight the
non-performers.
Q3. What kind of recreational activities does the organization promote?

34
RESULT

The organization is catering well to the social needs of the employees

through the medium of weekend parties. Axis Bank even comes up with
contests solely for the employees to reward them time and again.

With the heavy banking service provided to customers, the bank is exploring
avenues to cater to the recreational needs as much as possible.

Q4. When dealing with a customer making an unrealistic demand, what

belief or attitude governs your behavior?

RESULT

The company is driven by a mix of customer satisfaction and profit

maximization values. The mangers weigh the cost of delivering the desired
level of service with the returns expected. If the returns are higher they
deliver the services. Rightly concluded by the Operations Manger, “Banking
is Our Business, after all!”

35
Q1) The needs you value the most: Growth, Esteem, Social or Existence
Needs.

ANALYSIS:
Comparision of needs

100.00

80.00
Percentage of

Growth
employees

60.00 Esteem
40.00 Social
Existence
20.00

0.00
First Second Third Fourth
Rank

INTERPRETATION

There is low preference for existence needs, because people are not working
solely for their daily bread, instead they strive for growth. It is observed
that those who are at a higher position in the hierarchial order have a desire
to satisfy esteem needs. The social needs hold equal importance as growth
needs.

CONCLUSION

As concluded by Malsow, we see the applicability of the need hierarchy

theory. The satisfaction of lower level needs i.e. the existence needs leads
the path for the fulfillment of higher level needs i.e. growth and esteem
needs. However the social needs do not fit in the hierarchy, as a person
whether craving for existence or growth or esteem needs, wishes to
accomplish his social needs always. Truly, human being is a social animal.

36
Q2) What is the relative importance of External Factors in the work
environment influencing your performance i.e. Superiors, Subordinates,
Recreational Facilities and Authority.

ANALYSIS:

Importance of external factors on performance

60.00
50.00
Percentage of

Superiors
employees

40.00
Subordinates
30.00
Recreation Facilities
20.00
Authority
10.00
0.00
First Second Third Fourth
Rank

INTERPRETATION

At COX & KINGS, meeting the expectation of the superior is of utmost

importance for every employee. While for a manager or an employee at
higher position, authority is of primary importance. The support of
subordinates and co-workers, for accomplishment of tasks lies on an equal
footing. The importance of recreational activities is rated low and the
significance of authority for the employees is almost negligible.

CONCLUSION

COX & KINGS is a highly centralized organization whereby the authority and
discretion rests mainly with the top management. Employee’s performance is
based on the prescribed norms and work procedures. Therefore, we see the
dominance of, the impact of superiors, on work performance and least
influence of authority, because of centralization. Since there aren’t many
recreational opportunities available, their influence is also less.

37
Q3) What is the thing you appreciate more- consistence performance,
achievement, recognition or rewards?

ANALYSIS:

Relative importance of..

100.00

80.00
Percentage of

Consistent Performance
employees

60.00 Achievement
40.00 Recognition
Reward
20.00

0.00
First Second Third Fourth
Rank

INTERPRETATION

Achievement is what matters for 67% of the respondents. What follows

next is consistent performance and recognition. Rewards are of least
importance to all.

CONCLUSION

According to Porter Lawler theory, it is performance which leads to

satisfaction. But for the employees at COX & KINGS achievement is what
matters. Consistent performance would automatically lead to achievement
but ultimately it is achievement which matter, which would then be followed
by recognition and rewards.

The Pinnacle of greatness comes when individuals see their work as their
purpose. Now this is called ‘Selfless Service’!!

38
Q4) How do you perceive your current organization’s culture?

ANALYSIS:

COX & KINGS is the best brand for over 249 years and been operational
since 1758. There is a collective belief that in turns shape behavior.
Everything is governed and pre-described by the management. Every product
is designed and provided for keeping in mind the needs of different
customers in order to suit every purse, purpose and personality. Therefore
culture is more deterministic than probabilistic.

INTERPRETATION

Cox & Kings is the longest established travel company in the world with an
organization culture based on a foundation of historical continuity.

39
Q5) In what kind of an organizational culture you prefer to work?

ANALYSIS:

An organization where there is a stable environment in which employees can

develop and exercise their skills is the culture which is preferred by more
than 50% of the employees.

INTERPRETATION & CONCLUSION

Accordingly, we classify and define different organizational cultures as:

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 exercises 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
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.

40
Q6) How often do you indulge in recreational activities?

ANALYSIS:

‘Occasionally’ and ‘never’ were the responses which were common with all.
Employees at Cox and Kings are not encouraged to indulge in recreational
activities. Nearly 80% of the people said that it’s only on occasions that they
take up recreational activities like get-togethers and informal meetings. And
for the rest 20% it wasn’t even occasionally.

INTERPRETATION & CONCLUSION

Since recreational opportunities are limited or almost insignificant for the

workers, there impact is less. Yet, people are very satisfied working at COX
& KINGS. On questioning the HR Manager, we discovered that Cox & Kings
offered rewards and incentives based solely on performance. These
incentives include vacations and holiday packages, which in turn act as
recreational opportunities for the employees. Therefore, ultimately it is the
performance, driven by achievement of goals and targets, which governs
employee’s behavior.

41
Q7) What alerts you more – meeting your superior’s expectations or
competition from peers?

ANALYSIS:

What alerts employees..??

Competition from
peers
11% Other Pers onal skills
44% 33%

Meeting superior's
expectations Meeting targets
45% 11%

Meeting superior's expectations Competition from peers

Meetig target Personal skills

INTERPRETATION

For more than 57% of the people, meeting superior’s expectations was the
guiding force for effective performance. On the other hand, there was not
even a single respondent for whom competition from peers was an alerting
factor. Though these were not mentioned in the question but for some,
meeting the targets was a vigilant force. While for others, it was personal
skills that mattered.

CONCLUSION

The organization has a stable work environment with no sense of competition

or rivalry among the employees. Employees learn culture by interacting with
other employees. Superior’s expectations to achieve the targets are
important for achievement of goals.

42
Q8) What counts more – experience or exposure?

ANALYSIS:

Experience or Exposure?

Experience
44% Experience
Exposure Exposure
56%

INTERPRETATION

Experience and exposure both are equally important for work. 55% said
exposure to different situations is more important, whereas for the
remaining 45% it was experience which reckons more.

CONCLUSION

Experience comes through exposure, hence they both go along.

43
Q9) Overall, how satisfied are you with working for the company?

ANALYSIS

Employee satisfaction

60.00
50.00
Percentage of
employees

40.00
Very Satisfied
30.00 Satisfied
20.00 Dissatisfied
10.00 Very Dissatisfied

0.00
1
Satisfaction level

INTERPRETATION

Respondents answers ranged from satisfied to very satisfied. There were no

traits of low satisfaction or dissatisfaction in the organization.

CONCLUSION

Cox & Kings has been able to recognize the needs of its employees and serve
them well. No wonder, the company has low attrition rates!! Why, with
employees working for as long as 27 years!

44
Q10) What is the best part about working for this company?

ANALYSIS

Majority of the respondents felt that practical applicability of the Equity

Theory is the best part about working for COX & KINGS, while there were
others who felt that their satisfaction came from the fact that there
esteem needs were met by facing challenging job assignments.

CONCLUSION

A work environment based on trust, understanding, and equitable treatment

met to all and a system that is open to suggestions goes down well in
enhancing the loyalty to the organization.

Q11) Which areas of the company do u feel need improvement?

Since the employees are already satisfied and all their needs are taken care
of, majority of the people came with a “NO COMMENTS & NO
SUGGESTIONS” answer. However, a few of them also suggested that the
HR department needs a little more improvement.

45
Interview Analysis
Q1. What is the USP of your company/ one thing that makes your
company different from others?

RESULT

Cox & Kings is India’s market leader in destination management, with

substantial competitive advantage in this business segment.

India is one of the largest potential outbound tour markets in Asia. In 1995,
Cox & Kings began full-fledged in house tour operating activity by designing
its own brochure product under exclusive arrangements with direct suppliers
and local agents across the globe. Cox & Kings has been undertaking path-
breaking initiatives to reach out to the travelers through innovative
products.

It is a brand image for about 250 years, which offers different services
under one umbrella i.e. packages, tickets, travels, accommodations etc.

Q2. What kind of rewards and punishments does the company give to
shape behavior and make employees conform to its values and norms?

RESULT

Rewards are prescribed the HR department on the basis of performance.

There is slow growth of the employees, but the incentives and cash rewards
are many and on yearly basis. There are yearly appraisals and promotion
opportunities based on work performance. When an employee does not abide
by the norms or shows an unsatisfactory behavior consistently, punishments
are imposed. There is a 3-6 months prohibition period, where the
performance of the employee is under surveillance. If the employee
continues to show negative behavior or poor performance, he may not be
promoted and even suspended or terminated as per orders from the Head
Office.

46
Q3. What kind of recreational activities does the organization promote?

RESULT

The informal Meetings, Incentives, Conferences and Exhibitions act as

recreational opportunities for the employees. There in once in six months
out of Delhi tour for the employees along with occasionally put up carnivals.
The management organizes parties for all occasions. The operational
department organizes monthly get-togethers and informal sessions.

Q4. When dealing with a customer making an unrealistic demand, what

belief or attitude governs your behavior?

RESULT

Customer is the KING. We cater to all their needs, through our well
diversified products. In case of an unrealistic demand, every employee has
the right to say no with a smile. All the employees and management work
under the framework of policies provided by the Head Office.

47
 AnalysisReport

Comparison of Cultures at Axis Bank and

Cox & Kings

Axis Bank was the first of the new private banks to have begun operations in 1994,
and with a span of just 14 years it has positioned itself as the 3rd most powerful
private bank after ICICI and HDFC.

On the other hand, Cox & Kings is the longest established travel company in the
world. Its distinguished history began in 1758 and has been operational for 249 long
years.

From our practical understanding if organization culture is to be described in one

line, then that would be “organizational culture is the personality of the
organization”. Like each individual differs in personality, and is a mix of different
personality traits, same is the case with organizations.

At Cox & Kings the culture as perceived by the employees was of historical
continuity, changing and adapting to the needs of the customers and environment
over time.
However, Axis bank has a culture where collective beliefs in turn shape behavior.
They are a form of a shared paradigm.

48
In Specific…
At AXIS BANK, the majority of the employees were very satisfied while only a few
were dissatisfied. The management entrusts the employees and staff with decisional
powers and authority. That is to say, the organization is familiar with
decentralization. The management entrusts the employees with challenging job
assignments for contentment of their esteem needs. There is realistic allocation of
resources (human and material) to support management, monitoring and
backstopping.

Since the banking sector is booming , the scope for growth and promotion is very
high. This, however, is solely based on performance and merit. The managerial staff
lays strong emphasis on maintaining inter-personal relationships.

The company aims for sales & profit maximization.

At COX & KINGS, we found that employees were very satisfied with the work
environment and management. All the decisional authority rests with the top
management. That is to say that the organization has not tasted decentralization.
There is clear definition of roles and responsibilities regarding overall project
management, accountability, implementation and achievement of results.
Achievement of goals which is followed by rewards and recreational opportunities
leads to satisfaction.

The managerial staff is well diversified in terms of religion and region, thus catering
and relating to the well diversified customer segments. Customer is the king, and all
the services are moulded according to the needs of customer.

The company aims for profit maximization through customer satisfaction.

49
 Cox & Axis Bank
Basis Kings
• Domination of growth needs at all levels of the
Need Domination organization
• Satisfaction of Esteem needs very significant for
people at higher levels of hierarchy
• Social Needs require satisfaction at all levels,
irrespective of one’s position in the organization

Influence of External Along with the influence of

Factors on The influence of superiors superiors, employees are
Organizational Behavior has a major impact on the highly social & rate the
effectiveness of work on recreational opportunities
subordinates equally important for
effective work
performance.

Motivation Factors Achievement Consistency in

Performance

Need for Recreation Occasional Very Often

Alerting Factor Meeting the targets Superiors Expectations

Level Of Dissatisfaction 0% 14%

Reasons for Equity: All employees are Employees are given

satisfaction treated equally and challenging jobs and there
management is fair is openness to suggestions
from all

• Experience and Exposure both are equally

Experience or Exposure? important for effectiveness in performance and
learning

• Experience comes from exposure

Degree of dispersal of
authority Highly centralized Relatively Decentralized

50
ConclusionsandFindings
Organizational culture is a complex system of organizational values, from which,
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.

Organizational Culture covers a vast area of research. It stems from the shared
values within the organization and extends right uptil the customers outside the
organization. We wish to conclude on the basis of indices like:

• Organizational Culture Analysis

• Critical Incident Analysis
• Culture Gap Analysis

Having carried out a detailed analysis and a comparison of the organizational culture
in the two organizations, we derived the following conclusions:

ORGANIZATIONAL CULTURE ANALYSIS

Key values and behaviors are assessed for work units and the overall organization.
Results show which values are held by your various work units and how strongly
those values are held. Relationships between work values and organization outcomes
are identified. Action planning follows the Organizational Culture Analysis to produce
a high performance culture for your organization.

In the light of the given substrates i.e. Axis Bank and Cox & Kings, the values
emphasized and reiterated are strongly upheld.

Both the organizations are service based and seek to provide quality service
Attention to details is their top priority. They have especially designed products to
suit the needs of every customer.

Low price policy is another common feature to both these organizations.

Encouraging social activities, Axis Bank ensures success through teamwork, integrity
and people.

Both companies fair well on the Organizational Culture Analysis dimension.

CRITICAL INCIDENT ANALYSIS

Critical events in your organization's day-to-day operations are captured, as offered

by your employees, customers, or other stakeholders.

These methods produce categories of organizational values and effectiveness ratings

based on the nature of incidents occurring in those categories.

51
For example, Customer Service may be one of your resulting categories. However, if
the stories offered here are mostly negative, the effectiveness rating will be low.

Therefore, Customer Service will show up as a key value, but one that needs
improvement. The incidents provide concrete data for improving behaviors related to
customer service.

With respect to Axis Bank, the Critical Incident Analysis dimension is well applied.
The insights provided into the services rendered by the bank bear testimony to the
fact.

In case of a customer making any unreasonable demand, the bank may, for once
refuse the customer. But if an agreement means huge business, the bank can
overlook the unsound demand. For Axis Bank, Banking is Business.
An incident cited to us about the PMS (Portfolio Management Service) provided by
the bank, clearly indicates that the bank is mindful of it’s customers needs and seeks
to deliver value satisfaction.

As for Cox & Kings, the company holds strongly onto its values. Customer
satisfaction is the crux for all their activities. As such, the level of customer
complaints that Cox & Kings receives is very low.

In order to satisfy the customer, the company goes out of its way. Complaint about
any guide leads to expulsion of the guide. Any complaints about the facilities at a
hotel or resort might even end their term with Cox & Kings.

Critical Incident Analysis ends on a positive high for Cox and Kings with Axis Bank
trailing behind very closely.

CULTURE GAP ANALYSIS

Culture Gap Analysis examines not only the actual values being put into practice, but
also the desired values of the work unit and organization.

Both the organizations score low on this dimension. Both Axis Bank and Cox &
Kings, adhere to the values they propound. The desired values are equal to the
practiced values.

52
Bibliography

• The Organizational Culture Perspective. Chicago: Dorsey Press.

• BTNet.com

• Organizational Culture and Identity: Unity & Division at work by

M. Parker

• AxisBank.com

• Cox&Kings.com

• Google.com

53