Professional Documents
Culture Documents
INTRODUCTION
Introduction
An organization, whether formal or in formal, large or small is
composed of people human resource who come from different walk of life and
who are different from one another in their psychological make-up. Human
resource consist of the total knowledge, skills, creative abilities, talents and
aptitudes of an organization’s satisfied workforce, as well as the values and
attitudes and beliefs of the individuals involved in it. The performance of
human being and their behaviors when engaged on a particular job is
influenced by intangible psychological and social factors, such as family
breeding, education, personal likes and dislikes, emotions, job conditions, the
welfare facilities and privileges available to them while at work, recognition of
their work., the wages or salaries they receive and above all employee
satisfactions.
1
The deals with the employees effectively, therefore, are quite a difficult and
at the same time a challenging and different job from that of handling
inanimate resource. Human being have to be handled with great care by the
personal manager, who should be expect in the art of what is usually called
“Human Relation or Human Engineering”.
2
1.2 STATEMENT OF THE PROBLEM
Primary objective
3
1.4 SCOPE OF THE STUDY
1.5HYPOTHESIS OF STUDY
2. Bias of the respondents is another problem, as they did not reveal their
real feelings.
4
1.6 CHAPTERIZATION OF THE STUDY
The second deals with the ‘concept and review’ that includes
concepts, company profile and employee profile.
The fourth chapter deals with the ‘data analysis’, which include
analysis of data.
5
CHAPTER2
DEVID.A.DECENZO&STEPHEN.P.ROBINS
ORGANIZATIONAL CLIMATE
6
Richard M. Hodgetts has classified organizational climate into to major
categories. He has analogy with an iceberg where there is a part of the iceberg
that can be seen from the surface and another part of the under water and is
not visible. The visible part that can be observed or measured include the
structure of hierarchy, goals and objectives of the organization, performance
standards and evaluations, technologies state of the operation and so on. The
second category contains factors that are not visible and quantifiable and
include such values, morale, personal and social interaction with peers,
subordinates and supervisors and a sense of satisfaction with the job. Both of
these categories are shown below in the form of iceberg.
7
Financial resource
Overt factors Goals of the organization
Skills and abilities of personal
Technological state
Performance standards
Efficiency measurement
Attitudes
Feelings
Values
Covert factors Norms
Interaction
Satisfaction
8
2.2 REVIEW OF RELATED LITERATURE
organizational climate in TVS, Chennai” for the partial fulfillment of the MBA
satisfaction level of staff members towards their job and also want to
pressure. These are products that confer properties like high temperature
insulation, resistance to corrosive and erosive action of hot gases, liquids and
tailor made to suit the requirements of the application in various sectors which
9
The fortunes of the refractory industry are linked to the growth of iron
industry, 1.7 kg/t in cement and 55 kg/t in glass industry. These sectors are
specific requirements.
The History of Burn Standard Co Limited dates back to 1781, when Burn &
Co. was established on the West side of River Hooghly in Calcutta. Thereafter,
the company diversified its activities in several areas covering Heavy Steel
now possesses over 10 (ten) manufacturing units spread over the four states
of West Bengal, Bihar, Madhya Pradesh and Tamil Nadu in India. The strength
Company Ltd, and the Indian Standard Wagon Co Ltd, were merged in 1976 to
Burnpur units are engaged in the manufacture of Railway Rolling Stocks and
Components.
10
PRODUCTION SCENARIO:
tones and today runs at 62.37% of the total capacity. The production was a
the country has been showing a growth of 16% per annum from 2002 – 2003
till now. This is attributed to the stupendous growth in steel production for the
products at 81.60%, monolithic about 62.61%, basic at about 58.31%, fire clay
The above figures reveal the growing popularity of high alumina, special,
11
HISTORY OF SALEM BSCL:
in the year 1890, marking the beginning of the Basic Refractory Industry in
India.
Open cast mining of Magnesite began and the first woodfired kiln for
calcining magnesite was put into operation and the calcined Magnesite was
The company registered further growth after Govt. of India took over the
order to meet the growing demand of high quality Basic Refractory of the
The present facilities of the company include captive mines of high quality
deposits of Low Silica Magnesite using modern earth moving equipment. 150
TPD Rotary Kilns for dead burning Magnesite, high capacity Hydraulic Brick
Presses and 1750 deg. C high temperature, High Tech Tunnel Kiln with
complete range of support facilities. The activities are guided by a vibrant R&D
set-up to keep pace with the rapid changes taking place worldwide in the field
of Refractory.
12
2.5 Product profile
Limited under the control of central government. Bharath Bhari Udyog Nigam
bharathwait burn and Jessop construction limited Bharath brakes and values
widely used in steel industries, cement industries, etc. Refractory products are
Salem. The company for the past three years has been in the red and had a
the company become a unit of the famous martin burn house who established
13
The company requited further growth after government of India took over
the plant in 1976 and put through a program of modernization and expansion
in order to meet the growing demand of high quality basic refractory of the
modern steel plant of the steel authority of India as well as those of the private
REGISTERED OFFICE:
REGIONAL OFFICE:
The company’s authorized capital is Rs. 5000 lakhs divided into equity
share capital of Rs. 1000 each were as the issued and subscribed of Rs. 4242
lakhs only
14
• Market only high quality products.
• 100years old.
• Glass industry : 5%
• Copper industry : 4%
15
PRODUCT PROFILE
LIMITED
1. Magnesite bricks
16
15. Refractories for cement industries
18. Monolithic ( Basic more arts, patching masses, spraying & gunning
compounds)
The above said products are in different specifications. But anyway their
located near the plant in Salem. The major product of the BSCL is DBM (Dead
exceeding 42%. Fire clay refractoriness’ earlier used to find use in lining of
blast furnaces for hearth and bosh portion due to the dense structure, reheat
today, the dense low heat duty fire clay refractoriness’ find use in top part of
the blast furnace where abrasion resistance is required and upper in wall
portion where slight slagging action & abrasion resistance are necessary,
intermediate duty fire clay bricks are applied. Though these are the most
economical variety of refractoriness’ but suffer from poor slag resistance & low
17
refractoriness characteristics. In many steel plants, these find extensive use in
lining of soaking pits & reheating furnaces, bottom pouring refractories for steel
casting, safety lining of the steel ladles and kilns in cement industry due to their
characteristics.
2. ALUMINA BRICKS/SHAPES:
and higher temperature and increased campaign life in iron/steel making arena
hearth and bottom of the blast furnaces. The stoves and hot blast system
where the hot blast temperature gradually increased from 800˚C to 1250˚C,
72% alumina bricks with improved insulation are used. In steel plants involving
in production of carbon steels, 72% alumina bricks are still used for working
properties.
Well blocks and sleeves used in steel ladles for fixed at gas purging
thermal cycles and increased campaign life. Here, 96% alumina bearing
materials are used for high temperature abrasion resistance, low porosity, high
mechanical strength and result in uneven erosion on top surface of the block.
Even, slide gate refractories of 96% alumina are in use in steel ladles. The
18
increasing trend for production of cleaner steels led to use of 70% alumina
3. SILICA BRICKS/SHAPE:
1730˚C, high resistance to attack by steel furnace fluxes comprising iron oxide,
lime etc, freedom form shrinkage at temperature up to melting point and high
these refractory products find extensive use in arch roofs of the furnaces, door
spalling.
4. BASIC BRICKS/SHAPES:
19
resist slag attack while being chemically stable. Broadly, these refractories are
and economic reasons. These are further classified as the sintered and
unburnt materials. The high silicon in hot metal led to use of dolor bricks for
working lining of BOF. In steel ladles, dolomite bricks are used but the holding
time of steel in the ladle should be less and should be hot in circulation. In
contact with air, the free lime of the dolomite refractory reacts leading to
high mechanical strength and possess good resistance to thermal shock while
enrichment with magnesia lessens sensitivity to slag attack. The high carbon
an alternative to resin bonded ones and are expected to be lower in cost with
carbon and magnesia chrome bricks are highly popular. Magnesia-C bricks
find us in hot spot area of EAF and BOF vessel lining as the refractoriness is
high, highly resistance to slag and thermal shock. In LF/VAD steel ladles,
hot modulus of rupture are applied in strike pad & slag zone areas. These
refractories help in improved lining life under severe operating conditions like
high tapping temperature, longer holding times and highly basic slags. For
20
VOD/AOD, dense magnesia chrome co-clinker grains with low apparent
porosity and high hot strength applied for full wear lining in side wall and
bottom for slags of lower basicity [as is the case for stainless steel] and provide
properties such as excellent penetration of low basicity slags, high hot modulus
MONOLITHICS:
which is stable from dimensional aspect at high temperature and are resistant
ramming mix, mortars, sling or mix and coating material. Magnesia based
magnesite and high alumina are applied for patching of steel ladles.
High alumina mortars are used for fixing ladle nozzle with well block,
joint portion of plate and nozzle, fixing well blocks to steel ladle etc. alumina-
silicate [60% A1203] trough and tap whole mixes are used in blast furnaces.
Even in coke ovens, there is extensive use of silica based mortars for hot
patching and gunnitting. Magnetie ramming mass is applied above the safety
lining in EAF and for lining in basic induction furnaces involving in production of
21
special/alloy steels. In acidic induction furnaces used for melting cast
cement requiring only around 5% casting water and are less prone to
high
block of walking beam furnaces etc. 60% - 70% alumina castables are applied
for covers of soaking pits, stand pipes, charging hole blocks and cover of coke
ovens.
SPECIAL PRODUCTS:
tundishes for improved quality of the steel. For crack and corrosion resistance,
submerged entry nozzles used between tundish outlet and mould are made of
22
stoppers made of alumina-carbon / alumina-zirconia are used in tundishes of
used for flow of steel into mould of bilet continuous casting machines for
improving the steel quality, ceramic filters in tundishes have evolved recently.
are used in EAFS to minimize lip jam formation, improved hot load
characteristics with resistance to slag and thermal shock. Ceramic fibers due
FUTURE OUTLOOK:
increase by 16% per annum in the coming few years due to the major
expansion and green field projects coming up in the steel segment. Refractory
still have many areas in various sectors to enter in and it would be the
monolithic & special products that would dominate the production in future.
PRESENT FACILITIES:
mines of high quality deposit of the low silica magnesite using modern earth
moving equipment, 150TPD rotary kilns for the dead bringing magnesite high
capacity hydraulic brick presses and 1750˚C high temperature, high tech
23
tunnel kiln with complete range of support facilities. The activities are guided
by a vibrant R&D set-up to keep pace with the change taking place world in the
field of refractory.
convert the input into output. The inputs are various resources like raw
material, men, machines etc and the output are goods and services.”
maintenance manager.
Brick is the premium of burn standard company. Raw materials are used
are
• Magnesite
• Chromite
• Graphite
24
• Additives
ADDITIVES:
Magnesium sulphate solution etc which service as binders during the brook
making process.
MAGNESITE:
CRUDE:
STORAGE:
The crude from the mines dumped in the stacking yard where it is
LIGHT CARBON:
content
in it.
SMALL CHIPS:
These are the chips of small size obtained during the blasting of the
25
PROCESS:
screening, and washing before being feed into the high temperature rotary
MINING
CRUDE MANGESITE
26
PACKING COOLER
DESPATCH BUNKER
DEPOT GRINDING
generate and facilitate exchange intended to satisfy human needs or wants the
people who comprise a market play a numbers of roles first, there is the
decision market, the individual organizational unit that thus the authority to
commit to the exchange. Then there are consumers, those who actually use or
consume the product another role is the consumers, the party who transaction.
27
Finally there are influencers who affect the decision of others
organization will also have changes traditionally, marketers have to play role of
MAINTENANCE DEPARTMENT:
3. The enquiry papers are sent to HOD (R&D) who in turn wills consult
with production, purchase and workshop personnel to provide batch for costing
28
5. The UH (SW) will approve the proposal wherever required and the
6. Based on the quotation and order from the customer, the marketing
activities executed.
8. First one is the customer has to pay the amount for the product in
advance.
PERSONNEL DEPARTMENT:
EXECUTIVE EMPLOYER:
The work is office based and includes duties and responsibilities such
as typing, filing, liaison, indenting, procurement, payment, stock keeping,
printing, coordination with Government/Statutory authorities, routine services to
department. And such other jobs exclusive to each dept and other clerical/
stenographic jobs.
TECHNICAL PERSONNEL:
Their work is in the shop floor of the company and includes operating
machinery and equipment, repairs, services, upkeep and maintenance, quality
testing, customer service jobs etc.
29
RECRUITMENT:
Recruitment can be done in two ways through
Internal
External
OTHER FACILITY:
• Welfare
• Scholarship
• Canteen
• Employee service
CHAPTER 3
RESERCH METHODOLOGY
30
3.1 RESERCH DESIGN
The data collection for this study, were primary in nature. The data
collected from skilled employees of various departments in BSCL.
Only 75 employees have been taken out of 400 employees of the study.
31
3.4.1 Questionnaires
The methods used for the collection of data are primarily method and
secondary method. Information is obtained from primary data through the
survey.
Survey is systematic gathering of data from respondents through
questionnaire. In this research data is collected by personal interview.
Primary data
Secondary data
Data has also collected from the company’s records and the official
web site www.bscl.in
32
3.5 TOOLS OF THE STUDY
The data collected were tabulated in the frequency table. The data
was then analyzed by applying weighted average and chi-square analysis.
Degree of freedom = (R – 1) (C – 1)
E= Expected frequency
R=Number of rows
C=Number of columns.
CHAPTER 4
33
These responses can then be tabulated and conclusions can be drawn
about how the employees feel about the process of promotion. Other
organizational variables in this particular profile developed are supervision,
motivation, and innovation, and communication. The statements A, B, C, D are
ranked as 1 to 5 .
34
Source-Primary data
INFERENCE:
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 37*5 14*4 7*3 8*2 9*1 287 1
B 12*5 32*4 26*3 4*2 1*1 274 2
C 10*5 8*4 25*3 15*2 17*1 204 4
D 9*5 8*4 8*3 23*2 27*1 174 5
E 7*5 13*4 9*3 25*2 21*1 215 3
rank, choice of C given as 4th rank and choice of D given by respondents as 5th
rank.
35
0 287
30
77 274
0
25
0 204 215
20
174
0
15
0
10
0
5
0
0
A B C D E
35
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 14*5 12*4 3*3 18*2 28*1 191 5
B 2*5 18*4 14*3 31*2 10*1 196 4
C 35*5 6*4 14*3 4*2 16*1 265 1
D 9*5 26*4 24*3 10*2 6*1 247 2
E 14*5 18*4 19*3 12*2 12*1 235 3
Source-Primary data
INFERENCE:
rank, choice of B given as 4th rank and choice of A given as respondents as 5th
rank.
300
265
247
250 235
191 196
200
150 Result
100
50
0
A B C D E
36
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 19*5 14*4 7*3 13*2 22*1 220 3
B 11*5 19*4 3*3 26*2 17*1 209 5
C 10*5 5*4 37*3 8*2 15*1 212 4
D 14*5 20*4 20*3 17*2 4*1 248 1
E 22*5 17*4 8*3 11*2 17*1 241 2
Source-Primary data
INFERENCE:
260
248
250
241
240
230
220
220 212
209
210
200
190
180
A B C D E
37
TABLE 4.1.4: HANDLING PROBLEMS IN THE ORGANIZATION
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 8*5 22*4 11*3 23*2 11*1 218 3
B 5*5 11*4 12*3 13*2 9*1 254 1
C 3*5 9*4 12*3 12*2 14*1 216 4
D 8*5 12*4 10*3 10*2 10*1 226 2
E 14*5 7*4 10*3 9*2 12*1 201 5
Source-Primary data
INFERENCE:
300
254
250 218 216 226
201
200
150
100
50
0
A B C D E
38
TABLE NO 4.1.5: MANAGEMENT OF MISTAKE
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 22*5 6*4 18*3 4*2 25*1 221 3
B 16*5 19*4 31*3 9*2 0*1 267 2
C 8*5 18*4 7*3 28*2 14*1 206 4
D 17*5 28*4 18*3 16*2 3*1 286 1
E 24*5 3*4 2*3 18*2 28*1 202 5
Source-Primary data
INFERENCE:
400
286
267
300 221 206 202
200
100
A B C D E
39
TABLE 4.1.6: CONFLICT MANAGEMENT
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 19*5 6*4 6*3 17*2 27*1 198 5
B 14*5 15*4 14*3 9*2 23*1 213 3
C 11*5 15*4 13*3 22*2 14*1 212 4
D 15*5 19*4 24*3 9*2 8*1 249 2
E 16*5 18*4 18*3 21*2 2*1 250 1
Source-Primary data
INFERENCE:
E, 250 A, 198
B, 213
D, 249
C, 212
40
TABLE NO 4.1.7: COMMUNICATION
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 24*5 15*4 6*3 10*2 20*1 238 3
B 14*5 14*4 27*3 12*2 8*1 239 2
C 15*5 26*4 10*3 16*2 8*1 249 1
D 8*5 12*4 26*3 18*2 11*1 213 4
E 14*5 8*4 6*3 19*2 28*1 186 5
Source-Primary data
INFERENCE:
200
100
A B C D E
41
TABLE NO 4.1.8: DECISION MAKING
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 11*5 16*4 5*3 19*2 24*1 196 5
B 37*5 6*4 18*3 11*2 3*1 288 1
C 4*5 15*4 11*3 11*2 34*1 199 4
D 6*5 19*4 14*3 24*2 12*1 208 3
E 17*5 19*4 27*3 10*2 2*1 264 2
Source-Primary data
INFERENCE:
400 288
264
300 196 199 208
200
100
0
A B C D E
42
TABLE NO 4.1.9: TRUST
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 14*5 6*4 6*3 14*2 35*1 175 5
B 10*5 19*4 20*3 25*2 10*1 210 4
C 20*5 14*4 17*3 12*2 12*1 243 3
D 14*5 26*4 12*3 11*2 12*1 244 2
E 19*5 22*4 20*3 8*2 6*1 265 1
Source-Primary data
INFERENCE:
300
265
243 244
250
210
200 175
150
100
50
0
A B C D E
43
TABLE NO 4.1.10: MANAGEMENT OF REWARDS
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 31*5 18*4 9*3 8*2 9*1 279 1
B 17*5 36*4 5*3 13*2 4*1 274 2
C 11*5 4*4 24*3 10*2 26*1 189 4
D 8*5 11*4 24*3 19*2 12*1 216 3
E 8*5 6*4 15*3 20*2 26*1 175 5
Source-Primary data
INFERENCE:
300
279 274
250
216
200 189
175
150
100
50
0
A B C D E
44
TABLE NO 4.1.11: RISK TAKING
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 13*5 3*4 15*3 20*2 24*1 186 4
B 6*5 8*4 3*3 34*2 24*1 163 5
C 15*5 16*4 22*3 8*2 14*1 235 3
D 11*5 36*4 18*3 5*2 5*1 268 2
E 31*5 14*4 16*3 7*2 7*1 280 1
Source-Primary data
INFERENCE:
rank, choice of A given as 4th rank and choice of B given as respondents as 5th
rank.
300 280
268
250 235
200 186
163
150
100
50
0
A B C D E
45
TABLE NO 4.1.12: INNOVATION AND CHANGE
Rank
R1 R2 R3 R4 R5 TOTAL RANK
Statements
A 20*5 10*4 11*3 18*2 16*1 225 3
B 31*5 6*4 8*3 10*2 20*1 243 1
C 10*5 20*4 22*3 13*2 10*1 232 2
D 0*5 24*4 24*3 14*2 13*1 209 5
E 14*5 15*4 10*3 20*2 16*1 216 4
Source-Primary data
INFERENCE:
250
240
230
220
210
200
190 A B C D E
46
4.2 HYPOTHIESIS TESTING
Null Hypothesis Ho: There is no significant difference between the age and
orientation.
Alternative Hypothesis H1: There is significant difference between the age and
orientation.
30-40 13 5 1 2 4 25
Above 50 7 6 3 1 5 22
Total 37 17 7 4 10 75
Df = (3-1) ×(5-1)=8
Level of significance = 5%
Chi-square test :
Where
O = Observed frequency
E = Expected frequency
47
O E (O-E)²⁄ E
17 13.813 0.73
6 6.346 0.018
3 2.613 0.057
1 1.49 0.161
1 3.73 1.998
13 12.33 0.036
5 5.666 0.078
1 2.33 0.0761
2 1.333 0.33
4 3.333 0.13
7 10.85 1.36
6 4.986 0.2062
3 2.053 0.436
1 1.17 0.025
5 2.93 1.462
TOTAL 7.80
Chi-square = 7.80
48
RESPONDENTS RELATIONSHIP BETWEEN SALARY AND ORIENTATION
below5000 12 9 3 1 7 32
5000-8000 10 7 2 2 5 26
Above8000 7 2 4 3 1 17
Total 29 18 9 6 13 75
Degree of freedom (df) = (rows-1) × (column-1)
Df = (3-1) ×(5-1)=8
Level of significance = 5%
Chi-square test :
49
O E (O-E)²⁄ E
12 12.373 0.011
9 7.68 0.140
3 3.84 0.183
1 2.56 0.950
7 5.546 0.381
10 10.053 0.0002
7 6.24 0.092
2 3.12 0.402
2 2.08 0.003
5 4.506 0.054
7 6.573 0.027
2 4.08 1.060
4 2.04 1.883
3 1.36 1.977
1 2.946 1.285
Total 8.44
Chi-square = 8.44
Calculated value < tabulated value
50
RESPONDENTS RELATIONSHIP BETWEEN EXPERIENCE AND
ORIENTATION
10-15years 13 6 3 2 4 28
15- 20years 4 7 1 2 3 17
Above 20years 3 1 2 1 2 9
Total 27 17 11 6 14 75
Df = (3-1) ×(5-1)=12
Level of significance = 5%
Chi-square test :
E = Expected frequency
51
O E (O-E)²⁄ E
7 7.56 0.041
3 4.76 0.650
5 3.08 1.196
1 1.68 0.275
5 3.92 0.297
13 10.08 0.845
6 6.346 0.018
3 4.106 0.297
2 2.24 0.025
4 5.226 0.234
4 6.12 0.734
7 3.853 2.570
1 2.493 0.897
2 1.36 0.301
3 3.173 0.009
3 3.24 0.017
1 2.04 0.530
2 1.32 O.350
1 0.72 0.108
2 1.68 0.060
TOTAL 9.451
Chi-square = 9.451
Calculated value < tabulated value
CHAPTER 5
52
RESULT AND DISCUSSION
53
(communication is often selective here, people usually give or hold back
crucial info as a form of control) given by respondents as 5th rank.
• Based on decision making, the choices of B (decisions are made at the top
and communicated downward, are people here generally prefer this) given
by respondents as 1st rank and choice of A (while making decisions,
people here makes special attempts to maintain coordinal relations with all
concerned) given by respondents as 5th rank.
• Based on the trust, the choices of E (those who can achieve results are
highly trusted here) given by respondents as 1st rank and the choice of A
(only a few people here trusted by management and they are quite
influential) given by respondents as 5th rank.
• Based on the topic management rewards, the choice of A (here the main
thing that reward is excellence in performance and the accomplishment of
tasks) given by respondents as 1st rank and the choices of E (the ability to
get along well with others is highly rated and rewarded here) given by
respondents as 5th rank.
5.2SUGGESTIONS
54
• Company may reward the employees based on their performance.
55
5.3 CONCLUSION
This research made an attempt to identify the climate condition and the
way in which that affects the employees in Burn standard company limited.
From the study it is observed that decision making, innovation and change, all
these factors handling by the top management. There is good relationship
between the employees and employer.
56
APPENDICES
Questionnaire
1. Orientation
A) People here mainly concerned with the following established rules and
procedures.
B) Achieving or surpassing specific goals seems to be the main concern of
people here.
C) Consolidating one’s own personal position and influence seems to be
main concern here.
D) The dominant concern here is to maintain friendly relations with others.
E) The main concern here is to develop people competence and expertise.
2. Interpersonal relationship
A) The atmosphere here is very friendly and people spend enough time in
informal and social relation.
B) In this organization cliques protect there own interests.
C) Business like relationships prevail here, people are warm, but get
gather primarily to ensure excellence in performance.
D) People here have strong associations mostly with their supervisors and
look to them for suggestions and guidance.
E) People here have a high concern for on another and tend to help one
another spontaneously when such help is needed.
57
3. Supervision
A) People here take problems as challenges and try to find better solution
then any one else.
B) When problems are faced here, experts are consulted and they lay an
important role in solving these problems.
C) In dealing with problems, people here mostly consulted their friends.
D) People here usually refer problems to their supervisors and look to them
for solutions.
E) Problems here are usually solved by supervisors, subordinates are nit
involved.
5. Management of mistake
A) When people here make mistakes, they are not rejected, instead their
friends shown than much understanding and warmth.
B) Usually people here are able to acknowledge and analyze their
mistakes because they can expect to receive help and support from
others.
C) When the subordinates makes a mistake here, the supervisors treat it
as a learning experience that can prevent failure and improve
performance in the future.
D) Subordinates here expect guidance from their supervisors in correcting
or preventing mistakes.
E) Here, people seek the help of experts to analyze and prevent mistakes.
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6. Conflict management
7. Communication
8. Decision making
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9. Trust
A) Only few people here are trusted by management, and they are quite
influential.
B) Here high value is placed on trust between supervisors and
subordinates.
C) Specialists and experts are highly trusted here.
D) A general attitude of helping generalist’s mutual trust here
E) Those who can achieve results are highly trusted here.
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12. Innovation and change
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REFERENCES
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