A STUDY ON

“LEADERSHIP
STYLES AND
CORPORATE CULTURE PREFERENCES”
(With special reference to Oil and Natural Gas Corporation
(ONGC), Rajahmundry Asset, Rajahmundry)
In partial fulfillment of the requirements for the award of the Degree of

Master of Business Administration

Submitted by
Sudeep Kumar. Dirsipam
(Register No: 08A81E0044)

Under the guidance of

Mr.B.Ravi Kanth
PGDBM, M.Sc (Applied Psychology)
Sr. Asst. Professor

SRI VASAVI ENGINEERING

COLLEGE
(Affiliated to Jawaharlal Nehru Technological University,
Kakinada)
 DEPARTMENT OF MANAGEMENT
STUDIES
Pedatadepalli, Tadepalligudem, West Godavari.

2008-2010

SRI VASAVI ENGINEERING

COLLEGE
(Affiliated to Jawaharlal Nehru Technological University,
Kakinada)

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that the project work titled “LEADERSHIP

STYLES AND CORPORATE CULTURE PREFERENCES”

submitted by SUDEEP KUMAR DIRSIPAM examined and adjudged
sufficient as partial fulfillment for the award of the degree of Master
of Business Administration, by Jawaharlal Nehru Technological
University, Kakinada from SRI VASAVI ENGINEERING COLLEGE,
Tadepalligudem.
INTERNAL GUIDE HEAD OF THE DEPARTMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

ACKNOWLEDGEMENTS

I am thankful to Sri. A.V.Bhaskara Rao, Principal, Sri Vasavi Engineering

College, for providing a good environment for my Learning and
development in entire course period.

I am deeply indebted to Sri.V.Kiran Kumar, Head of the Department,

Department of Management Studies, for his support and guidance in doing
this project and for entire course period.

My sincere thanks to Sri.Ashok Kumar.Bunga, Dy.General Manager,

Human Resources, ONGC, Rajahmundry for giving me an opportunity to
do my project work in ONGC, Rajahmundry.

I am extremely grateful to Sri.M.Ganeshan, Manager (HR)-IR, ONGC,

Rajahmundry, for guiding me all through the project in spite of his busy
schedule.

My heart felt thanks to Sri.B.Ravi kanth, Sr. Asst. Professor, Department

of Management Studies, Sri.Vasavi Engineering College, for his constant
support and able guidance and Illuminating advices helped me in bringing
out this project.

I also thank Sri.S.Krishna Murty, Asst. Professor, Department of

Management studies, Sri.Vasavi Engineering College, for his constructive
advices in doing this project.
Finally, I would like to thank all my family and classmates, for their
support without whom this project would be a distant reality.

DECLARATION

I hereby declare that this project work entitled “Leadership styles and
Corporate Culture Preferences” is an original and bonafied work done
by me. This project is being submitted in partial fulfillment of the
requirement for the award of the degree of Master of Business
Administration at Sri Vasavi Engineering College, Pedatadepalli,
Tadepalligudem.

The context of this report is based on the information collected by me

during the project tenure at Oil and Natural Gas Corporation,
Rajahmundry Asset, Rajahmundry.

Place:
Date: (Sudeep
Kumar.D)
a
Study
On
Leadership styles &
Corporate Culture
preferences

SUDEEP
KUMAR.DIRSIPAM
CONTENTS
I .INTRODUCTION ----------------
---------------------------------------- 1 - 10
 Brief about HRD climate in Indian organizations …………………....
 Statement of the problem ………………………………………..…....
 Purpose of the Study ……………………………………………….....
 Objectives of the study ……………………………………………..…
 Scope of the study …………………………………………..…………..…..
 Limitations ………………………………………………………..…..
 Research methodology ……………………………………………..…

II.PROFILE OF THE STUDY

-------------------------------------------------

 Overview of the Industry ……………………………………………..

 Company profile ……………………………………………..……….

III.DATA ANALYSIS & INTERPRETATION

------------------------------

IV. FINDINGS & SUGGESTIONS

------------------------------------------

CONCLUSIONS
------------------------------------------------------------

SUMMARY
----------------------------------------------------------------
 Scope for further research ……………………….......………………..

BIBILOGRAPHY
-----------------------------------------------------------
 QUESTIONNAIRE
---------------------------------------------------------

LIST OF TABLES
Table Page
no Name of the Table no
Table Showing HRD components,
1 Applications & contexts
Table Showing Man power summary of
2 Rajahmundry asset
3 Table Showing Facilitating leadership style
4 Table Showing Delegating leadership style
5 Table Showing Coaching leadership style
6 Table Showing Directing leadership style
7 Table Showing Response culture
8 Table Showing Relationship culture
9 Table Showing Performance culture
10 Table Showing Control culture
Table Showing Corporate culture
11 preferences for facilitating leadership
Table Showing Corporate culture
12 preferences for Delegating leadership
Table Showing Corporate culture
13 preferences for Coaching leadership
Table Showing Corporate culture
14 preferences for Directing leadership
Table Showing Distribution table for
leadership styles and corporate culture
15 preferences
Table Showing Distribution of Leadership
style scores between Graduates and Post
16 Graduates employees in ONGC
Table Showing Expected values for
17 leadership styles
Table Showing Table showing Calculation
18 of Chi-Square for leadership styles
Table Showing Distribution of Corporate
culture preference scores between
19 Graduates and Post Graduates employees
Table Showing Expected values for
20 Corporate culture preferences
Table showing Calculation of Chi-Square for
21 Corporate culture preferences
LIST OF GRAPHS
Graph Page
no Name of the Graph no
1 Graph showing facilitating leadership
2 Graph showing Delegating leadership
3 Graph showing Coaching leadership
4 Graph showing Directing leadership
5 Graph showing Response culture
6 Graph showing Relationship culture
7 Graph showing Performance culture
8 Graph showing Control culture
Graph showing Corporate culture
9 preferences for facilitating leadership
Graph showing Corporate culture
10 preferences for Delegating leadership
Graph showing Corporate culture
11 preferences for Coaching leadership
Graph showing Corporate culture
12 preferences for Directing leadership
The logo projects the new corporate image of
ONGC as a multinational company and a leader
in the oil and gas business.
The colours of the Sun and Earth will reflect
from Vasudhara the main symbol of the ONGC
Logo and depict the fifty year transformation of
the company from a directorate to a total
energy company. The changeover to a new logo
symbolizes the glowing future of the company
where a new work culture, competitive spirit
and a sense of modernity prevails in every area.
The Vasudhara symbol (the name of the first
well on Ankleshwar field, given by Pandit
Jawaharlal Nehru on May 14, 1960), depicts the
image of a flowing well, (Vasudhara -flow of
wealth), which is vibrant, full of life and active
all the time. In the existing logo, the
"Vasudhara" symbol was blocked with a semi-
circle on the top, thus restricting the flow. This
 restriction has been removed so that the flow
lines are open representing flow of wealth and
bounty.

Chapter-1

INTRODUCTION
 BRIEF ABOUT
HRD CLIMATE IN
INDIAN
 ORGANIZATIONS

Human Resources Development is a framework for the expansion of human capital

within an organization. Human Resources Development is a combination of Training
and Education that ensures the continual improvement and growth of both the
individual and the organization.

Human Resource Development (HRD) is the framework for helping employee’s

develop their personal and organizational skills, knowledge, and abilities. HRD includes
such opportunities as employee training, employee career development, performance
management and development, coaching, mentoring, succession planning, key
employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most
superior workforce so that the organization and individual employees can accomplish
their work goals in service to customers.

HRD is the process of helping people to acquire competencies. In an organizational

context HRD “…is a process of by which the employees of an organization are helped
in a continuous and planned way to:

 Acquire or sharpen capabilities required to perform various functions associated

with their present or expected future roles.
 Develop their general capabilities as individuals and discover and exploit their
inner potential for their own and/or organizational development purposes
 Develop an organizational culture in which supervisor-subordinate relationships
team work, and collaboration among sub-units are strong and contribute to the
professional well-being, motivation, and pride of employees.”
  HRD process is facilitated by mechanisms like performance appraisal, training,
organizational development, feedback and counseling, career development,
potential development, job rotation, and rewards.

Human Resources Development is the medium that drives the process between training
and learning. HRD is not a defined object, but a series of organized processes, “with a
specific learning objective” (Nadler, 1984), HRD is the structure that allows for
individual development, potentially satisfying the organization's goals. The
development of the individual will benefit both the individual and the organization. The
HRD framework views employees, as an asset to the enterprise whose value will be
enhanced by development, “Its primary focus is on growth and employee development,
it emphasizes developing individual potential and skills” (Elwood, Holton and Trott
1996). A successful HRD program will prepare the individual to undertake a higher
level of work, “organized learning over a given period of time, to provide the possibility
of performance change” (Nadler 1984).

Human Resources Development can be defined simply as developing the most

important section of any business its human resource by, “attaining or upgrading the
skills and attitudes of employees at all levels in order to maximize the effectiveness of
the enterprise” (Kelly 2001). The people within an organization are its human resource.
HRD from a business perspective is not entirely focused on the individual’s growth and
development, “development occurs to enhance the organization's value, not solely for
individual improvement. Individual education and development is a tool and a means to
an end, not the end goal itself”.

The term Human resource development has been in popular use for over two decades
although it is a relatively new area of management practice an inquiry. In common with
other general management practices, it is set against a background of turbulence and
change in organizational life, changes in business environments, work processes and
organizational cultures, with drive a need for successful change management strategies.
HRD is a process of developing und unleashing expertise for the purpose of improving
individual, team, work process, and organizational system performance.

An overview of HRD Practices: Trends

The centre for HRD at XLRI, Jamshedpur surveyed the practices of 53 public and
private sector organizations (Rao and Abraham1985). From this survey

1. About 32% of them had a formally stated policy focusing on HRD. Another
59% did not have a formally stated HRD policy byut claimed to emphasize it. It
is only 9% of organizations that there was no formally or informally known
HRD policy.
2. About 89% of the organizations surveyed had personnel policies that emphasize
continuous development of their employees.
3. In 30% of these organizations there is a separate HRD department and another
38% of them the HRD function is a part of the personnel function with specially
designated persons to look after it.
4. About 26% of the organizations reported to have fully development oriented
performance appraisal systems and another 62% reported to have appraisals that
have development as one of the main objectives.
5. Some form of identification of tasks and targets jointly by the appraiser and
appraise, performance review discussions to help appraise recognize his
strengths and weaknesses, appraisal feedback to appraise for improvement, self-
appraisal, identification of development needs, potential appraisal, and
identification of factors affecting performance seem to characterize about 70%
of the appraisal systems.
6. About 55% of them had a definite training policy. For example, one of the
organizations surveyed had a policy that all the executives should be trained in
all areas of general management. In 64% of them there is a separate training
department.
7. Fifty percent of the organizations reported that they have someone to look after
OD activities although 44% of them only had undertaken some OD activity or
the other by the time of the survey. In most of these organizations the OD
activity was focused on team building and role clarity exercises. About 36% of
them reported using OD for developing a work organization, 26% for
interpersonal sensitivity and personal growth and 15% on stress management.
8. About 80% of the organizations required their executives to counsel their
subordinates at least once-a-year although a large number of them encourage
more frequent counseling sessions.
9. In some of these organizations the top management’s commitment, supportive
personnel policies, a positive organizational culture, training, and HRE systems
and staff are considered as facilitating HRD.

Table – 1
HRD COMPONENTS, APPLICATIONS AND CONTEXTS
HUMAN RESOURCE DEVELOPMENT

Training and development

Organizational development
(PRIMARY COMPONENTS OF HRD)

Intellectual and social capital, Work force

development
HRM, organizational effectiveness,
Leadership & strategy, Work system design,
Change mgt,
Process Improvement, career development,
Quality improvement

(APPLICATIONS AND CONTEXTS OF HRD)

 Source: Secondary data collected from
http://humanresources.about.com/od/glossaryh/f/hr_development.htm

LEADERSHIP
Leadership is an abstract quality in a human being to induce others to do whatever they
are directed to do with zeal and confidence. It is a quality or ability of an individual to
persuade others to seek defined objectives enthusiastically. The leader is a force of the
organization that designs, executes, coordinates, and controls all the functions of an
organization, i.e. planning, executing, organizing, directing, and controlling.

Leadership inspires; creates confidence; helps the team mates to give their maximum
for the attainment of objectives. In a business organization, managers at all levels, by
whatever name called, are leaders because they all have subordinates whose efforts are
canalized in a definite direction. A leader gives a company the life which creates the
products and innovations that it sells. Effective leaders develop a team of effective
employees, subordinates or followers, and they together develop a more effective
organization.

Peter.F.Drucker considers leadership as a human characteristic which lifts a man’s

vision to higher sights; raises and builds his performance to higher standards, and builds
man’s personality beyond its normal limits. Leadership is an important abstract quality
of the leader that sets apart a successful organization from an unsuccessful one.
Leadership is, therefore, regarded as the process of influencing the activities of an
individual towards goal achievement in a given situation.
This process has been explained by Hersey and Blanchard in the form of the following
equation:

L=f (l, f, s)
Leadership is a function of leader (l), the followers (f) and other situational variables(s).
LEADERSHIP DEFINITIONS

• Leadership is Inter-Personal influence exercised in a situation and directed

through communication process, towards the attainment of a specialized goal
and goals.

---- Robert Tannehbaum

• Leadership is that combination of qualities by the possession of which one able

to get something done by others, chiefly because, through his influence, they
become willing to do so.

---- Ordway Tead

• Leadership is the ability to secure desirable actions from a group of followers

voluntarily without the use of coercion.

---- Alford and Beatty

• Leadership is the ability to persuade others to seek defined objectives

enthusiastically. It is the human factor which binds a group together and
motivates it towards goals.

---- Davis

LEADERSHIP THEORIES
Different authorities and different researchers have viewed leadership differently. Some
emphasized the personal qualities of a leader, while other emphasized the behavior of
the leader. Still others viewed leadership as situational. Thus, the researches conducted
by behavior scientists have led to important theories of leadership. They are:
The Great man theory:
This theory holds that leaders are born not made. Successful leaders, accordingly, are
said to possess certain qualities that separate them form the crowd”

Trait theories:
Trait is defined as relatively enduring quality of an individual. The trait approach seeks
to determine ‘what makes a successful leader’ from the leader’s own personal
characteristics. A review of various research studies has been presented by Stogdill.
According to him, various trait theories have suggested these traits in a successful
leader: (i) Physical and constitutional factors, (ii) intelligence, (iii) self-confidence, (iv)
sociability,(v)will,(vi) dominance and (vii) surgency. Trait theories were quite popular
between 1930 and 1950.

Behavioral theories:
Since the Trait theories failed to establish the relationship between traits and effective
leadership researchers turned their attention to the behavioral aspects of leaders as a
result there are different contributions from different researchers. Different leadership
behaviors identified are:

Initiating structure: It refers to the extent to which a leader defines his own as well as
the subordinate’s tasks and get there tasks accomplished on time.

1. Consideration: It refers to the extent to which the leader cares for his
subordinates, respects their ideas and feelings and establishes work relations
characterized by mutual trust and respect.
2. Employee-oriented leader: One who focuses on relationships.
3. Production-oriented leader: One who emphasizes tasks and goals, and getting
work done.

Contingency theories:
Contingency theories involve the belief that leadership style is contingent upon the
particular situation and leaders should adapt their styles appropriate to the situation.

LEADERSHIP STYLES

1. Facilitating:
This is a more flexible leadership style in which the leader allows the team
members to be a part of almost every process starting from the role-delegation,
goal setting, problem solving as well as the evaluation and overview. The leader
acts more like a facilitator who inspires the team to reach their goal, by giving
them a nudge every now and then.
The leader tries to inculcate a sense of individual responsibility within every
individual and hence creates an effective team that can function with minimum
supervision.
• Involve staff in making the decisions which will affect their work
• Make staff feel free to ask questions and discuss important concerns.
• Hold frequent staff meetings
• Help staff locate and support their own developmental activities.
• Listens to staff problems and concerns without criticizing or judging.

2. Delegating:
The Delegating Leadership Style was first described by Paul Hersey and
Kenneth Blanchard in the late 1960s. The Delegating leader is willing to turn
over responsibility for decision making and problem solving to the followers. In
addition, the followers will decide if the leader will be involved in task
completion. The delegating leadership style is most appropriate when the
followers are comfortable taking responsibility and have the experience to
accomplish the necessary tasks.
 • Delegate broad responsibilities to staff and expect them to handle the details.
• Expect staff to find and correct their own errors.

3. Coaching:
This leadership style involves more mutual interaction of the leader and the
team. In this style, the leader sets the goals and identifies the problems; however
the leader consults with his team members and encourages a healthy dialogue to
facilitate exchange of ideas that can be beneficial for the team as a whole. The
leader usually arrives at the decisions after having consulted the team members.
This style of leadership displays more respect for individual opinions since the
leader is more considerate towards the team members.

The leader tends to encourage and appreciate the efforts of his team and
constantly provides encouragement for the team by inculcating a sense of team
spirit. The leader evaluates the performance of the leaders

• Represents management’s position in a convincing manner

• Try to motivate with monetary and non-monetary rewards
• Sell staff in their won ability to do the job
• Praise staff for their good work
• Provide staff with a lot of feedback on how they are doing

4. Directing:

The Directing Leadership Style was first described by Paul Hersey and Kenneth
Blanchard in the late 1960s. The Directing leader clearly provides specific
instructions, defines the roles and tasks of the 'follower', and closely supervises
 task accomplishment. Decisions are made by the leader and announced to the
followers, so communication style is largely one-way.

The directing leadership style is most appropriate when the followers are
inexperienced. For example when there is a large flow of new personnel into
the organization, the directing leader should be very explicit in directing
subordinates.

• Provide detailed instructions

• Give staff specific goals and objectives
• Check frequently with staff to keep them on track
• Demonstrate the steps involved in doing the job

COR
PORATE CULTURE
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 company’s founders. The values of a
corporate culture influence the ethical standards within a corporation, as well as
managerial behavior.

One of the principle problems in studying organizational culture stems from the
ontological status of the concept itself (Jones, 1983). Organizational researchers have
utilized a wide variety of culture definitions, but most empirical work has centered on
the view of culture as an enduring, autonomous phenomenon that can be isolated for
analysis and inter-organization comparison (Alexander, 1990). The intricate and
complex nature of OC has led to differences and controversies about the definition,
dimensions, measurement (Cameron and Quinn, 1999) and the context of organizational
culture. However, there is some consensus that organizational culture is holistic,
historically determined, and socially constructed, and involves beliefs and behavior,
exists at a variety of levels, and manifests itself in a wide range of features of
organizational life (Hofstede, Neuijen, Ohayv, & Sanders, 1990; Pettigrew, 1990).

Culture is expressed and transmitted through artifacts, stories, myths and symbols
(Martin, 1982; Siehl and Martin, 1981; Wilkins, 1980; Pettigrew, 1979). Underlying
these symbolic vehicles are patterns of basic assumptions (Schien, 1981, 1983; Dyer,
1982); a set of shared understandings, interpretations or perspectives (Van Maanen,
1983; Louis, 1983) and expectations (Schwartz, Davis, 1981).

Broadly, two schools of thought exist about organizational culture whether it represents
something an organization ‘is’ or ‘has’. Accordingly, researchers have analyzed the
concept of OC, both as a root metaphor, i.e. organizations as expressive forms, and
manifestations of human consciousness (Cameron 1999; Smircich, 1983); and as an
attribute, i.e. possessed by an organization and observable; and even as property
(Linstead, 2001). This is because some researchers are concerned by what appears to
them to be more fundamental issues of meaning and the processes by which
organizational life is possible which is in line with the view that an organization ‘is’
culture; while others give high priority to the principles of prediction, generalizability,
causality, and control drawing from the view that an organization ‘has’ culture
(Smircich, 1983). Both approaches share the conception of organizations as organisms;
existing within an environment that presents imperatives for behavior. However,
literature is less sanguine about the reciprocal evolution of culture through behavior.
Further, culture has been generally accepted to be a phenomenon which is enduring and
relatively stable, which is why organizations across the world need external change
agents to affect the cultural change intervention.

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'. 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.

Corporate culture is the concept that organizations have to build upon to survive and
support themselves. The right corporate equation would be an optimal combination of
people and culture. It can make the difference between remarkable success and failure.
An ideal culture is change-adept and has an incredible ability to evolve and progress
with changing times.

Corporate culture is created naturally and automatically. Every time people come
together with a shared purpose, culture is created. This group of people could be a
family, neighborhood, project team, or company. Culture is automatically created out of
the combined thoughts, energies, and attitudes of the people in the group.

Corporate culture refers to the shared values, attitudes, standards, and beliefs that
characterize members of an organization and define its nature. Corporate culture is
rooted in an organization's goals, strategies, structure, and approaches to labor. As such,
it is an essential component in any business's ultimate success or failure. "[It] is an
unwritten value-set that management communicates directly or indirectly that all
employees know and work under," stated John O'Malley in Birmingham Business
Journal. "It is the underlying soul and guiding force within an organization that creates
attitude alliance, or employee loyalty. A winning corporate culture is the environmental
keystone for maintaining the highest levels of employee satisfaction, customer loyalty,
and profitability."

Every company has a culture, though not every culture is beneficial in helping a
company reach its goals. A healthy corporate culture is one in which employees are
encouraged to work together to ensure the success of the overall business. Developing
and maintaining a healthy corporate culture can be particularly problematic for
entrepreneurs, as the authoritarian practices that helped establish a small business often
must be exchanged for participatory management strategies that allow it to grow.

The corporate culture energy field determines a company's dress code, work
environment, work hours, rules for getting ahead and getting promoted, how the
business world is viewed, what is valued, who is valued, and much more.

Every company or organizations has numerous corporate cultures. For example, the
marketing department and the engineering department may have very different
corporate cultures which are both influenced by the overall organizational corporate
culture. Many times these two sub-cultures clash.

Culture shows up in both visible and invisible ways. Some expressions of corporate
culture are easy to observe. You can see the dress code, work environment, perks, and
titles in a company. This is the surface layer of culture. These are only some of the
visible manifestations of a culture.

Surface Layer of Corporate Culture (Visible

Expressions):

(i) Dress Code (ii) Work Environment (iii) Benefits

(iv) Perks (v) Conversations (vi) Work/Life Balance
(vii) Titles & Job Descriptions (viii) Organizational Structure (ix) Relationships

The far more powerful aspects of corporate culture are invisible. The cultural core is
composed of the beliefs, values, standards, paradigms, worldviews, moods, internal
conversations, and private conversations of the people that are part of the group. This is
the foundation for all actions and decisions within a team, department, or organization.
Core Layer of Corporate Culture (Invisible
Manifestations):
(i) Values (ii) Invisible Rules (iii) Moods and Emotions
(iv) Attitudes (v) Beliefs (vi) Worldviews
(vii) Standards (viii) Paradigms (ix) Assumptions
(x)Unconscious terpretations (xi) Private Conversations (with self or confidants)

Business leaders often assume that their company's vision, values, and strategic
priorities are synonymous with their company's culture. Unfortunately, too often, the
vision, values, and strategic priorities may only be words hanging on a plaque on the
wall.

Corporate culture is actually the container for the vision, mission and values. It is not
synonymous with them. In a thriving profitable company, employees will embody the
values, vision, and strategic priorities of their company.

Corporate Culture Preference Scale testing the following four cultures were
examined;

1. Control Culture:
This culture values the role of senior executives to lead the organization. Its goal is to
keep everyone aligned and under control.

2. Performance Culture:
This culture values individual and organizational performance and strives for
effectiveness and efficiency.

3. Relationship Culture:
This culture values nurturing and well-being. It considers open communication,
fairness, teamwork, and sharing vital parts of organizational life.

4. Response Culture:
This culture values its ability to keep in tune with the external environment, including
being competitive and realizing opportunities.

STATEMENT
OF THE PROBLEM
In the present days some of the Public sector companies are not

performing Vis –a -Vis to the corporate level, one of the reasons I assumed

might be Leadership style and difference in Corporate Culture preferences

among employees. This assumption provoked me to take up this study.

PURPO
SE OF THE STUDY
The purpose of the study is to understand the Leadership Styles and

Corporate Culture Preferences of the employees in ONGC.

OBJECTIVE
S OF THE STUDY
1. The primary objective of the study is to understand the dynamics of

Leadership Styles and Corporate Culture preferences of employees in

ONGC, Rajahmundry Asset.

2. To study specifically Leadership Styles of Graduates and Post

graduates in ONGC, Rajahmundry Asset.

3. To study specifically the Corporate Culture Preferences

among Graduates and Post Graduates in ONGC, Rajahmundry Asset.

4. To offer suggestions based on research findings and

conclusions.

SCO
PE OF THE STUDY
The Scope of research is limited to ONGC, Rajahmundry asset. The survey

is conducted in the following departments only i)Human resources,

ii) Electrical, iii) Security, iv) Materials management, v) Production,

vi) Internal Audit, vii) Finance viii) Vigilance ix) Logistics, x) Geology, xi)

HSE

LIMITATIONS
The study of the topic in the organization may have many limitations, which

may give inaccurate results. Some of these are;

 The employees may respond in-correctly to the questionnaire

prepared.

 The recorded data may have typo errors.

 The findings may not represent the entire population.

 The respondents may bias their opinions or average their opinions

HYPOTH
ESIS STATEMENT
1. To find out whether there is any significant relationship between
Graduates and Post graduates in their leadership styles.

Null Hypothesis:

1.1. There is no significant relationship between Graduates and Post

graduates in their leadership styles.
2. To find out whether there is any significant relationship between
Graduates and Post graduates in their Corporate Culture preferences.

Null Hypothesis:

2.1. There is no significant relationship between Graduates and Post

graduates in their Corporate Culture preferences.
 RESEARCH
METHODOLOGY

Data collection methods:

The type of data that is used in the study is collected from different sources such as;
 Primary data
 Secondary data
 Employees
 Questionnaire
Primary data:
The data is collected from the discussions with the concerned officers and staff of the
Organization.

Secondary data:
The secondary data is collected from the Published records (Human resource manual of
ONGC, Profile of Rajahmundry asset) and reports (Annual reports) of the company,
further magazines and the text books of Human resource management and from the
official website of the company and other internet sources. The secondary data which is
used is appropriately quoted on Bibliography.

Employees:
The data is collected from employees of ONGC, Rajahmundry.

Tools:
Leadership styles questionnaire by Paul Hersey and Kenneth Blanchard and Corporate
culture preference scale Questionnaire designed by Steven.L.McShane is used for
current study.

Sample:
Data were collected from 185 employees of ONGC, Rajahmundry. The sample size
consists of employees from various departments. Employees who are having some
number of subordinates working under them are selected for the questionnaire
administration. Employees from Manager Level to Chief Manager Level are considered
for the survey in order to compare the survey results between Graduate and Post
Graduate employees.
Statistical tool (Chi – Square (χ2) :
The statistical tool used by me to analyze the project is Chi-square ( χ2 )

 The Chi- square test is an important non-parametric known as a distribution-free

test. No rigid assumptions are necessary in regard to the type of population
distribution as is necessary for Normal Distribution except those stated above in
regard to the nature of sample observations and the nature of events to which
these observations are related.

 It is not necessary to have the values of the parameters like the µ or σ of a

population distribution because it is based on the degree of freedom only.

 This is simpler to understand as less Mathematical details are involved.

 This can be used in simple ranking of values and, therefore, useful where data is
not exactly measured.

Chapter-2
PROFILES IN
THE STUDY
OVERVIEW OF THE
INDUSTRY
Oil and gas industry is the most important sector in any economy since it caters to a
wide range of industries including petrochemicals, fertilizers, automobiles etc. In
current scenario this is one section in economy which is really hot and boiling sector
with crude oil at $146 per barrel and raring to cross $200 per barrel. This sector is
suddenly giving sleepless nights to all the major economies of the world. It is also
responsible for increase in inflation throughout the world.
The major oil consumers are US and China with India at sixth position the irony is that
none of these countries is major producer of oil so they have to rely on other countries
like OPEC, Russia for their needs. OPEC (organization of petroleum exporting
countries) has 11 member countries and they together account for 40% of total oil
production in the world and they have the market share of around 78% in potential
crude reserves. OPEC is the largest exporter of oil so it directly impacts the price of
crude oil in the market. The whole oil sector is divided in to two categories

Upstream – It involves exploration and production of crude oil with limited crude
reserves on the earth.

Downstream – It involves the refining and transportation of oil. The major companies
in this field are Shell, BP, and IOCL etc

The oil and gas sector in India presents a significant opportunity for investors and is
exhibited to demonstrate robust growth in line with the growth of the Indian economy.
The New Exploration Licensing Policy (NELP), conceived to address the increasing
demand supply gap of energy in India, has proved to be successful in attracting the
interest of both domestic and some foreign players. The success of Cairn India and
Reliance Industries Limited in their Indian operations has underscored this. Other
segments such as Refining, LNG and Gas Distribution etc. are also seeing some action.
India is now surplus in refining capacity and aims to establish itself as a refining hub.
The Petroleum and Natural Gas Regulatory Board aims to make available Piped Natural
Gas (PNG) and Compressed Natural Gas (CNG) in new cities across the country,
besides facilitating the construction of infrastructure to transport natural gas to demand
centers. The lack of available supplies has so far hindered the growth of this segment. In
addition, some gas-based power plants have been operating at low load factors, owing
to the shortage of fuel. The increased availability of hydrocarbons from domestic
sources is thus perceived as necessary to sustain the rapid growth of the Indian
economy.

Two major events last year, the commencement of production of natural gas from
Reliance Industries Ltd's (RIL), Krishna Godavari (KG) fields and the scheduled
commencement of production of crude oil from Cairn India Ltd's fields later this year
have provided a major boost to the domestic oil and gas sector in India and have meant
that upstream activities have received major attention over the past years.

Given India's targeted GDP growth, India's fuel needs are likely to expand at a
substantial rate. India's per-capita consumption of energy and electricity is well below
that of industrialized nations and the word average, meaning that there is scope for rapid
expansion. At the same time, India already imports over 70 percent of its crude oil
requirements, with its oil import bill being close to USD 90 billion in 2008-09.

Given this context, particularly the high import dependence, the New Exploration
Licensing Policy (NELP) was envisaged in 1997 (and operationalized in 1999) by the
MoPNG, as part of its Hydrocarbon Vision 2025, a landmark 25-year planning
document.
Apart from this,

 India is Ninth largest crude oil importer in the world.

 India ranks sixth in refining capacity in the world with capacity at 2.5 million
barrels of oil per day which is 3 per cent of the world’s refining capacity.

 India met 75 per cent of its crude oil demand through imports. The domestic
production of crude oil has been in the range of 32-34 MMT over the past few
years. About 60 per cent of it’s crude imports are from the Middle East.

 India has 26 sedimentary basins with an area of 3.14 million square km and
Prognosticated reserves of 28 billion tonne of oil equivalent of gas. The Country
is relatively unexplored with only 18 per cent of area extensively explored Only
25 per cent of the prognosticated reserves have been established till date.

 Post 2000, India witnessed some world class discoveries. RIL struck gas in the
offshore Krishna Godavari (KG) Basin on the East coast of India with estimated
reserves of 14 tcf in 2002 (world’s biggest gas discovery of 2002) and Cairn
Energy Plc. discovered oil onshore in Rajasthan (Western region of India) in
2004 with estimated production capability of 100000 barrels per day (4.9
MMTPA).

 The national oil companies (NOCs), Oil & Natural Gas Corporation Ltd.
(ONGC) and Oil India Ltd. (OIL) dominate upstream segment with 80 per cent
contribution of oil & natural gas production of India. Other major players of this
segment are RIL, British Gas, Cairn Energy and Niko Resources.

 India has a total of 18 refineries with Indian Oil (Indian Oil Corporation Ltd.)
currently owning the maximum refining capacity. Besides being the largest
refinery in India in terms of refining capacity, RIL’s Jamnagar refinery is the
biggest grassroots refinery in the world and is the third largest in the world.
Finally the major players in Indian oil and gas Industry are:

 Bharat Petroleum Corporation Limited

 Chennai Petroleum Corporation Limited

 Gas Authority of India Limited

 Hindustan Petroleum Corporation Limited

 Indian Oil Corporation Limited

 Oil and Natural Gas Corporation Limited

 Reliance Petroleum Limited

COMPANY
PROFILE
Oil and Natural Gas Corporation Limited (ONGC) (incorporated on 23 June 1993)
is an Indian public sector petroleum company. It is a Fortune Global 500 company
ranked 152nd, and contributes 77% of India's crude oil production and 81% of India's
natural gas production. It is the highest profit making corporation in India. It was set up
as a commission on 14 August 1956. Indian government holds 74.14% equity stake in
this company.

ONGC is one of Asia's largest and most active companies involved in exploration and
production of oil. It is involved in exploring for and exploiting hydrocarbons in 26
sedimentary basins of India. It produces about 30% of India's crude oil requirement. It
owns and operates more than 11,000 kilometers of pipelines in India. Until recently
(March 2007) it was the largest company in terms of market cap in India.

History
In August 1960, the Oil and Natural Gas Commission was formed. Raised from mere
Directorate status to Commission, it had enhanced powers. In 1959, these powers
were further enhanced by converting the commission into a statutory body by an
Act of Indian Parliament.

1960-2007

Since its foundation stone was laid, ONGC is transforming India’s view towards Oil
and Natural Gas by emulating the country’s limited upstream capabilities into a large
viable playing field. ONGC, since 1959, has made its presence noted in most parts of
India and in overseas territories. ONGC found new resources in Assam and also
established the new oil province in Cambay basin (Gujarat). In 1970 with the discovery
of Bombay High (now known as Mumbai High), ONGC went offshore. With this
discovery and subsequent discovery of huge oil fields in the Western offshore, a total of
5 billion tones of hydrocarbon present in the country was discovered. The most
important contribution of ONGC, however, is its self-reliance and development of core
competence in exploration and production activities at a globally competitive level.
Post-1990

Post 1990, the liberalized economic policy was brought into effect; subsequently partial
disinvestments of government equity in Public Sector Undertakings were sought. As a
result, ONGC was re-organized as a limited company and after conversion of business
of the erstwhile Oil & Natural Gas Commission to that of Oil and Natural Gas
Corporation Ltd in 1993, 2 percent of shares through competitive bidding were
disinvested. Further expansion of equity was done by 2 percent share offering to ONGC
employees. Another big leap was taken in March 1999, when ONGC, Indian Oil
Corporation (IOC) and Gas Authority of India Ltd.(GAIL) agreed to have cross holding
in each other’s stock. Consequently the Government sold off 10 per cent of its share
holding in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding
in ONGC came down to 84.11 per cent.

In 2002-03 ONGC took over Mangalore Refinery and Petrochemicals Limited (MRPL)
from Birla Group and announced its entrance into retailing business. ONGC also went
to global fields through its subsidiary, ONGC Videsh Ltd. (OVL).

In 2009, ONGC discovered a massive oil field, with up to 1 billion barrel reserves of
heavy crude, in the Persian Gulf off the coast of Iran. Additionally, ONGC also signed a
deal with Iran to invest US$3 billion to extract 1.1 billion cubic feet of natural gas from
the Farzad B gas field.

VISION
To be a world class Oil & Gas Company Integrated in energy business with dominant
Indian leadership and global presence.
 MISSION
WORLD CLASS

• Dedicated to excellence by leveraging competitive advantages in R&D and technology

with involved people.
• Imbibe high standards of business ethics and organizational values.
• Abiding commitment to health, safety and environment to enrich quality of community
life.
• Foster a culture of trust, openness and mutual concern to make working a stimulating &
challenging experience for our people.
• Strive for customer delight through quality products and services.

INTEGRATED IN ENERGY BUSINESS

• Focus on domestic and international Oil & 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.

HR Vision
To attain Organizational excellence by developing and inspiring, the true potential
of company’s human capital and providing opportunities for growth, well being and
enrichment.
HR Mission
To create a value and knowledge based organization by inculcating a culture of
learning, innovation and team working and aligning business priorities with
aspiration of employees leading to a development of an empowered, responsive and
competent human capital.

HR Objectives
• To develop and sustain core values.
• To develop business leaders for tomorrow.
• To provide job contentment through empowerment, accountability and
responsibility.
• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
• To foster a climate of creativity, innovation and enthusiasm.
• To enhance the quality of life of employees and their family.
• To inculcate higher understanding of ‘Service’ to a greater cause.

Oil and Natural Gas Corporation Limited (ONGC) is India's Most Valuable Company,
having a market share of above 80% in India's Crude Oil and Natural Gas Exploration
and Production.

ONGC is committed to its vision of an energy secure nation and the ONGCians work
tirelessly to make this vision a reality, Team ONGC toils day and night in difficult
situations and rough terrain, often putting their very lives in jeopardy. Dense forests
and inhospitable climate fail to discourage the dedicated ‘Energy soldiers’ of the
country. Whether on Rigs or on oil platforms or in the fields, these courageous people
are the backbone of the economic prosperity of the nation. Let us salute all ONGCians
who risk their lifetime and again and commit themselves to serve the nation.
 ONGC - 3rd Largest E & P Company in the world

Performance: 2008-2009
• Highest level of Initial In-place hydrocarbons volume in last two decades from
domestic field;
• Highest accretion of Ultimate reserves in last 18 years from domestic fields;
• Turn over and Net Worth recorded new highs;
• The highest profit making company in the country, in Private and Public sector;
• The Net Profit of Rs. 16,126 crore, marginally lower than the previous year
(16,701 crore), was despite supporting downstream oil PSU’s with the highest
ever of subsidy discount of Rs. 28,225 crore. (Against Rs.22, 001 crore in
FY’08).

Corporate recognitions and Awards

Global:

• ONGC is the only company form India to figure in the elite list of 40 companies,
out of Fortune Global 500 companies list of 2009 based on “Return on
Revenue” and “Return on Assets.”
• ONGC occupies 152nd rank in the Forbes Global 2000 list 2009 of the world’s
biggest companies 46 notches higher than last year’s rank of 198th, based on the
sales, profit, assets and market capitalization.
• ONGC has been ranked as the most valuable Indian PSU based on market
capitalization.
• ONCG has been ranked as No.1 Blue Chip company of India in the Finance
Asia 100 List of 2009 with highest aggregate net profit for the period 2006 –
2008; No.10 among Asia companies.
 • Ranked 23rd among the Global Publicly – listed energy companies as per “PFC
Energy 50” list.
National:

• Most valuable Indian PSU – “Business Today”

• Ranked 3rd in the Business World Real 500 survey list of the Indian companies
on the sum of total assets and total income of a company
• Secured three out of eight Petrofed Awards 2008, instituted by Petroleum
Federation on India for performance during 2007-08
• “Enterprise Excellence Award” in recognition of excellent corporate
performance instituted by Indian Institution of Industrial Engineers – May 2008
• Awarded the first Dalal street Investment Journal(DSIJ) PSU Award 2009 for
the category Highest Profit making Enterprise for the FY’2007-08
(March – 2009)
• ONGC and MRPL have won six “Oil industry safety Awards” of the year
2008-09
• ONGC has been conferred with the Golden Peacock award for Corporate
Governance by the World council of corporate Governance, London- October
‘09
• ONGC bagged the coveted Gold Award in the Oil and Gas category of the
“Dainik Bhaskar India Pride” Awards for Excellence in PSU’s –
10 October 2009.
RAJAHMUNDRY
ASSET
Rajahmundry Asset and KG Basin, erstwhile KG Project, is a major work centre in
Southern Region of ONGC. The KG basin covering an area of 28000 Sq. Km on land
and 24000 Sq.Km offshore is unique on in the sense that the hydrocarbons are
discovered in the geologically oldest (250 Million years) to youngest (5 Million years)
sediments and also from both on land and offshore parts of the basin. The basin has
unconventional reservoirs of fractured volcanic rocks like basalt in Razole,
Mummidivaram and of Limestones in Kaikalur. Its Geological and Geophysical surveys
were initiated in the year 1959 and 1960 respectively.

First exploratory drilling commenced in the basin at Narsapur – 1 in 1979. First off
shore well G-1 -1 was drilled in 1980 at a water depth of 250m produced oil. It has
deepest onland well at Bhavadevarapalli – 1 (5001m) and deepest offshore well at GS-
11-1 (4611m). Maximum pressure gradient recorded at 2.1 MWE in Tatipaka – 1 with
3450 m and BHT recorded at 1870 in Amalapuram – 1. Oil production and on land
commercial production of gas started in 1988.

The following are the salient features of the Rajahmundry Asset.

• Rajahmundry Asset is operating and handling production both in onshore as

well as in Offshore.
• Rajahmundry Asset is the only Asset in ONGC that manages operations in both
upstream and downstream sector.
• Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC, which is
operating in this Asset.
• During the last five years, oil and gas production has increased by 4.5 times and
2 times respectively.
• Fourteen production installations have been identified for obtaining ISO 14001
certification during the year till now.
• Rajahmundry Asset is maintaining BS&W<0.07% against a target of 1%.
• Reconciliation losses are brought down to less than 1%.
 • Achieved record VAP production 92080MT during 05-06 against a target of
80000 MT.
• QHSE certification has been obtained for all rigs. E-1400-17 Rig is the best in
Performance in similar type of rigs for entire ONGC.
• Received Greentech Safety Excellence Award for Tatipaka Refinery.

Wings of the Work center:

1. Administrative Office - Godavari Bhavan, Rajahmundry.

2. Dowleshwaram Workshop (6 Km).
3. Narsapur Sub-office (90 Km).
4. Kakinada Offshore Supply Base (60 Km).
5. Vizag Liaison Office (201 Km).
6. Hyderabad Marketing Division (501 Km).
7. Tatipaka Refinery (90 Km).
8. Field – 7 Rigs and 19 Installations.
 Table - 2

MAN POWER SUMMARY OF RAJAHMUNDRY

ASSET

CLASS – I
E1 197
E2 179
E3 122
E4 244
E5 217
E6 43
E7 9
E8 1 EXECUTIVE
E9 2 CATEGORY
TOTAL 1014

CLASS – II
CLASS – II 154
TOTAL 154

CLASS – III
A1 1
A2 12
A3 3
A4 31
TOTAL(ASSISTANT) 47

S1 37
S2 19
S3 5
TOTAL 61 UNIONISED
(SUPERVISORY) CATEGORY OF
EMPLOYEES
CLASS – IV
W1 25
W2 129
W3 1 (as – on – date)

W4 1
W5 7
W6 5 Source: Primary data
collected from external
TOTAL 168 guide

TOTAL(C1+C2+C3+C4 144
) 4
DEPARTMENTS
The Departments in the ONGC are acknowledged as services. There are mainly seven
services in the Rajahmundry asset. They are again divided into different sub –services
based on their work.

They are:

1. Engineering services

2. Drilling services

3. Logging services

4. Well services

5. Support services

6. Surface team

7. Sub – surface team

Chapter-3

DATA
ANALYSIS
&
 INTERPRETATIO
N

Initially, the study is conducted to understand how many of the sample employees
belong to different leadership styles. For the purpose of the study, a leadership
questionnaire is administered to identify the leadership styles among sample employees;

Upon further analysis the following information is analyzed

from the questionnaire;
Graph – 1
Graph – 2
Graph – 3
Graph - 4
In the second phase of questionnaire administration, the respondents were given a
questionnaire to understand from them their preferences of corporate culture. For the
purpose of the study,

Upon further analysis the following information is analyzed

from the questionnaire; the following are the results that were observed;

Graph – 5
Table - 8
Graph – 6
Graph – 7
Table - 10
Graph – 8
Table - 11
Corporate culture preferences for Facilitating
Leadership:
Interpretation:

From the above table it is implicit that out of 185 respondents, 25% of them
prefer Relationship Culture and 75% of them prefer Response culture under
facilitating leadership.

Graph – 9
 Table - 12

Corporate culture preferences for Delegating

Leadership

Interpretation:

From the above table it is implicit that out of 185 respondents, 70% of them
prefer Response Culture, 20% of them prefer Relationship culture and 10% of
them prefer Performance culture under Delegating leadership.
Graph – 10
 Table - 13

Corporate culture preferences for Coaching

Leadership
Source: Primary data collected through questionnaire

Interpretation:

From the above table it is implicit that out of 185 respondents, 50% of them
prefer Relationship Culture, 22% of them prefer Responsive culture and 14% of
them prefer Performance culture and 14% of them prefer Control culture under
Coaching leadership.
Graph – 11
Table – 14
Corporate culture preferences for Directing Leader

Interpretation:

From the above table it is implicit that out of 185 respondents, 56% of them
prefer Relationship Culture, 22% of them prefer Control culture and 11% of
them prefer Performance culture and 11% of them prefer Performance culture
under Directing leadership

Graph – 12
Chapter-4

FINDINGS
&
SUGGESTIONS
Objective One
The primary objective of the study is to understand the dynamics of leadership styles
and Corporate Culture preferences of employees in ONGC, Rajahmundry Asset.

A total of 185 employees were surveyed. Findings and analysis of the data are
presented follows. Results are arranged and presented by research objective and include
objectives.

Table – 15

Distribution table of Leadership styles and Corporate

culture preferences

Objective two
Objective two of the study is to study specifically leadership styles of Graduates and
Post graduates in ONGC, Rajahmundry Asset as measured by the questionnaire
designed by Paul Hersey and Kenneth Blanchard. Scores for all respondents were
calculated on their response sheet. Table.18 illustrates the distribution of respondents.

Hypothesis statement:

There is no significant relationship between Graduates and Post graduates in their

leadership styles.
The following data is analyzed to find “The significant relationship between Graduates
and Post Graduates” for the above mentioned Leadership styles.

Table – 16

Findings:
 The Chi-Square distribution for 3 degrees of freedom, the table value at 5%
level of significance is 7.815. The calculated value is 5.8659. As the calculated
value is less than the table value and hence null hypothesis is accepted.

 It is interesting to find that Coaching leadership style is predominant in ONGC

employees.

Objective three

Objective three of the study is to study specifically Corporate Culture preferences of

Graduates and Post graduates in ONGC, Rajahmundry Asset as measured by the
questionnaire designed by Steven.L.McShane. Scores for all respondents were
calculated on their response sheet. Table.21 illustrates the distribution of respondents.

Hypothesis statement:

There is no significant relationship between Graduates and Postgraduates in their

Corporate Culture preferences.

The following are the results that were analyzed with reference to find “The significant
relationship between Graduates and Post Graduates” for the above mentioned Corporate
Culture preferences.
FINDINGS:
 The Chi-Square distribution for 3 degrees of freedom, the table value at 5%
level of significance is 7.815. The calculated value is 8.2351. As the calculated
value more than the table value; hence the null Hypothesis is rejected. This
means that there is a significant relationship that exists between the Corporate
Culture preferences among the Graduate and Post graduate employees of
ONGC, Rajahmundry.

 It is interesting to find that that Relationship culture is predominant among all

Corporate Culture preferences.

SUGGESTIONS
 The leadership style and Communication style must be congruent so as to
acquire the best output from the employees.

 The Management has to further investigate whether the leadership style is

consistent to the company goals and objectives.

 Is the existing or predominant corporate culture is consistent with the company

goals should further be investigated by the management.
 CONCLUSIONS

CONCLUSIONS
 The predominant leadership style that is being observed among ONGC –
Rajahmundry Asset employees is “COACHING LEADERSHIP STYLE”.

 The predominant Corporate culture that is preferred by Employees in ONGC ,

Rajahmundry is “Relationship culture”

 There is no significant relation between the leadership styles among the

Graduates and Post graduates in ONGC.

 There is significant relation between the Corporate culture preferences among

the Graduates and Post graduates in ONGC, Rajahmundry
 SUMMARY

As a part of my course curriculum, I underwent summer project in ONGC Rajahmundry

asset, Rajahmundry. The Purpose of doing the project is to understand Leadership styles
and corporate culture preferences of ONGC employees. In order to achieve the above
purpose three objectives were designed:

 The primary objective of the study is to understand the dynamics of leadership

styles and Corporate Culture preferences of employees in ONGC, Rajahmundry
Asset.

 To study specifically leadership styles of Graduates and Post graduates in

ONGC, Rajahmundry Asset.

 To study specifically the Corporate Culture preferences among Graduates and

Post Graduates in ONGC, Rajahmundry Asset.

 To offer suggestions based on research findings and conclusions.

The research finding offered gives to conclude that Coaching leadership style is pre-
dominant in ONGC, Rajahmundry asset. Also, Relationship culture is most preferred
by employees of ONGC, Rajahmundry asset.

Basing on the above research findings the following suggestions were offered:

 The leadership style and Communication style must be congruent so as to

acquire the best output from employees.

 The Management has to further investigate whether the leadership style is

consistent to the company goals and objectives.

 Is the existing or predominant corporate culture is consistent with the company

goals should further be investigated by the management.

The conclusions that are drawn from the above study are:

 The predominant leadership style that is being observed among ONGC –

Rajahmundry Asset employees is “COACHING LEADERSHIP STYLE”.

 The predominant Corporate Culture that is preferred by Employees in ONGC,

Rajahmundry is “Relationship culture.”

 There is no significant relation between the leadership styles among the

Graduates and Post graduates in ONGC.
  There is significant relation between the Corporate culture preferences among
the Employees in ONGC, Rajahmundry

Some learning points for me that are being observed from and while doing the project
are:
1. The Process and definite procedure to communicate with subordinates and
superiors.
2. The process of handling and maintaining relations with the employees.
3. The importance of being on time and doing every task in time.
4. The kind of response that needs to be given in time of need when there is
urgency.
5. The systematic procedures that followed considering the protocol and position
of the employee.

SCOPE FOR FURTHER RESEARCH

 The present study is conducted in ONGC, Rajahmundry asset the results of the
study cannot be conclusive of other Assets located at different parts of the
country.

 Similar research can be conducted at other assets to examine the Leadership

styles& Corporate Culture preferences of the employees.

 Another study can also be conducted to understand the Impact of the corporate
culture preferences of employees on leadership styles and vice versa.
 BIBLIOGRAPHY

1. Richard A. Swanson, Elwood F. Holton, Foundations of Human Resource

Development, Book Published by Berrett – Koehler Publishers, 3-4

2. V.S.P.Rao, Management theory and Practice. Excel books. Leading, Chapter 6,182-
183,187
3. C.Appa rao, K.Sivaramakrishna. Organizational Behavior, Excel books, Leadership
Theories and styles, Chapter 14,264-271

4. L.M.Prasad. (1994). Principles & Practice of Management. Leadership, Leadership

theories, Chapter 25. 582-587

5. Steven.L.McShane, Mary Ann Glinow, Radha sharma (2008), Organizational

Behavior,Mc Graw Hill, 4th edition, Corporate culture preferences,
Copyright2000Steven.L.McShane. 518.

6. Oil and Natural gas history, Profile, vision, Mission Retrieved on April 15, 2010
www.ongcindia.com

7. What Is Human Resource Development (HRD), By, About.com Guide.Retrieved on

June 8, 2010,
http://humanresources.about.com/od/glossaryh/f/hr_development.htm

8. Directing Leadership Style, Career dictionary, Retrieved on June

7.2010.http://www.money-zine.com/Definitions/Career-
Dictionary/Directing-Leadership-Style/

9. Effective Leadership Styles An article that talks about effective leadership styles and
the various characteristics associated with each leadership style. By Uttara Manohar,
Retrieved on June 7, 2010. http://www.buzzle.com/articles/effective-
leadership-styles.html

10.Want to work with me? The ideal corporate culture by BINDU SRIDHAR Retrieved on
June 7,2010
http://www.thehindu.com/jobs/0401/2004011400341000.htm

11.Definition of Corporate Culture By Debra Thorsen Retrieved on June 4, 2010

http://ezinearticles.com/?Definition-of-Corporate-Culture&id=99997

12.Indian Economy : Oil & Gas Industry in India, Retrieved on April 20 , 2010
http://www.iloveindia.com/economy-of-india/oil-gas-industry.html

13.Indian Oil & Gas Industry Retrieved on April 20, 2010.

http://www.bharatbook.com/bookdetail.asp?bookid=5788&publisher

14.Petrochemical Industry, Retrieved on April 20, 2010.

http://business.mapsofindia.com/petrochemical/

15.Industry > Oil & Gas, Retrieved on April 20, 2010.

http://www.ibef.org/industry/oilandgas.aspx
 QUESTIONNAIRE

SRI VASAVI ENGINEERING COLLEGE

 (Affiliated to Jawaharlal Nehru Technological University,
Kakinada)

DEPARTMENT OF MANAGEMENT STUDIES

A STUDY ON “Leadership Styles &

Corporate culture preference”
With special reference to
Oil &Natural Gas Corporation,
RAJAHMUNDRY

Dear respondents,

I am Sudeep Kumar, Pursing MBA 2nd Year from Sri

Vasavi Engineering College, Tadepalligudem.

As a Part of the academic program I have to submit a

project report in the specialization of HR. Therefore, I have
selected a project “Leadership Styles & Corporate
Culture Preferences” with special reference to ONGC.

I request you to please spare your valuable time and

respond to all the questions in the enclosed Questionnaire,
your response will help me in bringing out a practical and
meaningful report. The data furnished by you will be used
for academic purpose only and strict secrecy will be
maintained. I take this opportunity to thank you for your
response.

SUDEEP KUMAR.D
 Questionnaire

A STUDY ON “Leadership Styles & Corporate

culture preference”
With special reference to
ONGC, RAJAHMUNDRY

Name: _______________________ Present Designation:

_________________________

Department: _____________________ Qualification:

___________________________

Total experience: _____________________ Experience in

ONGC:________________

Gender: ______________________________

Please use the following marking scale:

1. to almost no extent
2. to a slight extent
3. to a moderate extent
4. to a great extent
5. to a very great extent
1 I check staff’s work on a regular basis to 1 2 3 4 5
assess their progress and learning.
I hold periodic meetings to show support for
2 1 2 3 4 5
company policy and mission.
I appoint staff into task groups to action
3 1 2 3 4 5
policies affecting them.
I provide staff with clear responsibilities and
4 allow them to decide how to accomplish 1 2 3 4 5
them.
I make sure staff are aware of, and
5 understand, all company policies and 1 2 3 4 5
procedures.
I 89rganizat staff’s achievements with
6 1 2 3 4 5
Iencouragement
demonstrate eachandStaff
support.
the task involved 1 2 3 4 5
9 Iindiscuss any organisational
doing the job. or policy
7 1 2 3 4 5
changes with staff prior to taking action.
10 I meet staff
discuss theregularly to discuss
89rganization’s their needs.
strategic 1 2 3 4 5
8 1 2 3 4 5
mission with staff.

I avoid making judgments or premature

11 1 2 3 4 5
evaluation of ideas or suggestions.
I ask staff to think ahead and develop long-
12 1 2 3 4 5
term plans for their areas.
I set down performance standards for each
13 1 2 3 4 5
aspect of my staff’s job.
I explain the benefits of achieving their work
14 1 2 3 4 5
goals to staff.
I explain the benefits of achieving their work
15 1 2 3 4 5
goals to staff.
I emphasize the importance of quality and I
16 allow my staff to establish the control 1 2 3 4 5
standards.
I have a system that staff report back to me
17 1 2 3 4 5
after completing each step of their work.
I hold regular meetings to discuss work
18 status. 1 2 3 4 5

I provide staff with the time and resources

19 to pursue their own developmental 1 2 3 4 5
objectives.
I expect staff to create their own goals and
20 objectives and submit them to me in 1 2 3 4 5
finished form.
I try to assign work in small, easily
21 1 2 3 4 5
controlled units.
22 I focus on opportunities and not problems. 1 2 3 4 5
I avoid evaluating problems and concerns as
23 1 2 3 4 5
they are discussed.
I ensure that information systems are timely
and accurate and that information is fed
24 1 2 3 4 5
directly to staff.
 Source: Leadership styles questionnaire by Paul Hersey and Kenneth Blanchard

COPORATE CULTURE PREFERENCE SCALE

Please tick your choice

I would prefer to work in an Organization:

1) a. Where employees work well together in teams

or
b. That produces highly respected products

2) a. Where top management maintains a sense of order in the workplace

or
b. Where the organization listens to customers and responds quickly to their
needs.

3) a. Where employees are treated fairly

or
b. Where employees continuously search for ways to work more efficiently

4) a. Where employees adapt quickly to new work requirements

or
b. Where corporate leaders work hard to keep employees happy

5) a. Where senior executives receive special benefits not available to other

employees
or
b. Where employees are proud when the organization achieves its
performance goals

6) a. Where employees who perform the best get paid the most
or
b. Where senior executives are respected

7) a. Where everyone gets their jobs done like clockwork

or
b. That is on top of innovations in the industry

8) a. Where employees receive assistance to overcome any problems

or
b. Where employees abide by company rules
9) a. That is always experimenting with new ideas in the market place
or
b. That expects everyone to put in 110 percent for peak performance

10) a. That quickly benefits from market opportunities

or
b. Where employees are always kept informed about what’s happening in
the organization.

11) a. That can quickly respond to competitive threats

or
b. Where most decisions are made by the top executives.

12) a. Where management keeps everything under control

or
b. Where employees care for each other.
Source: Copyright2000,
Steven.L.Mcshane