Project Report On HRD Climate

jA Project Report On
HRD Climate Survey

At
The Surat District Co-operative Milk Union Ltd

Surat
Prepared By Chirag Godhani PGDBM (MBA)-III Submitted To Indian Institute of Management Training Pune (2008-10)
PREFACE
A Project is a scientific and systematic study of a real situation or problem intended to resolve the problem with application of management concept and skills. As per the syllabus of PGDBM(MBA) of IASE University the practical study allows student exposure to the real business environment. They get to know all the practical aspects of the study, which later will be very helpful in the professional life as well as the corporate world. THEORY WITHOUT NO PRACTICE HAS NO FRUIT PRACTICE WITHOUT THEORY HAS NO ROOT The above proverb is enough to understand the interdependence of theory and practical on each other. Teaching gives an insight into the theoretical aspect of the management, but implementation of theory in real situation gives practical knowledge about the management. A developing country like India needs technically skilled and competent managers having theoretical and also practical knowledge. This report is based on my observation and information provided by executive, HR officers and some subordinates of The Surat district co-operative milk producers union ltd (SUMUL). Here in this human resource report, I try my best to present different aspects and components regarding organizational Climate of company.
ACKNOWLEDGEMENT
Firstly and Mostly I am thank full to SUMUL for allowing me to do summer project internship for two month so that I can come in to touch in real corporate world. I am thankful to Mr. BUPENDRA D.DESAI (Asst. Manager) who gives me permission for summer training in SUMUL. I would like to give especial thank Mr. RAVINDRA SHALI (Senior Executive - Labour Welfare) for providing me pull of guidance and information about my topic as well as real organisation condition. It was lifetime unforgettable experience of working under you, Sir. He also provided me guidance related to my career. I am sure that it will help me throughout my organizational lifespan. In addition to allowing me to visit all departments the dairy and study the organization, they provided me with many details, which were very useful to get ideas of importances of HR section in organization, also helps me out for preparing this report. I would like to acknowledge our gratitude and Thank to Prof. VANITA KAUR, Course cocoordinator, for catering me for the opportunity to have real life experience.
-Chirag Godhani
Declaration
I Chirag Godhani, hereby declare that all information furnished in this report, is my original work containing authentic facts. This questionnaire is for study purpose of MBA student. Data given by respondent will keep confidential. It will solely use for report purpose of student only. This piece of work is only being submitted to Indian Institute of Management Training in partial fulfillment for degree of PGDBM.
(Chirag Godhani) Date: / /2009
Table of Contents
Serial No 1 Introduction 1.1 1.2 1.3 About Organisation What is HRD Climate Survey Aims of Organisation Climate Survey Chapter Page No
in Organisation 1.4 1.5 2 Objective of Study Scope of HRD Survey
Research Methodology 2.1 Methods of Data Collection 2.2Organisatioan Climate Survey Process 2.3Hypothesis 2.4Brief Idea about Questionnaire
3 4 5 6 7
Data Analysis & Interpretation Conclusion Suggestions Bibliography Annexure

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Chapter 1: Introduction
1.1). About Organisation

Welcome to SUMUL
Sumul or Surat Milk Union Limited, which is now renamed as The Surat District Co-operative Milk Union Ltd, is one among the 12 district unions which acts as manufacturing units of dairy products for Gujarat Co-operative Milk Marketing Federation Limited, the marketers of Amul and Dhara brand of products.
Introduction
The Sumul district co-operative milk producers union ltd (SUMUL DAIRY) is a co-operative endeavor committed to help marginal farmers and down trodden tribal to lead to a healthy life and better standard of living through scientific animal husbandry practices. Sumul is holding strong brand equity in Surat district and command more than 70% of the liquid milk in surat city, to make the distribute system fast and the delivered milk in time they have as many as 6ilk transportation routes and 1531 agents (1386 regular and 145 full time) The area of operation of SUMUL is the entire district of SUMUL. The present milk procurement of 160.929,736 liters of milk annually makes it the third largest union in the state after the AMUL and Mahesana dairy. The present market of Surat for liquid milk is around 4.5 lack liters per day. This has necessary active development of by product market. Products so far introduced are paneer, ghee, flavored milk, sweet, shrikhand, lassi, butter milk etc.. Sumul consist of 13 board of directors one each of 13 talukas of Surat district and they from themselves elect the chairman. The total numbers of employees are about 1100 besides the contract workers. Hence, the Surat district co-operative milk producers union ltd, SUMUL is trade name and literally meaning sound process, came in to existence on August 22, 1951 The formal commissioning of the pasteurization plant on March 17, 1968 was a turning point for SUMUL.
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History
In the year 1939 Sardar Vallabhbhai Patel went and meet the farmers of Anand and told them that for the trade of milk the dairy was necessary. At that time a person named Tribhuvandas Patel came forward to take the leadership. During that time there was only one dairy POLSUN DAIRY which belongs to Britishs and they use to give very less price for milk to the India Milkmen. In order to support the Indian farmers AMUL DAIRY was established in the year 1946 DDR. Kurien was appointed at this dairy. Dr. Kurien along with Tribhuvandas Patel took the leadership. Indian becomes independent in the year 1947. in the meantime AMUL Dairy got order from the WHO to produce milk Powder from buffalo milk. Dr. Kurien & Mr. Dalaya found the technique of producing milk from buffalo milk. After booking at this Lal Bahadur Shatri took the visit of Ajampur village and promised them to provide with more money fro the systematic development of the dairy industry. For the proper development of the dairy industry NDDB was established at Anand. NDDB started operation 1 programmer for all dairies in 1971-72 in the year 1977 operation Flood-2 started. Transportation machinery & pressmen of milk at low cost and give importance. In the year 1990-operation flood-3 started. Here the farmers were, made aware about their right & responsibilities high productivity of milk at low cost & so the co-operatic of development programs started.
In the year 1998-99 two million tone of milk was produced in Indian & Indian becomes the worlds first milk producing country. Which is more then 68 million of American. So it was called White revolution SUMUL has three chilling center at Bajipura, Navi Pardi and Uchchal for ensuring safe delivery of raw milk to SUMUL where the milk is processed and pack into various type of liquid milk and by product to improved the nutritional feed given to the cattle at village level, the co-operative has establishment a cattle feed factory at chalthan. Sumul also has oil refined oil at the village of DCS level.
Milestone of Sumul Dairy
MILESTONES IN 56 YRS
1970
1951 1968
REGISTRATION OF SURAT DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD. HON.DIVINE PUJYA YOGIJI MAHARAJ OF AKSHAR PURUSHOTTAM INAUGURATED DAIRY PLANT AND NAMED SUMUL DAIRY.
INAUGURATION OF CATTLE FEED PLANT AT CHALTHAN HAVING 200 MT CAPACITY PER DAY.
1975
1979
RAW CHILLED MILK
INAUGURATION OF BAJIPURA CHILLING CENTRE WITH 3 LAKH LTPD

INAUGURATION OF EXTENSION WING OF DAIRY PLANT WITH POLYETHYLENE POUCH PACKING BY DR. V. KURIEN. 1982 INAUGURATION OF MILK CHILLING PLANT HAVING 30,000 LPD CAPACITY AT UCHCHHAL
1985 1988
1992
EXPANSION OF DAIRY PLANT FOR 2 LAKH LTPD CAPACITY. DECENTRALIZATION OF MOBILE VETERINARY SERVICES
1995 1996 1996 1999
INAUGURATION OF 12.5 MTD POWDER PLANT INAUGURATION OF NAVIPARDI CHILLING PLANT WITH 2 LAKH LTPD LAUNCHING OF TOTAL QUALITY MANAGEMENT PROGRAM. LAUNCHING OF TOTAL PRODUCTIVE MAINTENANCE PROGRAM. 2000 2001 2002
ISO 9002 & HACCP 9000 CERTIFICATION OF SUMUL DAIRY ISO 9002 CERTIFICATION FOR CATTLE FEED PLANT ISO 14001 CERTIFICATION OF SUMUL DAIRY ISO 9001 CERTIFICATION OF SUMUL DAIRY
2003 2006 2007-08 2008
ETP PLANT MODIFIED RENOVATION OF MILK POUCH COLD STORE INAUGURATION OF POWDER GO-DOWN AT NPCC(1800 MT)
^ ^^
COMMISSIONING OF OIL PACKAGING STATION AT CHALTHAN FOR PACKING EDIBLE OIL WITH BRAND NAME DHARA
Objective of SUMUL
To provide year round milk market for their surplus milk and to earn reasonable returns for the milk to improve their quality of life. To procure milk and process it into good quality milk and milk products to market it at most economically and efficiently to give maximum overall net returns to the producers and general satisfaction to the consumers. To provide essential technical inputs and services to the producers at their door steps in an economic and efficient manner and also in a way most acceptable to them to increase milk production and to reduce the cost of production. To provides maximum return to producers.
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SUMUL's Vision Statement

"WE ARE SOCIALLY RESPONSIBLE ORGANISATION WITH COMMITMENT TO CONSUMER DELIGHT AND RESPECT FOR ALL. WE BELIEVE IN GROWTH AND CONTINUOUS IMPROVEMENT THROUGH TEAMWORK, TRUST & EXCELLENCE, WITHOUT COMPROMISING OUR HONESTY AND INTEGRITY"
Year
Turnover Milk Procurement Milk Sale Quality
2006-07
RS. 607 Crores 6,59,682 kg/day 595,595 Liters/Per day ISO 9001 HACCP &
2009-20
RS. 4000 Crores 14,10,000 kg/day 13,00,000 Liters/Per day ISO 22000 ISO 14001 &
Production cost
Minimum Production Cost
MPC through 100% automation Consumers oriented, Cost Effective Distribution, Cost Effective Vertical & Horizontal Distribution
Distribution System
Consumers oriented, Quick effective
and
Strategic focus of SUMUL

Co-operative Focus: Village level development, Clean Milk Production & Veterinary Services. Customer & market focus: Relationship, Awareness & Product availability as per their need and time competitors Watch, Own agents relationship, market research. Quality Focus: Continuous Improvement in Quality defined according to Customers. Organization focus: Think globally and act locally.
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Work Area Map of SUMUL
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Work Area Table
Unit
SUMUL DAIRY Navi Pardi Chilling Centre Uchchhal Chilling Centre Bajipura Chilling Centre Sumuldan Factory Nasik Plant Nizer Chilling Centre
Place
Surat Navi Pardi (N.P.C.C.) Uchchhal (U.C.C). Bajipura (B.C.C.) Chalthan (S.D.F.) Nasik Nizer
Capacity
5 Lakh LTPD 2 Lakh LTPD 1 Lakh LTPD 3 Lakh LTPD 200 MT PD --63.000 LTPD
Employees
591 66 49 113 96 --16
Distance From Surat

0 km 25 km 105 km 50 km 18 km --175 km
These 5 chilling center have provided have provided equal opportunities of milk marketing to the distantly inhabited tribal milk producers, which aids the economy of their milk production enterprise or else they would have been obliged to dispose of their milk to the middlemen at very low price. These chilling centers were established with a view to improve the quality of milk and ease pressure at its headquarters. A large plot of area was bought while establishing Navi Pardi Chilling Center keeping in mind to shift the dairy plant from city, if the need arises in future.
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Snapshot on Figures and Graphs
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Product Mix of SUMUL

Products Mix: the set of all products and items that a particular seller offers for sales to buyer.
Liquid Milk
Milk Products
Self Developed Products
Whole Milk
Butter Milk Paneer Ghee
Pasteurized Standard Milk White Butter
Flavors Milk
Sweets Homogenized Toned Milk Skimmed Milk Powder Shrikhand Skimmed Milk
Butter Milk
Sumul Sugar
Cow Milk
Sumul Tea
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Organisation Structure
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Awards won by SUMUL

Award Title
National Energy Conservation Award
Year
2007-08 2007-08 2007 2007
Awarded by
Ministry of Energy Government of India Indian Society For Industry & Intellectual Development Ministry of Agriculture Federation of Gujarat Industries, Vadodara Indian Economic Development and Research Association, Delhi South Gujarat Hotel And Restaurant Association Ministry of Energy Government of India Alumna association college of dairy science and
National Enterprise Honour Award National Award Business Award "Excellence Productivity for Leadership Award Excellence Develoment
2007 in Service" Award
2007 2007 2006
National Energy Conservation Award National Dairy Product Contest Certificate Gram Vikas Award National Energy Conversation Award Golden Peacock Award Judging
2006
Federation of Indian Chambers of Commerce & Industries Ministry of Energy Government of India Institute of Director (International Institute) Online Computerized (OICS) Amazing Bajaj Fair Award Integrated Systems Jamanalal
2006 2006
Manthan-AIF
Award
2006
Bajaj
Fair
Business
Award
2005-06 2005-06
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FGI Award
Federation of Gujarat Industries, Vadodara
The 18th Annual CIO 100 Award Commendable efforts and achievements in the field of 'Industrial Relations' Runners up at CSI-TCS Award 2003-04 for Best IT Usage Intelligent Enterprise Awards 2004
2005 2004 2004 2004 2003-04 2003-04 2003-04 2002-03 2002-03 2001-02 2001-02
CIO 100 Award Federation of Gujarat Industries, Vadodara. Computer Society of India Computer Associates Surat Jilla Sahakari Sangh, Surat Surat Municipal Corporation, Surat Energy & Fuel Users Association of India, Chennai Surat Management Association, Surat Indian Merchant Chamber, Mumbai Surat Management Association, Surat Birla Cellulose, Kharach National Productivity Council, New Delhi Surat Management Association, Surat Council for Fair Business Practice, Mumbai National Productivity Council, New Delhi Quality Circle Forum of
Best Organisation of the District Best Garden of the Company of Surat City Enfuse National Award For Energy Efficiency Excellence Management Excellence Award - 2002 IMC Ramkrishna Bajaj Merit Certificate 2002 Manager of the year 2001 Birla Cellulosic Award for Small Group Activity National Productivity Award (Dairy Development & Production Sector) - 2nd Quality Excellence Award Jamnalal Bajaj Fair Business Practice Merit certificate National Productivity Award (Dairy Development & Production Sector) - 2nd Appreciation Award for Total Award
2001-02
2000-01 2000-01 2000-01 2000

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Productivity maintenance Total Productivity maintenance Award Appreciation Award for Productivity maintenance Total 1999-00 1999 1998-99 1993 1992-93 1990-91 1989-90 1988-89
India, Vadodara Ahmedabad Management Association, Ahmedabad Quality Circle Forum India, Vadodara of
Certificate of merit from National Productivity Council Council for Fair Business Practices Jamnalal Bajaj fair Practice Award National Productivity Award Sardar Patel Saksharta Award National Productivity Award
National Productivity Council, New Delhi Council for Fair Business Practice, Mumbai Council for Fair Business Practice, Mumbai National Productivity Council, New Delhi South Surat Gujarat University,
National Productivity Council, New Delhi
Departments of SUMUL
1. Co operative Development 2. Purchase 3. HRD & ER 4. Marketing & sales 5. Accounts 6. Engineering 7. Quality Control 8. Project 9. Dairy Plant 10. I.T. Department
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HRD&ER Department at Glance

Human Resource Development is the key department of the any business. Human Resource Development is the main part behind the companys success or failure. Personnel management is that part of management, which concerned with people at work and with their relationship within an enterprise. Its aim is, to bring and develop into an effective organization. The men and women who make up an enterprise and having regard for the well being of individual & of working groups to working groups to enable them to make their best contribution to its success. The meaning of Human resource management, labor management or staff management means quite simply the task of dealing with human relationship within an organization. Human resource Management is a continuous process. It cannot stop. Personnel management is a never-ending process. It helps in achieving objectives of company. This is done by proper perform of personnel function like recruitment, selection, training & development, labor activity, motivation, welfare etc. it also helps to keep a smooth relationship between employers & employees. Sumul believes that the most significant resource is its Human Resource and SUMULs Success in the long run depends very much on the quality of its human resources. Human resource comprise the aggregate of employee attributes including knowledge, skill, experience and health, which are presently available to the organization for the achievement of its goal, objectives and service to the society.
The HRD department in SUMUL is known as the HRD & ER (Human Resource Management and Employee Relation).Total strength of SUMUL is 1026 Employees till date. The department is lead by Mr.Bhupendra Desai. The various HRD functions which are carried out at SUMUL include:
1. Establishment of Employees 2. Man power Planning 3. Dealing with issues related to Labour laws 4. Recruitment and Selection 5. Wage & Salary Administration 6. Training & Development 7. Time Keeping 8. House Keeping 9. Telephone Operating Section 10. Parcel Section
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Structure of HRD&ER Department
Board of Director
Chairman
Managing Director
Assistant Manager
Executive Officer
Senior Executive
Junior Executive
Senior Assistant
Junior Assistant
Technician
Workman
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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 challenge in the job. To foster a climate of creativity, innovation and enthusiasm. To enhance the quality of life of employees and their family.
Role of HR in SUMUL
Alignment of HR vision with Corporate Vision Shift from support group to strategic in business operations HR as a change agent. Enhance productivity and performance by developing employee competency and potential. Developing professional attitude and approach Developing Global Managers for tomorrow to ensure the role of global players.
Human Resources Activities

The main activities of this department are selection, training, recruitment, and welfare actives. To diffuse the effect of Global Competition, Sumul has adopted the latest concepts of management practices and provided appropriate training with the help of leading institute from time to time for up-gradation & development of its Human Resource. Some of the efforts of Sumul to achieve this are: Employee Personality Development (Attitude, skill & knowledge) Self Development (Self management Leadership, Meditation) Total Quality Management, QC, SGA, Kaizen, SQC Total Productive Maintenance Meditation Hall 1995 1995 1996 1999 2000
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1.2). What is HRD Climate Survey.??

Introduction:
If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave, but there can be no general Prescription of an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development.
Meaning of HR+D+Climate
HR means employees in organisation, who work to increase the profit for organisation. Development, it is acquisition of capabilities that are needed to do the present job, or the future expected job. After analyzing Human Resource and Development we can simply stated that, HRD is the process of helping people to acquire competencies. Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organisation conduct themselves with outsiders. (It is provided by an organisation.) Organizational climate is a set of characteristics of an organisation which are referred in the descriptions employees make of the policies, practices and conditions which exist in the working environment. Abraham An organisation became dynamic and growth oriented if their people are dynamic and proactive. Through proper selection of people and by nurturing their dynamism and other competencies an organisation can make their people dynamic and pro-active. To survive it is very essential for an organisation to adopt the change in the environment and also continuously prepare their employees to meet the challenges; this will have a positive impact on the organisation.
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1.3). Aims of Organizational Climate survey in Organisation

Top to Bottom effort: - Organisation is considered to be complete organisation after including top authority to bottom line of workers. And whenever we talk about development at organizational level effort is needed from top level to bottom level. Top authority should not have thinking in their mind that their task is to only take decisions but they should also emphasized on proper implementation of decision by adopting various controlling technique. Bottom level workers should have loyal mind-set towards their organisation. Bottom level workers have to work with dedication. They should have realization that organisation is their organisation. Motivator role of Manager and Supervisor : - To prepare Human Resource Development Climate, Manager and Supervisors responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the employees. To help the employees at lower level they need to updated properly and they need to share their expertise and experience with employees. Faith upon employees : - In the process of developing HRD Climate employer should have faith on its employees capabilities. Means whatever amount is invested that should be based on development of employees. Top management should trust the employees that after making huge effort to develop employees, employees will work for the well being of organisation and for human being also. Free expression of Feelings : - Whatever Top management feels about employees they have to express to employees and whatever employees think about top management it must be express in other words we can say that there should not be anything hidden while communication process. Clear communication process will help to establish the HRD Climate. Feedback : - Feedback should be taken regularly to know the drawbacks in system. This will help to gain confidence in employees mind. Employee will trust on management and he can express his opinion freely which is very good for HRD Climate. Feedback will help to remove the weakness. Helpful nature of employees : - Whenever we talk about 100% effort then we have to talk about employees effort too. Nature of employees should be helping for management and for its colleagues. They should be always read to help to customers too. Supportive personnel management: - Personnel policies of organisation should motivate employees to contribute more from their part. Top managements philosophy should be clear towards Human Resource and its well being to encourage the employees. Encouraging and risk taking experimentation : - Employees should be motivated by giving them authority to take decision. This concept is risky but gradually it will bring expertise in employees to handle similar situation in future. It will help to develop confidence in employees mind. Organisation can utilize and develop employees more by assigning risky task.
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Discouraging stereotypes and favouritism : - Management need to avoid those practices which lead to favouritism. Management and Managers need to give equal importance. Those people who are performing good they need to appreciated and those who are not performing good they need to be guided. Any kind of partial behaviour should be avoided. Team Spirit : - There must be feeling of belongingness among the employees, and also willingness to work as a team. Organizational Climate Assessment The Organizational Climate Assessment is a powerful instrument, especially when provided organization-wide with specific departmental demographic separation and analysis. Each category has been designed to assess one of the key categories, which affect employee performance. This assessment should be administered anonymously company wide, broken out by departments of 6 or more people to protect the identities of respondents. Every precaution should be taken to insure confidentiality in order that respondents will feel comfortable sharing their true opinions and perspectives. The objective of performing an employee climate assessment is to identify the key areas which are hindering production, reducing effectiveness and which might generate unexpected costs in the near future. The idea and approach is for the organization not to simply perform an academic exercise, simply because they do it at this time every year, but to critically examine themselves to see where the company and its employees might be finely tuned to generate higher levels of performance. Once identified, opportunities to strengthen existing approaches, which are working well, as well as select appropriate interventions for addressing the weakest areas, should be aggressively pursued for the maximum benefit of everyone. This assessment is designed with the following assumptions in mind: Fundamental care of the employee as an asset Organizations are successful because of the quality of work employees perform. When employees are cared for, and the right environment is created where there are no barriers to performance, their true value to the organization can be fully realized. Respect for the dignity of the employee and the sensitivities of human beings Humans have fundamental needs for safety and security, affiliation and acceptance, involvement as well as self-actualization. The extent to which these and other human needs are fulfilled lead to higher levels of commitment, initiative and performance. Organizations, who include an emphasis on fulfilling the needs of their employees to some extent, will enjoy a more productive and stable workforce.
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Full understanding of the realities of business This assessment is written with full realization of the realities of business, and not an unrealistic utopian view of an idealized work environment. The factors emphasized and measured in this assessment are the important levers to optimizing employee workplace performance, not just creating an environment where everyone feels better. Embracing optimization and improvement An irrefutable trend in business today, continuous improvement and increasing levels of efficiency are a way of life, and these factors are given appropriate emphasis in this assessment because they represent an ever present dynamic with which every employee must deal. Keys to motivation and commitment Rather than only identifying potential problem areas to be avoided, this assessment focuses on areas where human behavior can be leveraged more positively to create employees with higher levels of motivation and commitment.
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Measuring HRD Climate
Economic condition:An organizations economic condition influences its culture in several ways. The more prosperous an organisation is the more it can afford to spend on research and the more it can afford to risk and be adventurous. Leadership Style:An organisation leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organizations culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.
Managerial assumption about human nature:Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behavior. There are two theories of behavior (Theory X and Theory Y). Managerial values and ethos:The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are selfawareness, risk-taking, participation, bureaucracy, equity, employees security and growth. Organisation size: An small organizations there are few levels of management, these are generally more amenable to democratic and participative functioning than big organisations. More open communication system in small organisations. Hence these organisations have a different type of climate than what are in big organizations.
Measurement of climate seeks to identify the components of both bad and good climate, both in absolute terms and perceptual terms. While there are commercial instruments that measure climate, there are powerful arguments for having one tailor-made to the organisation, and that changes as the organisation changes. Generally, the areas of interect to measure are:

External environment - organisational interface with it Organisational leadership / mission Organisational structure / systems Organisation and you Management practices Working - co-workers / teams / supervisor Self - at work - your role, development, opportunities, motivation, commitment, stress
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Difference between organisation Climate and Culture

We can compare organizational culture and climate to personality and mood. The former is enduring; the latter is temporary. We acquire our basic personalities early in life, but our moods can shift several times in one day. Organizational culture is not quite as fixed as personality, however, so the analogy is not perfect. It is hard to change an organization's culture but not as difficult as changing your personality. Also, organizational climate can last so long it becomes indistinguishable from culture, like being in a bad mood for months on end. Generally, however, climate is easier to change. During an economic downturn, people are worried about their jobs, then suddenly a big order comes in and everyone breathes a sigh of relief, so the climate improves. Understanding Organizational Climate Typical climates correspond to human feelings or moods: excitement, depression, anger, fear, optimism or anxiety. Like human mood, an organization's climate can be caused by internal and external factors. If the CEO or other prominent leaders are in a certain mood, they can infect the entire organization. Leaders whose moods are highly variable could lead teams with wildly fluctuating climates. Just as most people won't be in the same mood all the time, we can't expect an organization's climate to be unchanging. Shifting emotions are a good thing as it makes the organization seem more human. It would feel like being part of a machine if the climate of your workplace never altered. An emotionally variable climate is, like a similarly expressive person, more open, transparent and understandable. We feel comfortable when we can read another person's feeling. The same applies to our workplace. It's unhealthy to suppress emotion in organizations or people. Understanding Organizational Culture Just as top executives can influence climate, they can also set the tone for the culture. If the CEO is an entrepreneur, the culture will be one that makes fast decisions, takes risks and likes to innovate. Apple Computers would be a good example of an entrepreneurial culture. Insurance companies and banks tend to have very different cultures, dominated by avoidance of risk. Such processing cultures need elaborate rules to ensure consistency and efficiency. An engineering culture like aircraft manufacturers or phone companies, value technical competence and high quality. Then there are marketing cultures that are very sales oriented. They tend to be populated by dynamic, lively, outgoing people. Scientific cultures are common in medical or drug manufacturing companies where there is an insistence on pure research to back up new proposals. It is not this simple, of course. Cultures can vary a great deal within a particular industry. Organizations might have a culture of blame, fun, hard work, equality, career development, environmental consciousness or any other personality trait. Before understanding HRD climate, we should know that organizational climate and culture is two different concepts. A distance needs to be made between organizational climate and
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organizational culture, organizational culture consists of managerial and employee beliefs and value that define the way in which the business of an organisation is conducted. Change in an organization calls for its leaders to recognize and balance both culture and climate dimensions. Both terms in organisation has difference meaning. Components of both climate and culture are given below
Organizational Culture
1. Value 2. Beliefs 3. Myths 4. Traditions 5. Norms
Organizational Climate
1. Leadership 2. Communication 3. Reward 4. Trust 5. Commitments 6. Vision and Strategies 7. Organization Consecutiveness
Bad-Climate

Good-Climate

Fear, Crisis, Anxiety, Workplace aggression, Employee and executive burnout, Employee turnover, Politicking, Decay, Hopelessness, Stagnation
Respect, Support. Entrepreneurialism, Innovation, Cooperation, Performance, Profitable management practices, Knowledge management, Organisational learning Employee readiness to change,
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1.4).Objective of Study
An Organizational Climate Survey can provide a fast, easy, and thorough representation of your company culture. From that benchmark, you can strategize action plans for growth toward desired culture. Re-administer the survey in twelve months to measure the efficacy of your development strategy. This continuous cycle of assessment will help ensure the health of your organization.
1. To analyze the overall work culture of the organization. 2. To study the satisfaction level of the employees at personnel, inter personnel & organizational level. 3. To measure the effectiveness of communication system & other work processes. 4. To study employees attitude towards their direct supervisor & senior management. 5. To study employees attitude towards providing services to their external customer.
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1.5). Scope of HRD Climate

The organizational climate consists of:Organizational Structure:An organizations structure is actually a snapshot of a work process, frozen in time so that it can be viewed. The structure enables the peoples energy to be focused towards process achievement and goal achievement. Employee must have a clear definition of not only the work structure but also the role used to organize the work. If the structure and the role is not clear, people will not know what the work process is, who is responsible for what, whom to go for help and decision, and who can Assist in solving problems that may arise. Organizational Culture:Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists within an organisation. Organizational culture may result in part from senior management beliefs or from the beliefs of employees. Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organisation. The most effective work culture is one that supports the organizations HR strategies by aligning behaviors, processes and methods with the desired results. It is not just achieving results but the methods through which they are achieved that are critical to long-term success. Before any HR strategy is designed there must be a clear understanding of the organisation, its current values, its structure, its people as well as its goals and vision for the future. HR Processes:The HR system of an organisation should be comprehensive enough to take care of employees from the time they join till the time they leave HR. Their demands must not be ignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that employees faith in organisation. From recruitment to retirement whole process should be according to employees expectation and ability of employer.
Importance of looking at the organisation climate are:

It is essential to work on because directly or indirectly this environment affects the organization and the employee. Environmental factors of HR are prime influencing elements of change in HR strategy. It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities. It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat. It forms a basis of aligning the organisation strengths to the changes in the environment.
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Chapter 2 Research Methodology
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2.1) Method of Data Collection

Source of data collected for survey is completely Primary data through questionnaire and personal interview by me. The data was collected by survey methods using a questionnaire consisting of 25 questions consisting of different categories like organisation design, individual jobs characteristics, co-worker relations, culture, senior management, direct supervisor and work processes communication. Sample Design A sample of 56 employees was selected consisting 7 managers, 10executives, 16assistants & 23 work men. The sample was selected by random sampling method.
Categories Respondents
Manager Executives Assistants Workmen Total 7 10 16 23 56
Manager 7 Workmen 23 Executives 10
Assistants 16
Analysis The analysis of the data is made using cross tabulation & Frequency chart and use of bar chart.
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2.2) Organizational Climate Survey Process:

Phase I - Survey Design Start with our standard survey. Customize utilizing our database of more than 1400 questions. Or write client-specific questions.
Phase II - Rater Orientation & Project Set-Up Introduce the process to all of the raters, explaining the who, what, when, where, why, and how of organizational assessment and action planning.
Phase III - Survey Administration Each rater will complete the survey via web interface (or diskette or paper if needed), providing numerical ratings and written comments for each question.
Phase IV - Report Generation Provide summary reports of survey outcomes in a variety of categories including by department and as an organization.
Phase V - Survey Interpretation and Action Planning An expert coach meets with senior managers to interpret survey results, identify underlying trends and develop action plans.
34
2.3) Hypothesis
1. Data given by respondents is true, adequate and without any kind of biased factors. 2. The survey is been made on the basis of in-plant training of two month so it is assume that time period for survey is sufficient. 3. Random sampling method is used so that fair chance can be given to entire population with justice to each levels of hierarchy. 4. Sample includes all levels of employees so that survey can reflects true picture of climate of organisation. 5. For survey, Primary data is given more focused so that it shows true organizational climate.
35
2.4) Brief idea about Questionnaire

Questionnaire is been made from the book THE HRD MISSIONARY by T.V.Rao and necessary changes is been made according to instruction by Senior Executive office (HRD & ER) and Vanita Kaurmaam. Questionnaire includes twenty five statements with four scale rating. Questionnaire is been divided in to five categories so that mostly all important aspect can be covered in questionnaire. Those categories namely
1. Supervision Aspects 2. Inter-personnel Relation 3. Working Environment 4. Reward and Appreciation Aspects 5. Training and Welfare activities
Instructions
Respondents have to give rating to the statements from four options. Statements are having answers like 1. Almost Always True 2. Mostly True 3. Rarely True 4. Not at all True Respondents suppose to make tick mark oppose these options according to their views and thinking about statement itself.
36
3.Data Analysis & Interpretation
37
Analysis by frequency table & Bar Charts

Category: Supervision Aspects
1) Senior officers/executives in this organisation take active interest in their junior and help them learn their job.
Scales
3 2 1 0
Denotes
Almost always True Mostly True Rarely True Not at all True Total
Frequency
10 32 13 1 56
Percentage Cumulative Percentage

18% 57% 23% 2% 100 18% 77% 98% 100%
Supervision Aspect
1 10 13
Almost always True Mostly True Rarely True Not at all True
32
Conclusion:-the chart above shows supportive environment between senior and junior for their respective work.
38
2) When behavior feedback is given to employees they take it seriously and use it for development.
Scales
3 2 1 0
Denotes
Frequency
13 31 10 2 56

23% 55% 18% 4% 100 23% 78% 96% 100%
Supervision Aspect
2 10 13
31
Conclusion:-It shows the openness of the sub ordinate for having feedback from their respective superior.
39
3) Delegation of authorities to encourage juniors to develop handling higher responsibilities is quite common in this organisation.
Scales
3 2 1 0
Denotes
Frequency
15 26 12 3 56

27% 46% 21% 6% 100 27% 73% 94% 100%
Supervision Aspect
3 15 12 Almost always True Mostly True Rarely True Not at all True
26
Conclusion:-In SUMUL, Superior always try to find out potentials of employees by delegating authorities.
40
4) Career opportunities are pointed out to juniors by senior officers in the organisation.
Scales
3 2 1 0
Denotes
Frequency
7 29 18 2 56

13% 52% 32% 3% 100 13% 65% 97% 100%
Supervision Aspect
18
29
Conclusion:-In SUMUL. Superior also guide their respective subordinate to show them right path for making right corporate career.
41
5) Senior guides their junior and prepares them for future responsibilities/roles they are likely to take up.
Scales
3 2 1 0
Denotes
Frequency
8 34 14 0 56

14% 61% 25% 0% 100 14% 75% 100% 100%
Supervision Aspect
34
Conclusion:-Employees believe that their superior helps them to cop up with new role and responsibilities.
42
Designation wise Bar Chart Analysis

Supervision Aspects
Almost Always True Mostly True Rarely True Not at all True
12 9 6 4 3 2 1 1 1 3 2 1 3 3 3 2
Managers
Executives
Assistants
Workmen
Scales
Almost Always True Mostly True Rarely True Not at All True Total
Managers Executives Assistants

2 4 0 1 7 2 3 3 2 10 3 9 1 3 16
Workmen
6 12 3 2 23
Conclusion: The above bar chart represents the views of different designated employee
about supervision aspects of the organisation. From the above bar chart we can say that the views of different designated employees are different about supervision aspects.
Category: Inter Personnel Relation

43
6) The top management of the organisation makes efforts of identifying and utilizes the potential of the employee.
Scales
3 2 1 0
Denotes
Frequency
8 34 11 3 56

14% 61% 20% 5% 100 14% 75% 95% 100%
Inter-personnel Relation
11 Almost always True Mostly True Rarely True Not at all True
34
Conclusion:-The data and Chart above shows that employees believe that top management always try to find out employee capabilities and KSAs.
44
7) People in this organization do not have any fixed mental impression about each other.
Scales
3 2 1 0
Denotes
Frequency
11 27 15 3 56

20% 48% 27% 5% 100 20% 68% 95% 100%
3 11
15
27
Conclusion:- from above Chart we can say that In SUMUL employees do not carry with any kind of fixed thinking about each other.
45
8)
Weakness of employees is communicated to them in a non-threatening way.
Scales
3 2 1 0
Denotes
Frequency
12 29 14 1 56

21% 52% 25% 2% 100 21% 73% 98% 100%
29
Conclusion:-Result above shows that management is also take care that the weakness is not permanently, by right way of communication they can improve the strength.
46
9)
People trust each other in Organization.
Scales
3 2 1 0
Denotes
Frequency
17 29 10 0 56

30% 52% 18% 0% 100 30% 82% 100% 100%
29
Conclusion:-It shows that most of the employees trust each other. It shows that the employees in SUMUL treat their colleague as family.
47
10) When senior delegates authority to junior, the juniors use it as an opportunity to development.
Scales
3 2 1 0
Denotes
Frequency
7 39 8 2 56

13% 70% 14% 3% 100 13% 83% 97% 100%
2 8
39
Conclusion:-The chart above shows the dedication of employees towards their work as well as superior.
11)
Team spirit is of high order in this organisation.

48
Scales
3 2 1 0
Denotes
Frequency
20 30 6 0 56

36% 54% 10% 0% 100 36% 90% 100% 100%
20
30
Conclusion:-It shows that there is synergy in SUMUL by working as good team and not individualized environment.

49
Inter-Personel Relation
12
4 3 3 1 0 3 3 2 2 1 3 3 2
Managers
Executives
Assistants
Workmen
Scales

3 3 0 1 7 3 3 2 2 10 4 8 1 3 16
Workmen
8 12 3 2 23
about interpersonal aspects of the organisation. Here also the views are different at all level of hierarchy.
Category: Working Environment
50
12) The top management goes out of way to make sure that employees enjoy their work.
Scales
3 2 1 0
Denotes
Frequency
12 28 14 2 56

21% 50% 25% 4% 100 21% 71% 96% 100%
Working Environment
28
Conclusion:- Employees in SUMUL believe that the top management always try to make work environment more joy full.
13)
The personnel policies in this organisation facilitate employee development.
51
Scales
3 2 1 0
Denotes
Frequency
10 32 14 0 56

18% 57% 25% 0% 100 18% 75% 100% 100%
Working Environment
32
Conclusion:-It shows that the organizational policies are such that it satisfy the employee for their work environment.
14)
People in this organisation are helpful to each other.
52
Scales
3 2 1 0
Denotes
Frequency
18 30 7 1 56

32% 54% 12% 2% 100 32% 86% 98% 100%
Working Environment
1 7
30
Conclusion:-The Rating above shows that people are so helpful to each other so that they can improve their KSAs wit help of each other.
15) Employees are encouraged to experiment with new methods and try out creative ideas.
53
Scales
3 2 1 0
Denotes
Frequency
13 30 12 1 56

23% 54% 21% 2% 100 23% 77% 98% 100%
Working Environment
1 12 13
30
Conclusion:-Employees believe that they are given enough scope to experiment new innovative ideas and methods for their work.
16) Employees are not afraid to express or discuss their feelings with their subordinates.
54
Scales
3 2 1 0
Denotes
Frequency
16 30 8 2 56

29% 54% 14% 3% 100 29% 83% 97% 100%
Working Environment
2 8 16
30
Conclusion:-The Above rating shows frankness of employees to express there views in front of even their sub ordinates
55
Working Environment
16
9 5 1 1 1 2 2 3 3 1
4 1
4 2 1
Managers
Executives
Assistants
Workmen
Scales

1 4 1 1 7 1 5 2 2 10 3 9 3 1 16
Workmen
4 16 2 1 23
about working environment of the organisation. Here also the views are different at all level of hierarchy.
Category: Reward and Appreciation Aspects

17) The top management believes that human recourses are an extremely important and that they have to be treated more humanely.
56
Scales
3 2 1 0
Denotes
Frequency
15 33 7 1 56

27% 59% 12% 2% 100 27% 86% 98% 100%
Reward and Appreciatoin Aspect
33
Conclusion:-The rating above shows the humanity in organisation in top management which is one of the very important fundamentals of management.
18) Communication Line between Departments as well as with Top management is open.
Scales
Denotes
Frequency
57
Percentage Cumulative
Percentage
3 2 1 0 Almost always True Mostly True Rarely True Not at all True Total 13 27 15 1 56 23% 48% 27% 2% 100 23% 71% 98% 100%
27
Conclusion:-Two way communication is also very important aspect of organizational climate. In SUMUL Employees believe that they are free to communicate with top management without any kind of biased.
19) Promotion decisions are based on the suitability of the promotee rather than on favoritism.
58
Scales
3 2 1 0
Denotes
Frequency
6 37 10 3 56

11% 66% 18% 5% 100 11% 77% 95% 100%
37
Conclusion:-The rating above shows the fairness in decision of promotion that helps organisation to avoid from injustice to employee.
20) There are mechanisms in this organisation to reward any good work done or any contribution made by employee.
59
Scales
3 2 1 0
Denotes
Frequency
17 25 13 1 56

30% 45% 23% 2% 100 30% 75% 98% 100%
1 13
25
Conclusion:- It shows strong mechanism for rewarding employees who have done good job.
21) When an employee does good work his supervising officers take special care to appreciate it.
60
Scales
3 2 1 0
Denotes
Frequency
14 29 11 2 56

25% 52% 20% 3% 100 25% 77% 97% 100%
29
Conclusion:-It shows that employees of SUMUL believe that superior always motives them for betterment of work and take special care.
61
Reward and Aprreciation Aspects

9 8 7
4 3 2 1 1 3 3 2 2 3 2 2
Managers
Executives
Assistants
Workmen
Scales

3 2 1 1 7 3 3 2 2 10 4 7 3 2 16
Workmen
8 9 2 4 23
about Reward and appreciation aspects of the organisation. Here also the views are different at all level of hierarchy.
Category: Training and Welfare activities

22) When employees are sponsored for training, they take it seriously and try to learn then from the programs they attained.
62
Scales
3 2 1 0
Denotes
Frequency
14 31 11 0 56

25% 55% 20% 0% 100 25% 80% 100% 100%
Training & Welfare activities
31
Conclusion:- It shows that employees always take the training as a self development platform and take it seriously.
23) Employees returning from training programmes are given opportunities to try out what they have learnt.
63
Scales
3 2 1 0
Denotes
Frequency
16 30 10 0 56

29% 53% 18% 0% 100 29% 82% 100% 100%
30
Conclusion:-It shows that employees are always expected to do new things that the learn from training. Organisation is always ready for CHANGE.
24) Employees are sponsored for training programmes on the basis of genuine training needs.
64
Scales
3 2 1 0
Denotes
Frequency
11 35 9 1 56

20% 62% 16% 2% 100 20% 82% 98% 100%
1 9 11
35
Conclusion:-It shows that management always provide platform to develop employee who are lacking in doing their job.
25)
Welfare facilities given by SUMUL to employees are adequate.
Scales
Denotes
Frequency
65
3 2 1 0
8 32 12 3 56
14% 58% 21% 7% 100
14% 72% 93% 100%
14
21
58
Conclusion:-The chart above shows that the welfare facilities by SUMUL are up to mark and satisfy the basic needs of employees. It leads to healthy working condition of employees.
66
Training & Welfare Facilities

14
9 5 2 1 2 2
3 1 1
4 2 2 2
Managers
Executives
Assistants
Workmen
Scales

2 1 3 1 7 2 4 2 2 10 4 9 2 1 16
Workmen
5 14 2 2 23
about training and welfare facilities to the employees from the organisation.
Conclusion
67
1. From the chart wise analysis of various statements it seems that there is a good work culture at Sumul. More than 90% of the respondents including workers agree to various statements 2. 90% of the respondents agree that there input is valued by their peers and 93% consult each other when they need support so it seems that the satisfaction level of employees at personnel and inter personnel level is vary good. 3. 90% of the people enjoy being part of this organisation. 4. 96% of respondents believes that they are clear on how to perform there jobs including workers & that they use effective work processes. 5. 96% of the respondents say that they understand specific needs of their job demand & 98% believes that their work tasks are delivered on time.
Criteria
6. Supervision Aspects 7. Inter-personnel Relation 8. Working Environment 9. Reward and Appreciation Aspects 10. Training and Welfare activities
Level of Satisfaction
High Moderate High Moderate High
Suggestions
68
1. 12% of the respondents do not agree to the statements that their direct supervisor listens to their ideas and concerns. So still there is a scope of development on these aspects of the organisation. 2. 15% of the respondents are not clear to the organizational goal and objectives. These respondents include executives too. So steps should be taken to communicate goals more clearly to the employees. 3. Manual work should be reduced, so that executive employees can more concentrate in their core job. 4. The Departments should develop constructive towards each other. 5. The management should also encourage its employees in taking initiatives in problem solving on their own. Keeping an eye on the above mentioned conditions will surely lead to even to a better organization climate at the company.
69
Bibliography
Books:
HRD Missionary by T.V.Rao Human Resource Management by Ashwathapa.
Journals:
SUMUL SHETU 2009. Annual Report of SUMUL 2008-09.
Websites:
www.sumul.com www.citehr.com www.ask.com www.wikipedia.com www.hrgroup.com
70
Annexure
Introduction
71
Objective: - This questionnaire is for study purpose of MBA student. Data given by respondent will keep confidential. It will solely use for report purpose of student only. Name of Student: - Chirag D Godhani Qualification: Subject: MBA-HR (Sem-III) IIMT, Pune HRD Climate Survey at SUMUL.
QUESTIONNAIRE
Respondent: Designation:Department: -
Rating Scales
3 = Almost always true 2 = Mostly True
true
1 = Rarely true
0 = Not at all
A). Supervision Aspects

1). Senior officers/executives in this organisation take active interest in their junior and help them learn their job. Scale:-
2). When behavior feedback is given to employees they take it seriously and use it for development. Scale:-
3). Delegation of authorities to encourage juniors to develop handling higher responsibilities is quite common in this organisation. Scale:-
4). Career opportunities are pointed out to juniors by senior officers in the organisation. Scale:-
0 0
1 1
2 2
3 3
5). Senior guides their junior and prepares them for future responsibilities/roles they are likely to take up. Scale:-
B). Inter-personnel Relation

72
6). The top management of the organisation makes efforts of identifying and utilizes the potential of the employee. Scale:-
7). People in this organization do not have any fixed mental impression about each other. Scale:-
0 0 0
1 1 1
2 2 2
3 3 3
8). Weakness of employees is communicated to them in a non-threatening way. Scale:-
9). People trust each other in Organization. Scale:-
10). When senior delegates authority to junior, the juniors use it as an opportunity to development. Scale:-
0 0
1 1
2 2
3 3
11). Team spirit is of high order in this organisation. Scale:-
C). Working Environment

12). The top management goes out of way to make sure that employees enjoy their work. Scale:-
0 0 0
1 1 1
2 2 2
3 3 3
13). The personnel policies in this organisation facilitate employee development. Scale:-
14). People in this organisation are helpful to each other. Scale:-
15). Employees are encouraged to experiment with new methods and try out creative ideas. Scale:-
16). Employees are not afraid to express or discuss their feelings with their subordinates. Scale:-
D). Reward and Appreciation Aspects

73
17). The top management believes that human recourses are an extremely important and that they have to be treated more humanely. Scale:-
18). Communication Line between Departments as well as with Top management is open. Scale:-
19). Promotion decisions are based on the suitability of the promotee rather than on favoritism. Scale:-
20). There are mechanisms in this organisation to reward any good work done or any contribution made by employee. Scale:-
21). When an employee does good work his supervising officers take special care to appreciate it. Scale:-
E). Training and Welfare activities

22). When employees are sponsored for training, they take it seriously and try to learn then from the programs they attained. Scale:-
23). Employees returning from training programmes are given opportunities to try out what they have learnt. Scale:-
24). Employees are sponsored for training programmes on the basis of genuine training needs. Scale:-
0 0
1 1
2 2
3 3
25). Welfare facilities given by SUMUL to employees are adequate. Scale:-
Suggestions: Thank You!!!
74

Project Report On HRD Climate

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Project Report On HRD Climate

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jA Project Report On

HRD Climate Survey

The Surat District Co-operative Milk Union Ltd

(Chirag Godhani) Date: / /2009

in Organisation 1.4 1.5 2 Objective of Study Scope of HRD Survey

Data Analysis & Interpretation Conclusion Suggestions Bibliography Annexure

1.1). About Organisation

Milestone of Sumul Dairy

INAUGURATION OF BAJIPURA CHILLING CENTRE WITH 3 LAKH LTPD

1995 1996 1996 1999

2003 2006 2007-08 2008

SUMUL's Vision Statement

Minimum Production Cost

Consumers oriented, Quick effective

Strategic focus of SUMUL

Work Area Map of SUMUL

Work Area Table

Distance From Surat

Snapshot on Figures and Graphs

Product Mix of SUMUL

Self Developed Products

Butter Milk Paneer Ghee

Pasteurized Standard Milk White Butter

Awards won by SUMUL

2007 in Service" Award

2007 2007 2006

Federation of Gujarat Industries, Vadodara

2000-01 2000-01 2000-01 2000

National Productivity Council, New Delhi

HRD&ER Department at Glance

Structure of HRD&ER Department

Human Resources Activities

1.2). What is HRD Climate Survey.??

1.3). Aims of Organizational Climate survey in Organisation

Measuring HRD Climate

Difference between organisation Climate and Culture

1.5). Scope of HRD Climate

Importance of looking at the organisation climate are:

Chapter 2 Research Methodology

2.1) Method of Data Collection

Manager 7 Workmen 23 Executives 10

2.2) Organizational Climate Survey Process:

2.4) Brief idea about Questionnaire

3.Data Analysis & Interpretation

Analysis by frequency table & Bar Charts

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Designation wise Bar Chart Analysis

Managers Executives Assistants

Category: Inter Personnel Relation

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Weakness of employees is communicated to them in a non-threatening way.

Percentage Cumulative Percentage

People trust each other in Organization.

Percentage Cumulative Percentage

Percentage Cumulative Percentage

Team spirit is of high order in this organisation.

Percentage Cumulative Percentage