Project on

Organisational Culture
At
Tata Consultancy Services
In partial fulfillment of requirement for the
Award of Degree of M.Com
Subject:

ORGANIZATIONAL BEHAVIOUR
Submitted By:
Miss. VANDANA DHAMEJA
Roll No. 751
M.Com. Part II, Semester 3
Under the Guidance of:
Prof: MRS: Kajal Bhojwani
SMT. CHANDIBAI HIMATHMAL MANSUKHANI COLLEGE
ULHASNAGAR 421003
UNIVERSITY OF MUMBAI
2016-17

Department of Commerce

Certificate
Thisistocertifythat, Ms.VANDANAd.DHAMEJAofM.Com.II,Sem.III
(Roll No.751),

has successfully completed the project titled

ORGANISATIONAL CULTURE AT TCS under my guidance for the

AcademicYear201617.Theinformationsubmittedistrueandoriginalaspermy
knowledge.

Prof.MRS:KajalBhojwani
(ProjectGuide)

Prof.GopiShamnani

Dr.ManjuPathakLalwani

(Coordinator,M.ComCourse)

(I/CPrincipal)

EXTERNALEXAMINER

DECLARATION
I vandana D. Dhameja, studying in Smt. Chandibai Himatmal Mansukhani college of
Arts,science, Commerce, Ulhasnanagr 421003, Student of M.Com Part 1, Hereby
declare that I have completed my project on Organisational Culture at TCS in the
academic year 2016-2017.The information submitted by me is true and original to
the best of my knowledge.

_
________________________

VANDANA
DHAMEJA

ACKNOWLEGEMENT

To list who all have helped me is difficult because they

are so numerous and the depth is so enormous.
I would like to acknowledge the following as being
idealistic channels and fresh dimensions in the
completion of this project
I take this opportunity to thank the University of
Mumbai forgiving me chance to do this project.
I would like thank my Principal, Dr.Manju Pathak
Lalwani for providing the necessary facilities required for
completion of this project.
I would also like to express my sincere gratitude towards
my project guide Prof. Mrs. Kajal Bhojwani whose
guidance and care made the project successful.
I would like to thank my college library, for having
provided various reference books and magazines related
to my project.
Last but not the least, I would like to thank almighty God, my parents,
and my friends who helped me gather these data and have sat with me
for hours discussing about the project

0bjective of the Study

To understand the concept of Organisational Culture and its impact on Employees.
To understand the need of good work culture in the present scenario
To understand the different types of cultures organisations adopt to retain Employees.
\to understand the how the culture have impact on the employees working in an
organization
To understand the culture at TCS for motivating Employees
To understand the TCS work environment to be the worlds largest IT company.

Methodology of study

Data for the project is obtained in two ways primary source

and secondary source
Primary sourceThe primary data is collected from the Principal Of New Era
School,Ulhasnagar.

Secondary sourceSecondary data was used for this study as the research design is descriptive in
nature so we tried to collect the data available through other sources on the
subject. Sometimes, primary data is also collected through observation method to
facilitate the research work.

Sources of data
The following sources are used for collecting the data for this study:
Books
internet
Journals
News papers
Personal source

SR.
NO

TOPICS

PG.N
O

INTRODUCTION

LITERATURE REVIEW

Elements of Organisational Culture

12

How to change organisational culture

16

Effect of organisational culture on Employee

performance

19

Introduction of TCS

20

Organisational Culture at TCS

24

The kind of Culture Employees Desire

29

Findings

34

10

Conclusion

36

11

Bibliography

37

12

Annexure

38

Introduction

Organizational culture works a lot like this. Every company has its own unique personality, just
like people do. The unique personality of an organization is referred to as its culture. In groups of
people who work together, organizational culture is an invisible but powerful force that
influences the behavior of the members of that group.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs
how people behave in organizations. These shared values have a strong influence on the people
in the organization and dictate how they dress, act, and perform their jobs. Every organization
develops and maintains a unique culture, which provides guidelines and boundaries for the
behavior of the members of the organization. Let's explore what elements make up an
organization's culture.
Organizational culture is composed of seven characteristics that range in priority from high to
low. Every organization has a distinct value for each of these characteristics, which, when
combined, defines the organization's unique culture. Members of organizations make judgments
on the value their organization places on these characteristics and then adjust their behavior to
match this perceived set of values.

Literature Review
8

According to Azhar (2003) organizational culture is the combination of important assumptions

that are shared in common by each members of an organization and are often unstated.
Organizational culture is basically made up by two major common assumptions: values and
beliefs. Values are the assumptions that have been forwarded by the leaders of the organization
and considered to be ideals that are desired by all the members of an organization. Beliefs on the
other hand are the assumptions about the reality and created by experience.
Organizational culture is also defined by Rousseau (2000) as a set of commonly experienced
stable characteristics of an organization which shows the distinctive features of an organization
which differentiates it from others. Similar to the definitions of Azhar (2003) that has been stated
above, Rousseau (2000) also define the organizational culture as set of norms and values that are
shared by individuals and groups across the organization. Organizational values and beliefs refer
to the common ideas about what the shared goals of an organization are, what types of behaviour
should the members of an organization follow in order to achieve the common goals of an
organization. These organizational values in turn form out the standard norms and guidelines for
the organization that makes it distinct from others.
In order to understand the full complexity of organizational culture, a number of researchers
made attempts to recognize and examine the components of the organizational culture. One of
the inseparable components of organizational culture is the values that are shared and held by the
individuals of an organization. Hofstede (2006) on the other hand explains the organizational
culture in the form of onion that contains a number of layers and values that make the core of the
organizational culture.
Importance of organizational culture to the success of the organization has been stressed by
numerous researchers. For instance, according to Azhar (2003) corporate culture can determine
the success of the organization, in other words, good companies are distinguished from bad ones
based on their corporate cultures.

The Importance of Culture in Organizations

9

Every organization has its own culture. Since many employees spend 40 or more hours at their
workplace, their organizations culture obviously affects both their work lives as well as their
personal lives. Organizational culture refers to the beliefs, ideologies, principles and values that
the individuals of an organization share. This culture is a determining factor in the success of the
organization.

Unity
A shared organizational culture helps to unite employees of different demographics. Many
employees within an organization come from different backgrounds, families and traditions and
have their own cultures. Having a shared culture at the workplace gives them a sense of unity
and understanding towards one another, promoting better communication and less conflict. In
addition, a shared organizational culture promotes equality by ensuring no employee is neglected
at the workplace and that each is treated equally.

Loyalty

Organizational culture helps to keep employees motivated and loyal to the management of the
organization. If employees view themselves as part of their organizations culture, they are more
eager to want to contribute to the entity's success. They feel a higher sense of accomplishment
for being a part of an organization they care about and work harder without having to be coerced.

Competition
Healthy competition among employees is one of the results of a shared organizational culture.
Employees will strive to perform at their best to earn recognition and appreciation from their
superiors. This in turn increases the quality of their work, which helps the organization prosper
and flourish.

Direction
10

Guidelines contribute to organizational culture. They provide employees with a sense of

direction and expectations that keep employees on task. Each employee understands what his
roles and responsibilities are and how to accomplish tasks prior to established deadlines.

Identity
An organizations culture defines its identity. An entity's way of doing business is perceived by
both the individuals who comprise the organization as well as its clients and customers, and it is
determined by its culture. The values and beliefs of an organization contribute to the brand image
by which it becomes known and respected.

Elements of Organizational Culture

11

 If you want to be trusted, you must trust.

A culture of trust is imperative, especially if you're employing millennial. If you behave like a
helicopter parent, overseeing, or worse, taking over every project, it will directly conflict with
the building of trust. What if they make a mistake? I think any successful entrepreneur will tell
you that there is no mistake from which you cannot recover. Give your employees clear
guidelines and let them spread their wings.

Give employees the opportunity to get to know one another.

How can people know, like, and trust one another if they don't have the opportunity to play
together? An occasional party or outing is not enough to build and maintain these relationships;
weave these events into the fabric of your day-to-day company life. Create little rituals at
employee meetings, have themes for certain days of the week and holidays, and engage in
community projects together. Find quirky ways to celebrate success, no matter how small, and
certainly create friendly competition; both work-related and personal. A chili cook-off and a
game-filled afternoon at the park are a couple of things to consider. Too much work? Assign a
monthly "culture captain" to plan out the month.

Create a cool space.

Tossing a few desks in a room doesn't cut it anymore. Our external environment has a significant
impact on our internal thought process. Design a creative corner with bean bag chairs, chalk
boards, and a lighthearted theme throughout. Allow employees to bring fun decorations to add to
their work area. If you can afford it, hire a designer to create your unique space. A creative
environment sets the bar for innovation. Creating a "culture of cool" attracts the kind of people
who value the kind of culture you're trying to build.

12

 Give them free stuff.

Everyone loves free stuff! If you can't afford to supply personal computers or tablets, stock
options, and grand parties--no worries, those things will come. In the meantime Friday morning
breakfasts, afternoon smoothies, fun work tools, and inexpensive merchandise will go a long
way. This will contribute to a work-hard, play-hard environment, making for happy, productive,
and creative employees.

No jerks allowed.
I can't say this often enough: Hiring for skill alone will doom you to misery. Hire nice people
who fit in with the intention design of your culture. Hire people who have a proven work ethic
and are team players. Hire for creativity and personality. Sure, experience and skill are important,
but not nearly enough to take you to the top of your industry.

Encourage growth and ownership.

A strong company culture isn't just about fun: it's about encouraging your employees to see their
job as more than just a job--to own their job and their ideas. Once you've build this collaborative,
trusting environment, your employees will bring ideas to the table. If it's their idea, put them in
charge of it! If an employee wants to learn something new, provide the support for them to do it.
Today, innovative companies don't hire employees to remain in one job for an eternity; they hire
innovators who will contribute to the future of the company in a powerful way.

Communicate, communicate, and communicate .

Here's where I see entrepreneurs, especially startups, fail most often. When one hand doesn't
know what the other is doing you have a recipe for disaster. But communication about processes
and workflow aren't enough. Drill your values into your employees with ideas like those above
and by demonstrating them in your own behavior. Be authentic and, at times, vulnerable. If an
employee isn't performing up to par, don't let your frustration and disappointment grow; engage
in thoughtful conversations about it and create a plan for improvement. If an employee has a win,
celebrate!

13

Types of Organizational culture

Dominant Culture and Subculture
There is quite a distinguishable contrast in the dynamics between a dominant culture and a
subculture atmosphere in both work settings and in society. The dominant culture in an
organization demonstrates a shared value at its core. A socially responsible and ethical company
with policies that affect the entire organization is an example of a dominant culture in a work
setting. In an organizational context, the subculture refers to a group within the organization who
share common problems, situations and experiences (Back, 2012). A subculture within an
organization, for instance, would be a group of scientists in a pharmaceutical organization. They
have different needs and perform different functions from that of staff members who operate in
an administrative position. The scientists represent a specific group within the organization. In
order to accommodate their needs to perform their duties effectively, an individual in a
managerial position needs to identify the symbols, language, and jargon within each culture to
avoid social dramas that may affect the organizational life.

Strong Culture and weak Culture

A strong organizational culture works like a strong social glue, which bonds members of an
organization together through shared goals. This builds loyalty and commitment among the
group and makes them less likely to leave their tight knit organization.Although organizations
with strong cultures experience less turnover, it doesn't mean that a strong culture is better than a
weak culture in every instance. A strong culture is difficult to change in an organization and can
stifle innovation, because members of the organization are used to doing their jobs exactly the
same way.
Weak cultures can be advantageous for organizations that benefit from independent thought and
innovation by their members. In an unstable environment, organizations with weak cultures often
function better than organizations with strong cultures, because they are much more adaptable to
change. In order for an organization to succeed, the culture of that organization must fit the
environment in which it operates.
14

 Mechanistic Culture and Organic Culture

A mechanistic culture, also known as a bureaucratic culture, describes an organizational
structure that is based on a formal, centralized network. The mechanistic structure is best suited
for companies that operate in a stable and certain environment. In general, a mechanistic
structure is easy to maintain and rarely needs to be changed when an organization operates in a
stable environment.
Organic cultures are used in organizations that face unstable and dynamic environments and
need to quickly adapt to change. When an environment changes, an organization must be able to
gather, process, and disseminate information very quickly. Failure to do so can directly affect an
organization's ability to maintain its competitive advantage. Communication is lateral and rapid
in these complex environments. To achieve this, organizations that use an organic structure will
integrate functional areas and departments together so that information can flow seamlessly
between them. This fast distribution of knowledge results in an increased ability to respond to
changes in the internal and external environments.

National Culture and Organic Culture

The set of norms, behaviors, beliefs and customs that exist within the population of a sovereign
nation. International companies develop management and other practices in accordance with the
national culture they are operating in.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs
how people behave in organizations. These shared values have a strong influence on the people
in the organization and dictate how they dress, act, and perform their jobs. The values and
behaviors that contribute to the unique social and psychological environment of an organization.
Organizational culture includes an organization's expectations, experiences, philosophy, and
values that hold it together, and is expressed in its self-image, inner workings, interactions with
the outside world, and future expectations.

15

How to change Organisational Culture

Dont try unless you are serious. Time, energy and commitment are required to change
culture and unless there is resolve at the top any changes will quickly be abandoned when
the going gets tough. While improvements can be made in the short-term, culture change
requires a strategic, long-term perspective.

Be clear about outcomes and benefits. Culture change is best set against a very clear
shared understanding by senior people of the outcomes and objectives of change and
what kind of culture will achieve them. It is worth spending time to build this picture
with the senior group to avoid ambiguity and create the North Star against which to
guide change.

Involve people in an organisation-wide conversation. Changing a culture requires a

new model of involvement and engagement. This is best framed around a wide-ranging,
ongoing conversation about how the organisation can achieve its corporate objectives.
Start with the very senior people and progressively open up the conversation.
Alternatively, start at the coal face and ask people what needs to change to achieve the
vision. In all cases equip managers to have authentic interactions and conversations with
people, develop insights and take action.

Role model from the top. People take their cues from what they see rather than what
they are told. Having defined and tested the behaviour you require, use every opportunity
to have leaders and opinion-formers demonstrate it.

Adopt the 80/20 rule when it comes to changing processes. Approach process and
behaviour change at the same time but pick the processes that will have the biggest
impact on the culture, while being the simplest to change. Dont try and change

everything at once, and be guided by employees as to which will have the biggest impact.
Measure what is changing and how it is changing. Use diverse channels to connect
leadership to the frontline and seek honest feedback. Use quantitative tracking to measure

16

the extent of behavioural change, and online community forums to identify successes and
barriers. Build communities of interest around the various facets of change.

Reward good behaviour. The FCA highlights the need for the right incentive structures
to underpin the required cultures. Adjust performance management processes to assess
behaviours as well as business outcomes.

Communicate like never before. This goes beyond the posters with the big words in the
lobby. Its about creating a campaigning mentality and a capacity to listen and encourage
dialogue around the organisation. Its about opening up channels that encourage comment
and debate and exploiting informal channels. Its about the use of subtle nudges to
encourage behaviour change.

Link the customer into the change process. Let your customers know what you are
doing and the benefits you are trying to achieve on their behalf. Work with customers to
get feedback and input into what can and needs to change. Bring the voice of the
customer into the branch and onto the trading floor.

Manage symbolism. Look to change the most deeply ingrained habits through
manipulating the symbols of the old and creating new symbols for the required culture.
But beware the power of symbols. Strong symbols with the wrong follow through can be
a recipe for disaster.

Culture and behavior change is effected through the considered combination of very public,
visible, and rational strategies with more personal, invisible and emotional strategies.
Each organization has to find the right balance between the two. But whatever methods are
employed the key is to root the culture change in the business strategy and customer outcomes.

Relationship between Organisational Culture and performance

Corporate culture has long been linked to company performance, but how exactly are the two
related? A recent study suggests the relationship is strong, but nuanced.
17

For instance, a positive corporate cultureone that engages and motivates employeeshelps a
companys bottom line, according to the study of car dealerships by a group of university and
corporate researchers. But the reverse apparently isnt true: A companys success isnt enough to
ensure a positive culture, the researchers foundand companies that succeed without a positive
culture are likely to see their performance decline.
Corporate culture can be a fuzzy concept, but basically it refers to the way that the values and
actions of managers and employees create a unique business environment.
Companies that got good grades from employees on culture early in the study generally had
higher profits in later years, Dr. Gillespie says. The payoff from a positive corporate culture
doesnt come quickly, however. The culture of a sales department right now is going to
influence the customer satisfaction from that department two years from now, and that customer
satisfaction is going to drive vehicle sales two years from that point, says Dr. Gillespie.
On the other hand, many companies that performed well financially scored low on employee
surveys early in the study. The researchers found that companies that didnt show any
improvement in culture generally became less profitable.
Experts in organizational change say it can be hard to make sweeping changes in workplace
culture, especially for large organizations with complex office dynamics and multiple offices
scattered around the globe. Whats more, a companys culture can vary across different
departments.

Effects Of Organisational culture on Employees Performance

Organizational culture provides a framework with respect to the behavior of employees in their
workplace. Depending on the type of culture that is created in an organization, it can have a
18

positive or negative effect on employee performance. Lets look at a few organizational

situations that result in either positive or negative employee performance.
An organizational culture where employees are considered an integral part of the growth process
of the organization fosters employee commitment towards the organization. They align their
goals and objectives with those of the organization and feel responsible for the overall well-being
of the organization. As their efforts are in turn appreciated by the management and suitably
rewarded, they have immense job satisfaction. In such organizational cultures, the employees are
committed to achieving their goals and thus have a positive effect on the overall performance of
the organization.
In organizations where managers are not facilitators but taskmasters, employees live with fear
and distrust and work is nothing but a dreary chore. Since they are not involved in the overall
organizational goals, they do not understand the implications of their tasks and hence may not be
committed to achieving them. An organization where there is no cooperation between different
departments ends up having employees working in silos or working towards undermining the
efforts of the other departments which is detrimental to the overall health of the organization.
Organizational culture to a large extent determines the performance of the employees. Therefore,
it is in the interest of organizations to eliminate negative factors that slow down employee
performance in order to foster a positive workplace environment or a positive organizational
culture.

Introduction

19

Tata Consultancy Services (TCS) is a global leader in IT services, digital and business solutions
that partners with its clients to simplify, strengthen and transform their businesses. We ensure the
highest levels of certainty and satisfaction through a deep-set commitment to our clients,
comprehensive industry expertise and a global network of innovation and delivery centers.

TCS has been recognized by Brand Finance as one of the Big 4 Global IT Services Brands. Our
continued industry-leading growth is a testament to the certainty our clients experience every
day.
Established in 1968, Tata Consultancy Services a member of the Tata Group has grown to its
current position as the largest IT services firm in Asia based on its record of outstanding service,
collaborative partnerships, innovation, and corporate responsibility.
It was founded by Jamsetji Tata in 1848 and it is one of Indias most respected institutions today.
Their mission reflects the Tata Group's longstanding commitment to providing excellence. To
help customers achieve their business objectives by providing innovative, bestinclass
consulting, IT solutions and services, and to actively engage all stakeholders in a productive,
collaborative, and mutually beneficial relationship.
TCS' ability to deliver highquality services and solutions is unmatched.

20

It is largest IT employer in India. It provides services to wide range of segment like banking &
financial services, energy, resources & utilities, government, telecom, media & information
services, etc. Tata Consultancy Services delivers real results to global businesses, ensuring a
level of certainty no other firm can match.

TCS Vision
TCS vision is to decouple business growth and ecological footprint from its operations to
address the environment bottom-line. The green approach is embedded in our internal processes
and services offerings...... From green buildings to green IT to a green supply chain, our mantra
is to grow sustainably and help our customers achieve sustainable growth through our green
solutions and service offerings"
Our vision is to be a leading property development company in the country and to be recognized
for our excellent quality and innovation.

TCS Mission
Our mission reflects the Tata Group's longstanding commitment to providing excellence:
1. To help customers achieve their business objectives by providing innovative, best-inclass consulting, IT solutions and services.
2. To make it a joy for all stakeholders to work with us.
3. We are totally committed to providing our customers with the highest quality and service.

21

Indepth analysis of TCS

Within a span of three and a half decades, TCS emerged as one of the largest software companies
in Asia, employing 28,000 IT professionals from 30 nationalities working in 32 countries. TCS
has also been the largest software exporter from India for past 30 years. TCS played a major role
in developing the IT industry in India. The company was a pioneer, starting its business way
back in 1968. During the first couple of decades, TCS faced many problems in doing business,
owing to unfavorable government regulations and the licensing system, which made it difficult to
even import computers.
Despite all these hurdles, TCS was determined to succeed. The company grew by consistently
upgrading its skill sets, technology and its infrastructure, and in the process, developed several
new innovative software products. A unique aspect of the firm's style of functioning was that
despite being an IT company, it was run along the lines of a manufacturing concern, with a
factory approach. The company managed its new recruits similar to how a manufacturing
concern managed the inflow of raw material. TCS looked after its work force like a
manufacturing company dealt with its inventories. The company allocated its work force to its
branches spread across the world, similar to a retailing company managing its stores.
22

TCS Achievements
1. TCS is the second-largest employer after Coal India Limited.
2. It bagged the country's first software project, the Inter-Branch Reconciliation System
(IBRS) for the Central Bank of India.
3. It is the largest provider of information technology in Asia and second largest provider of
BPO (business process outsourcing) services in India
4. In 1981, TCS set up India's first software research and development centre, the Tata
Research Development and Design Centre (TRDDC) in Pune.
5. TCS is the 76th Most Trusted Brand according to The Brand Trust Report, 2015
6. TCS has one of the lowest attrition rates in the Indian IT industry
7. In 2008, the TCS developed a product called mKrishi; it won the Wall Street Journal
Technology Innovation Award in the Wireless category. (mKrishi is a service that would enable
India's farmers to receive useful data on an inexpensive mobile device)

SWOT Analysis
Strength: Ability to win and execute large, billion-dollar outsourcing contracts, increasingly
viewed by customers in the same league as IBM and HP. Weakness: Made progress in
commoditized services, but still lags some peers and multinational rivals in high-end consulting
offerings. Opportunity: Best positioned among all Indian vendors to disrupt the global league of
IBM- HP-Accenture.
Threat: People-led linear growth means Cognizant can beat it, and there are no visible
leaders beyond N Chandrasekaran. That could pose a big challenge.
HR at TCS
TCS has developed an unbreakable bond with sound HR practices in an environment that defies
traditional roles and responsibilities. The TCS-HR group operates with technical experts to create
a synergy which is enviable. Figure 1 illustrates the role of HR, which evidently is that of a
facilitator. So whether it is recruitment or even career development, HR is the catalyst which
23

initiates and institutionalizes processes. To manage all the functions for over 140000 employees
is a Herculean task but the smoothness of operations is intriguing.
The HR structure, which allows flexibility and empowerment, is the solution.
The major resource for any company is Human. And to management that company should
perform basic function as given below:
Recruitment Policy and Process
Training and Development
Compensation and Salary Structure
Performance Management
Talent Retention

Organisational Culture at TCS

Just as an organization needs the right talent to drive its business objectives, people need the
right environment to grow and achieve their career goals. The moment the employee steps into
TCS, he/she would be greeted with that unmistakable feeling of being at the right place. Along
with that, working with TCS affords with a sense of certainty of a successful career that would
be driven by boundless growth opportunities and exposure to cutting-edge technologies and
learning possibilities.
The work environment at TCS is built around the belief of growth beyond boundaries. Some of
the critical elements that define the work culture are global exposure, cross-domain experience,
and work-life balance. Each of these elements goes much deeper than what it ostensibly conveys.

Culture potpourri: People from diverse backgrounds and geographies have come together in
pursuit of a common vision.

24

Open door policy: Our corporate culture is open and inclusive; irrespective of your
experience, you will immediately be welcomed into the team, and would always have a
significant role to play.

On-the-job learning: Intense training and development programs facilitate on-the-job

learning.

Mentor programs: Our mentor programs foster supportive relationships that help develop
skills, behavior, and insights to enable you to attain your goals.
'Global Family' identity What sets TCS apart is the support, encouragement, and nurturing
provided to you at every step... just like a family.

Community Services: Maitree was started with an objective of bringing TCS associates and
their families closer and include them as a part of the TCS extended family.

Experience Certainty: At TCS, achieve real business results are achieved that allow to
transform, and not just maintain the operations. The IT services, business solutions and
outsourcing bring a level of certainty that no other competitor can match. Clients will experience
your requirements being met on time, within budget and with high quality; greater efficiency and
responsiveness to business; and the ability to shift investment to strategic initiatives rather than
tactical functions.

Career Path, Freedom to work across Domains: At TCS, it has an established

environment that focuses on individual aptitude, talent, and interests. As a proven practice, crossdomain experience is promoted that provides employees with opportunities to function across
different industry verticals, service practices, and functional domains as well as varied
technology platforms. While all these factors help hone the skills across platforms, they also

25

offer customers a talent pool with expertise that exceeds their industry benchmarks; at the same
time, they continuously present employees with the opportunity to explore the domain where
they believe they would fit the best.

Work life balance: Even as TCS concede that finding a perfect balance between career
demands and personal life is not easy, TCS have extended the work culture to include 'life' as an
integral part. The many work-life programs respond to the needs and aspirations of the
employees while retaining fun as a key element. At TCS, employees strive to address the need
for an increased flexibility in order to navigate the different spheres of life.

A part of TCS' work-life balance programs, 'Maitree' actively promotes a series of scheduled fun
and cultural events and activities, and also keenly promotes community development projects.
While continuing on the initiative to strengthen the bond amongst TCS employees and ingrain
fun as a significant part of the culture, employees participate in various initiatives to develop the
community. At TCS, employees experience life from a holistic perspective and would
consistently be awarded the opportunity to participate in various social development initiatives
that touch many lives.

TCS Maitree: Maitree was started with an objective of bringing TCS associates and their
families closer and making them feel a part of the TCS extended family. Soon after, with a view
to carry on the TATA tradition of enabling the community, the scope of Maitree was enhanced to
include socially relevant activities and endeavors.
Over the years, Maitree has become a part of every TCS employee's life. From cracking quizzes
to conquering tall peaks, from shaking a leg to bending it like Beckham, employees have reveled
in the excitement and fun of all Maitree events. And that's not all. Workshops on theatre, yoga,
origami, flower arrangement, chocolate making, and a host of others have allowed the employees
to learn and know about things they always wanted to. All in all, Maitree provides everyone at
TCS the opportunity to establish relationships that extend beyond work and thereby, help build
bonds that makes work so much more fun.

26

Maitree - Even beyond the TCS Community: In addition to working towards bringing our
associates and their families closer, Maitree also strives to enable the development of the society.
Our approach to social initiatives entails being pro-actively involved and working at the root
level. Some of the projects we have undertaken include working with the differently-abled,
aiding under-privileged children across various schools in Mumbai, and helping rural community
in Vazapur, among others. Many programs initiated by Maitree, like employment opportunities
for the differently-abled, HIV/AIDS sensitization, peer education, Green Audits to check the
excess consumption of energy resources have now been accepted as best practices by the
organization.

Work Culture at TCS

At TCS, one can see an energetic and open workplace environment, and a collaborative culture
that's based on teamwork. Pulling together is a central tenet of its work ethic.
Energetic and full of enthusiasm, TCS enjoy their day (and night) at work. Life at
TCS is a stimulating and exciting experience. Not only have its offices had the best infrastructure
and technology, its associates have a knack of working hard and partying harder. TCS
employees take pride in adhering to the Tata 'code of conduct', which is in place across the entire
Tata Group. The code is a means of upholding and strengthening the trust reposed on us by its
various stakeholders, be it customers or the wider society. Diversity at work: TCS is an equalopportunity employer and TCSers come from many nationalities and speak many languages.
And, since it believes in celebrating everything under the sun, TCSers are found singing carols at
Christmas and doing the dandiya dance at Navrathri with equal enthusiasm.
Open door Policy: The senior colleagues at TCS follow an open-door policy in which any
associate can approach the CEO and senior management with work-related problems.
27

Communication is a big word at TCS and employees regularly takes part in webcasts and chat
session through which important corporate issues or decisions on real-time basis are shared with
associates worldwide.
TCS has institutionalized open-house sessions and engagement programs in which associates at
all levels meet and discuss various work issues. In addition, TCSers can also take part in one-onone sessions where they can interact privately with senior management. These sessions are
helpful in providing mentorship, as well as understanding real-life issues that colleagues face at
work. The queries and discussions are formally recorded and followed up. Fun at Workplace:
TCSers are habituated to do the regular outing, be it with their project teams, with Maitree or
with just a bunch of other like-minded TCSers. They often go on treks, nature camps, picnics or
just bus rides whenever they get chance.
Many a times such events are facilitated by the company itself.

Our Beliefs
Our beliefs are the foundation of our culture: service to our customers, respect for the individual,
striving for excellence and acting with integrity. Our adherence to these principles has created a
unique work culture at TCS. No matter where you go to any of our branch and offices in any
of our brands around the world our associates live these values.
Service to our customers
Respect for the individual
Strive for excellence
Act with integrity
Service to Our Customers
Every associate from our CEO to our hourly associates in local stores is reminded daily
that our customers are why were here. We do our best every day to provide the greatest possible
level of service to everyone we come in contact with.
Serve our customers by making them our first priority.
28

 Support our associates so they can best serve our customers.

Give to the local community in ways that connect to our customers.
Respect for the Individual
From TCS earliest days we have emphasized the importance of respect for every associate, every
customer and every member of the community.
Value and recognize the contributions of every associate.
own what we do with a sense of urgency, and empower each other to do the same.

A kind of Culture that Emplooyees Desire at TCS

Openness and transparency: Employees feel free to voice their opinions, ideas,
concerns, or even criticisms in the organization. Information is freely shared and
exchanged in an accurate, substantially complete, timely, balanced and unbiased manner
in the company.

Integrity and trust: Moral values, such as honesty, integrity, and truthfulness, are
emphasized and implemented in the organization. The value of no cheating, no lies is
stressed. Employees, managers and employees are then able to trust each other.

Participation and empowerment: Employees are given opportunities to participate in

the decision-making process and feel empowered to exert influence in the organization.
Teamwork, dialogues and collaboration are emphasized.

29

Fairness: Employees are treated fairly without favoritism. They are also valued and
appreciated. They are provided opportunities for professional growth, praised, or given a
higher pay for better achievement and performance.

Supportiveness: Employees are treated as individuals, cared, and supported by the

organization. Employees feel free to express affection, tenderness, caring, and
compassion for one another.

Innovation: Employees are encouraged to be open-minded, take risks, embrace changes,

think outside of the box and take innovative initiatives. Creativity and entrepreneurship
are valued.

Sharing and learning: Employees openly share their knowledge, experience and
information within the corporate community. Sharing and continuous learning from one
another is rewarded and encouraged.

Diversity: The organization embraces individuals for their uniqueness and diverse
backgrounds regardless of their gender, race, religion, sexual orientation, etc. Differences
and various perspectives are respected and valued.

Social responsibility: The organization recognizes its association with the environment
and the society at large, establishes an ultimate goal towards supporting a cause, and

commits to solving social problems.

Fun, joy, and happiness: Fun, joy, and positive emotions are instilled in the workplace.
Employees work in an easy, uplifting atmosphere and happy mood. Achievements are
celebrated, appreciated and rewarded.

30

How Employees learn Culture

Stories
Stories such as these circulate through many organizations. They typically contain a narrative of
events about the organizations founders, rule breaking, rags-to-riches successes, reduction in the
workforce, relocation of employees, reactions to past mistakes, and organizational coping. These
stories anchor the present in the past and provide explanations and legitimacy for current
practices.

Rituals:

31

Rituals are repetitive sequences of activities that express and reinforce the key values of the
organization what goals are most important which people are important, and which people are
expendable. One of the better Known corporate rituals is Wal-Marts company chant. Begun by
the companys founder, Sam Walton as a way to motivate and unite his workforce, Gimme a W,
gimme and A gimme and L , gimme a squiggle, give me an M, A, R ,T ! has become a company
ritual that bonds Wal-Mart workers and reinforces Sam Waltons belief in the importance of his
employees to the companys success. Similar corporate chants are used by IBM, Ericsson,
Novell, Deutsche Bank, and Pricewaterhouse coopers.

Materials Symbols:
The headquarters of Alcoa doesnt look like your typical head office operation. There are few
individual offices even for senior executives. It is essentially made up of cubicles, common
areas, and meeting rooms. This informal corporate headquarters conveys to employees that Alcoa
values openness, equality, creativity and flexibility. Some corporations provide their top
executives with chauffeur-driven limousines and, when they travel by air, unlimited use of the
corporate jet. Others may not get to ride in limousines to private jets but they might still get a car
and air transportation paid for by the company. Only the car is a Chevrolet (with no driver) and
the jet seat is in the economy section of a commercial airliner.
The layout of corporate headquarters, the types of automobiles top executives are given, and the
presence or absence of corporate aircraft are a few examples of materials symbols. Others
included the size of offices, the elegance of furnishings executive perks, and attire. These
materials symbols convey to employees who is important, the degree of egalitarianism desired by
top management and the kinds of behavior (for example, risk taking, conservative, authoritarian,
participative, individualistic, social) that are appropriate.

Language
Many organizations and units within organizations use language as a way to identify members of
culture or subculture. By learning this language, members attest their acceptance of the culture
32

and, in so doing help to preserve it. The following are examples of terminology used by
employees a Knight Ridder Information, a California based data redistributor: accession
number (a number assigned to each individual record in a database); KWIC (a set of key wordsin-context); and rational operator (searching a database for names or key terms in some order). If
youre a new employee at Boeing you will find yourself learning a whole unique vocabulary of
acronyms including: BOLD (Boeing online data). CATIA (computer graphics aided three
dimensional interactive application), MAIDS (manufacturing assembly and installation data
system). POP (purchased outside production) and SLO (service level objectives.

Findings
Yes, we can see here that almost 70% of the employees agree that they are rewarded
when they perform their job with accuracy and excellence. This indicates that the
company awards monetary benefits to its employees to keep them motivated.

Yes, Almost 60% of the employees feel that the working conditions are good. This
indicates that TCS makes work station a favorable place for its employees and indicating
that the company takes efforts to keep its employees motivated.

Yes, Almost 80% of the employees feel that the company makes efforts to engage them in
team activities. This keeps the employees close and team work produces better results.

No, TCS provides a less exciting work environment for its employees. This indicates a
drawback on the companys part as this demotivates the employees. An exciting
environment will help the employees strive harder to accomplish their goals and make it a
fun experience.

Yes, 90% of the employees are motivated when the company succeeds and generates
profits. Hence, success of the entire company plays an important role in motivating
employees of the company.
33

Yes, 80% of the employees feel that the company takes enough initiatives to keep them
motivated and to keep the attrition rate low.
Also it was mentioned by the employees that group activities or events that could
motivate employees were conducted frequently and that these activities created a lot of
awareness among the employees.

Yes, the retention of Employees depends upon the culture that adopts the company.

Yes, organizational culture is one of the important factor for the success of the TCS. The
employees feel better when company arranges the festivals of their culture and make
them feel happy.

Yes, Mostly employees are satisfied with the culture that TCS adopted, they find a kind
of happiness and closeness with the organisation..

34

Conclusion
So here I want to conclude that organizational culture is the collective behavior of people that
are part of organisation. When Organizational culture is intertwined with the business strategy
and management practices and has a significant impact on the workforce. The structure of an
organisation varies depending on a number of influencing factors. Structure is influenced by the
external environment in which the business operates as well as its culture and the nature of the
work and activities it undertakes. The structure can have both a positive and negative impact on a
business. Having the right structure allows a business to respond and adapt to changes in the
market quickly. Innovation and creativity are usually found in flatter organisational structures
and in organisations with an entrepreneurial and employee focused culture, such as Strong
Culture. Strong culture means its employees feel empowered and motivated. This in turn
encourages them to positively contribute to generating relevant ideas and effective team working
in this innovative working environment.
Organizational culture is difficult to transform or change. For example, the behavior and attitudes
of employees toward the organization are influenced by the behavior of other employees. When
entering an organization, new employees are actually entering a subsystem that transforms their
attitudes and opinions about certain business practices. New employees then continue to
35

perpetuate this culture until it becomes entrenched as their own reality. Thus, the organizational
culture can be very challenging to change for those both inside and outside that culture. This is
something many managers, management consultants and coaches have to deal with when trying
to transform an organization's culture.

Bibliography
WWW.TCS.com
WWW.wikipedia.org/
www.google.com
www.tcs.ultimatix.com
Organisation theory change and culture Richard L. Draft

36

Annexure
A sample survey of 10 employees is been conducted as a part of research for this
project. A sample of the questionnaire has been attached at the end of the project. The
statistics are as follows:
1. If you do a good job, are you rewarded?

o Yes
o No
2. Are the conditions you work in, good?
o Yes
o No
3. Are you engaged in different team building activities?
o Yes
o No
37

4. Does the company try to create an exciting work environment?

o Yes
o No
5. You are motivated to see the company succeed. Do you agree?
o Yes
o No

6. Does the company take initiatives to keep its employees motivated? If

you agree, then how regular are those initiatives?
o Yes
o No
7. Do you get incentives and rewards for excellent performance?
o Yes
o No
8. Is retention depends on organization culture?
o Yes
o No
9. Do you think Organisational culture is one of the important factors of the
success of TCS?
o Yes
o No
38

10. Are you satisfied with the culture of your Organisation?

o Yes
o No

39