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A

PROJECT Report

On

ORGANISATIONAL CULTURE

Special Reference To

EME Technologies, Mohali

In the partial fulfillment of Post-Graduation Degree of


MASTER OF BUSINESS ADMINISTRATION
Under Guidance of

()
Submitted to Submitted By

Date: -
Place: -
CERTIFICATE
Under my guidance and supervision. To the best of my knowledge and
belief the work presently was not been submitted earlier for degree of
Master of Business Administration or any other degree or diploma.

Date: - / /
Place: -

(Project Guide)

DECLARATION

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I undersigned Miss. (MBA-
II) here by state that this research report entitled A Project Report on
Organization Culture with special reference to EME
Technologies,Mohaliis genuine and bonafied work prepared by me
under the guidance of . The empirical findings in this report are
based on data collected by myself. The matter presented in this report is
not copied from any source.
I understand that, any such copy is liable for punishment
in any way the institute authorities deem to be fit.

Date: / /
Place:

Signature

(Research Student)

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ACKNOWLEDGEMENT

This research project bears the imprint of many persons cooperation & it
gives me great pleasure to egress my heartiest gratitude towards them.
First of all I would like to own my sincere gratitude to the honorable
for giving me an opportunity to undergo this summer training and project
work.
I am deeply thankful to for her constant encouragement, unending
support and valuable guidance.
I sincerely thank the Management of EME Technologies, Mohali for
giving me an opportunity to work on this project & providing with all the
necessary information.
I am sincerely thankful to & Staff Members of EME
Technologies for their wholehearted support & help during my training
period.
Lastly I would like to convey my reverential salutations to my
parents and friends for their unending support.

Date: / /
Place:

(Research Student)

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CHAPTER-1
COMPANY PROFILE

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EME Technologies, locateed at Mohali is one of the leading software company at Mohali.
It was the researchers privilege that she could complete hers summer internship there
and learn about their recruitment process.
When the required number and kind of manpower is determined by the firm, the role of
management is to find places where they require that manpower and how many out of
them are available. The management also finds the different ways of attracting the
probable human resource towards the organization before the process of selecting them
for the job. This entire process is known as recruitment. Recruitment is not employment,
but it is a part of employment. Recruitment is also not selection, but an activity carried
out before selection of candidates takes place. To speak in the technical context, the
process of recruitment is carried out before the function of selection and comprises of
only finding the sources of probable employees, developing those sources and arousing
interest in them to apply for the job vacancies in the firm.

EME Technologies a software company is managed by a team of dedicated, committed


and highly qualified software & hardware professional.The company is fortunate enough
to have been associated with expert and experienced faculty in the fields of Software,
Hardware and WebTechnologies,Embedded System, PCB
Designing,Networking,Autocad,automationandmanymore.
One of the areas of our specializations is Project study, analysis, development and its live
implementation.The computer faculty in our computer institute has hands-on experience
in software development and has a proven track record in training and guiding the
students.
They takeintensive care from the very first step of selecting the Project titleand
encouraging the student to venture a distinct project, involve themselves in the Project by
putting their own effort, time and subject to write programs to execute the same.
In case of any problems, the faculty in-charge willingly guides the student and helps them
in successfully executing the Project.Faculty give their support 24/7 toclient.

The institutes objectives is to empower the future computer Professionals by providing


them decent work atmosphere, individual attention, creating confidence in them by
encouraging them take-up the Project on their own, right from selection of topic until its
implementation, facilitating its submission, under the supervision and guidance of
experienced and expert faculty.EME delivers an integrated portfolio of solutions and
services reflecting a broad range of technology and business practices.

1.1.2 EME-Overview

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The EME Technologies, is located in Mohali in 7 Phase and in Chandigarh.
EMETECHNOLOGIES are Offshore Outsourcing Consultantswith a leading edge
technology focus on deliveringthe best and most cost-effective solutions to their clients in
various areas of web development services and solutions.

The team at EME Technologies consists of over 30 highly skilled professionals


associated with Information Technology. EMETechnologies delivers total solutions for
software development and maintenance needs, serving companies from the smallest of
start-ups to the largest of the Global 2000. We specialize in offshore software
development and web applications.

At EME Technologies a talented group of designers and interface engineers are


masters at effectively conveying a consistent corporate message and brand while
concentrating on ensuring a pleasant and useful user experience. They help in effectively
market the company by utilizing their skills in web strategy, creative interface design,
corporate branding and logo design, online marketing strategy and copywriting.

1.1.3 Vertical practices

1.1.3.1 Service Practices


The various types of services that are offered by this company are as follows
1.1.3.1.1. Custom web applications
1.1.3.1.2. Web designing
1.1.3.1.3. Complete e-business solutions
1.1.3.1.4. Ecommerce business
1.1.3.1.5. SEO Service
1.1.3.1.6. Web Data Mining
1.1.3.1.7. Training and Consulting Services for the Development of
Embedded Systems

1.3.1.1.1. Custom application development

It is meant for designing a software that has been designed and programmed for a
specific function/need. Custom application development is capable of
producing practically any feature you may desire for your site.

EME TECHNOLOGIES provide total flexibility in terms of Custom application


development - the process is essentially "Client Driven". It is important to
remember that a well-designed database should provide the end product that is

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tailored to meet both your professional and practical business needs and therefore
serve its intended purpose

1.3.1.1.2. Web Designing

EME TECHNOLOGIES has a team of experienced multi media and web


designers for professional web site designing who work closely with our
programming team to integrate the various components with a consistent look and
feel that represents your corporate brand image. We know the importance of a
"first web impression" in web site design and our experienced team will advise
you on how best to take advantage of changing trends and expectations

1.3.1.1.3. Complete e-business solutions


EME Technologies ' Complete e-business solutions offer a powerful
combination of design and technology. This comprehensive set of online e-
commerce technology is designed to help you make the most of your new or
existing business. Their complete e-business solutions will help you increase your
sales and improve your bottom line.

1.3.1.1.4. E-commerce business development

Their shopping cart solutions are all you need to be a successful online store.
Meet any growing e- commerce requirements with our shopping cart solutions for
all sectors of the market. With the advent of technology, business has increased
manifold.

If you are not updating your business in accordance to the changing scenario then
a realization factor might follow showing your performance during the past time.
There cannot be any short cut to success for your retail business. All you can do is
to provide best offer to your customers by using Ecommerce solutions.

1.3.1.1.5. Search Engine Optimization Firm

It offers the facility of Optimizing and Positioning of your website in the Major
Search Engines. They initiate the SEO Service process by determining the
Keyword/Phrase that best describe your Website/Business. Then they build META
Tags, for the few search engines that still use these.

The placement and maintenance of your website is monitored through out the
year. This becomes even more important whenever the search engines changes
their specifications. Maintenance is an extremely important aspect of a quality

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web site, not just for the benefit of search engines, but also for overall accuracy of
your company's information.

1.3.1.1.6. Web Data mining

It is a proven technology for advanced analysis that detects key patterns and
trends. But the time-consuming complexity of preparing Web data with the
business context necessary for data mining has hampered its use in Web analysis
until now.

EMETechnologies creates, maintains, and runs Internet robots that retrieve data
from the Web. The robots feed extractors that pick out useful information and can
deliver it to you in a format for processing and analysis.

1.3.1.1.7. Training and Consulting Services for the Development of Embedded


Systems
EME Technologies is pioneer in Establishing Embedded systems in Chandigarh.
Our expertise covers several microcontroller architectures and their development
tool chains. In addition we focus on topics such as time-to-market, quality
improvement , complete PCB Designing and embedded applications using Atmel
MCS51,Atmel AVR,Microchip PICcontroller, NXP ARM,Arduino and Raspberry
pi Our training and consulting services include prototyping and customized
software and hardware developments.Training, consulting or prototyping services
include applications on technologies from Atmel , microchip , NXP , Maxim etc.
Embedded Systems Development involve Microcontroller families, these
Microcontroller families require programming in Embedded C language.
EME is providing embedded system Development services and Training in
Embedded systems, Robotics, VLSI,AUTOCAD since 2010.

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CHAPTER-2
INTRODUCTION OF THE TOPIC

Organizational Culture

Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs


and values of an organization. It has been defined as "the specific collection of values and
norms that are shared by people and groups in an organization and that control the way
they interact with each other and with stakeholders outside the organization. It refers to a
system of shared meaning held by members that distinguishes the organization from other
organizations. Organizational values are beliefs and ideas about what kinds of goals
members of an organization should pursue and ideas about the appropriate kinds or
standards of behavior organizational members should use to achieve these goals. From
organizational values develop organizational norms, guidelines or expectations that
prescribe appropriate kinds of behavior by employees in particular situations and control
the behavior of organizational members towards one another".
It is basically used to refer to a system of shared meaning. In every organization, there
are systems or patterns of values, symbols, rituals, myths and practices that have evolved
over time. These shared values determine as to how the managers see and how they
respond to their world. When confronted with a problem, the organizations culture
restricts what the manager can do by suggesting the correct way-the way we do things
here- to conceptualize, define, analyze and solve the problem. For example, the
president of Honeywell Information Systems recognized the constraining role that culture
was playing in his efforts to get his managers to be less authoritarian. He noted that
organizations culture would have to become more democratic if it was going to succeed
in the marketplace.

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Senior management may try to determine a corporate culture. They may wish to impose
corporate values and standards of behavior that specifically reflect the objectives of the
organization. In addition, there will also be an extant internal culture within the
workforce. Work-groups within the organization have their own behavioral quirks and
interactions which, to an extent, affect the whole system. Task culture can be imported.
For example, computer technicians will have expertise, language and behaviors gained
independently of the organization, but their presence can influence the culture of the
organization as a whole.

Though we currently have no definite method for measuring an organizations culture,


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

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

2. Innovation & Risk Taking


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

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

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

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

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

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

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

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

10. Communication Pattern


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

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

Table1

ORGANIZATION A ORGANIZATION B

Both the organizations are manufacturing firms.

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

Although organizational cultures have common properties, sub cultures cannot be over
looked.

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

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Subcultures tend to develop in large organizations to reflect common problems,
situations or experience that members face. It will include the core values of the
dominant cultures plus additional values unique to each individual.
General Motors has been universally described as a cold, formal, risk-aversive firm. It
was that way in the 1930s and it is basically the same today. Hewlett-Packard is an
informal, loosely structured and highly humanistic organization. Both these organizations
have been essentially successful over the years.
Culture constrains choices by conveying to managers which practices are acceptable in
their organization and which are not.

Elements of Organizational Culture

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

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

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

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

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

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

Rituals and Routines: Management meetings, board reports and so on may become
more habitual than necessary.

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

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

Culture is a Descriptive Term

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

Strong v/s. Weak Culture

Strong culture is said to exist where staff respond to stimulus because of their alignment
to organizational values.
Conversely, there is weak culture where there is little alignment with organizational
values and control must be exercised through extensive procedures and bureaucracy.

Where culture is strongpeople do things because they believe it is the right thing to do
there is a risk of another phenomenon, Groupthink. "Groupthink" was described by
Irving L. Janis. He defined it as "...a quick and easy way to refer to a mode of thinking
that people engage when they are deeply involved in a cohesive ingroup, when members'
strivings for unanimity override their motivation to realistically appraise alternatives of
action." This is a state where people, even if they have different ideas, do not challenge
organizational thinking, and therefore there is a reduced capacity for innovative thoughts.
This could occur, for example, where there is heavy reliance on a central charismatic
figure in the organization, or where there is an evangelical belief in the organizations
values, or also in groups where a friendly climate is at the base of their identity
(avoidance of conflict). In fact groupthink is very common, it happens all the time, in
almost every group. Members that are defiant are often turned down or seen as a negative
influence by the rest of the group, because they bring conflict, through reliance on
established procedures.
Innovative organizations need individuals who are prepared to challenge the status quo
be it groupthink or bureaucracy, and also need procedures to implement new ideas
effectively.

Whether an organizations culture is strong or weak or somewhere in between depends on


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

Organizational Culture Versus National Culture

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

Classification Schemes

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

I. GEERT HOFSTEDE

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

Power Distance - The degree to which a society expects there to be differences in the
levels of power. A high score suggests that there is an expectation that some
individuals wield larger amounts of power than others. A low score reflects the view
that all people should have equal rights.

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


and risk.

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


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

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Masculinity vs. Femininity - refers to the value placed on traditionally male or
female values. Male values for example include competitiveness, assertiveness,
ambition, and the accumulation of wealth and material possessions.

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

Deal and Kennedy

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

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

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

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

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

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


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

CHARLES HANDY

Charles Handy(1985) popularized a method of looking at culture which some scholars


have used to link organizational structure to Organizational Culture. He describes:

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

In a Role Culture, people have clearly delegated authorities within a highly defined
structure. Typically, these organizations form hierarchical bureaucracies. Power
derives from a person's position and little scope exists for expert power.

By contrast, in a Task Culture, teams are formed to solve particular problems. Power
derives from expertise as long as a team requires expertise. These cultures often
feature the multiple reporting lines of a matrix structure.

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

EDGAR SCHEIN

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


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

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

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

At the third and deepest level, the organization's tacit assumptions are found. These are
the elements of culture that are unseen and not cognitively identified in everyday
interactions between organizational members. Additionally, these are the elements of
culture which are often taboo to discuss inside the organization. Many of these 'unspoken
rules' exist without the conscious knowledge of the membership. Those with sufficient

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experience to understand this deepest level of organizational culture usually become
acclimatized to its attributes over time, thus reinforcing the invisibility of their existence.
Surveys and casual interviews with organizational members cannot draw out these
attributes--rather much more in-depth means is required to first identify then understand
organizational culture at this level. Notably, culture at this level is the underlying and
driving element often missed by organizational behaviorists.

Using Schein's model, understanding paradoxical organizational behaviors becomes more


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

Organizational Culture
Evolution

Arthur F Carmazzi states that the dynamics of organizational culture are an


evolutionary process that can change and evolve with the proper Psychology of
Leadership.

Foundations of Culture Evolution

At each level of Organizational Evolution, people will be working, acting, thinking, and
feeling at different levels of personal commitment. Carmazzis Directive Communication
psychology classifies these levels commitment as:

1. The level of Individual

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

2. The Level of Group

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

3. The Level of Organization

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

Insights on Evolving Corporate Culture

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

1. The Blame culture


This culture cultivates distrust and fear, people blame each other to avoid being
reprimanded or put down, this results in no new ideas or personal initiative because
people dont want to risk being wrong. The majority of commitment here is at the level of
Individual

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

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

3. Live and let live culture


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

4. Brand Congruent Culture


People in this culture believe in the product or service of the organization, they feel good
about what their company is trying to achieve and cooperate to achieve it. People here are
passionate and seem to have similar goals in the organization. They use personal
resources to actively solve problems and while they dont always accept the actions of
management or others around them, they see their job as important. Almost everyone in
this culture is operating at the level of Group.

5. Leadership Enriched Culture


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

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Culture Maintenance

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

1. Selection

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

2. Top Management

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

3. Socialization

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

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

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employees who understand Starbucks culture & who project an enthusiastic and
knowledgeable interface with customers.

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

i. Pre arrival Stage: the period of learning in the socialization process that
occurs before a new employee joins the organization.

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

iii. Metamorphosis Stage: the stage in which a new employee changes and
adjusts to the job, work group, and the organization.

Pre arrival
+
Encounter
+
Metamorphosis

Productivity Commitment Turnover

A SOCIALIZATION MODEL

23
Organizational culture and change

STRATEGIES FOR CHANGING AN ORGANIZATION'S


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

1. Formulate a clear strategic vision.


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

2. Display Top-management commitment.


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

3. Model culture change at the highest level.


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

4. Modify the organization to support organizational change


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

5. Select and socialize newcomers and terminate deviants


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

6. Develop ethical and legal sensitivity


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

THE FOUR COMPONENTS OF EVERY ORGANIZATION

24
Organizations are comprised of four major components:

i. Physical (the visible aspects of the organization)


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

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

25
Research
Report

26
Research Report
Having undertaken a project on Organizational Culture, we thought the best possible
learning could come through industry visits. We tried to narrow down our perspective
by comparing organizational cultures between a bank and a travel & tourism agency.
As such, we undertook our research at Axis Bank, Model Town and Cox & Kings,
Connaught Place.

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


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

Our broad areas of research were:

Need Domination
To study the applicability of Maslaws Need Hierarchy in the current
scenario and thus, the graduation to ERG theory.

Influence of External Factors on Organizational Behavior


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

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

Preference for the Culture


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

Importance of Recreation Facilities in the Work Setting


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

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

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

27
Questionnaire
Name-_____________________
Position-____________________
How long have you been working for this company? _________________

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

1).The needs you value the most


Growth Needs
Esteem Needs
Relatedness/Social Needs
Existence Needs

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


performance.
Superior
Subordinates
Recreation Facilities
Authority

3).The thing you appreciate more-


Consistent Performance
Achievement
Recognition
Reward

Tick the appropriate option

4). How do you perceive your current organizations culture?


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

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


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

28
6). How often do you indulge in recreational activities?
_______________________

7).What alerts you more meeting your superiors expectations or competition from
peers?
____________________

8).What counts more experience or exposure?


_______________________

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

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


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

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


___________________________________________________________
___________________________________________________________
___________________________________________________________

29
Interview

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

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

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

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

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


belief or attitude governs your behavior?

30
Research Results

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

ANALYSIS:

INTERPRETATION

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

CONCLUSION

31
Maslaws need hierarchy theory holds good here as well. As the existence
needs of the employees are met, they move up the level of hierarchy. For an
employee, who has joined the organization lately, satisfaction of social needs
hold more significance than the contentment of esteem needs, for an
employee who has been working with the organization for quite some time.

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

32
Q2) What is the relative importance of External Factors in the work
environment influencing your performance i.e. Superiors, Subordinates,
Recreational Facilities and Authority?

ANALYSIS:

INTERPRETATION

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

CONCLUSION

There is a mix and match of all the factors influencing the behavior of an
employee. No factor affects employees behavior in isolation. The main
driving factors influencing work performance are recreational opportunities
and the influence of the superiors over the subordinates. The organization

33
uses decentralization to allow discretion in some matters, while saving on
time.

Q3) What is the thing you appreciate more- consistence performance,


achievement, recognition or rewards?

ANALYSIS

INTERPRETATION

Consistent performance is the most appreciated by the employees while


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

CONCLUSION

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

34
Q4) How do you perceive your current organizations culture?

ANALYSIS:

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


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

INTERPRETATION & CONCLUSION:

An appropriate organizational culture encourages the development of an


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

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


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

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

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

ANALYSIS:
An organization where there is a stable environment in which employees can
develop and exercise their skills is the culture which is preferred by more

35
than 85% of the employees. Only 15% are in favor of a culture which has
high commitment to decentralization.

INTERPRETATION & CONCLUSION:

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

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


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

Q6) How often do you indulge in recreational activities?

ANALYSIS:

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


week.

INTERPRETATION & CONCLUSION:

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


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

36
37
Q7) What alerts you more meeting your superiors expectations or
competition from peers?

ANALYSIS

INTERPRETATION

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

CONCLUSION

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


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

38
Q8) What counts more experience or exposure?

ANALYSIS

INTERPRETATION

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

CONCLUSION

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


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

39
Q9) Overall, how satisfied are you with working for the company?

ANALYSIS

INTERPRETATION

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

CONCLUSION

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


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

40
Q10) What is the best part about working for this company?

ANALYSIS

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

INTERPRETATION & CONCLUSION

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

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

41
ANALYSIS

Though satisfied, the employees offered various suggestions to improve the


organization. They emphasized upon developing better interpersonal
relationship.

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


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

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

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

INTERPRETATION & CONCLUSION

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

Implementation of the suggestions offered by the employees will work


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

42
Interview Analysis

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

RESULT

The USP of EME Technologies lies in their core value of customer


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

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

RESULT

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


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

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

EMEis well using the Carrot n Stick Policy. The bank ensures rewards
(carrots) for high performers while it uses the Stick to set straight the
non-performers.

43
Q3. What kind of recreational activities does the organization promote?

RESULT

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


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

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

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


belief or attitude governs your behavior?

RESULT

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


maximization values. The mangers weigh the cost of delivering the desired
level of service with the returns expected. If the returns are higher they
deliver the services.

44
Q1) The needs you value the most: Growth, Esteem, Social or Existence
Needs.

ANALYSIS:

INTERPRETATION

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

CONCLUSION

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


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

45
Q2) What is the relative importance of External Factors in the work
environment influencing your performance i.e. Superiors, Subordinates,
Recreational Facilities and Authority.

ANALYSIS:

INTERPRETATION

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


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

CONCLUSION

COX & KINGS is a highly centralized organization whereby the authority and
discretion rests mainly with the top management. Employees performance is
based on the prescribed norms and work procedures. Therefore, we see the
dominance of, the impact of superiors, on work performance and least
influence of authority, because of centralization. Since there arent many
recreational opportunities available, their influence is also less.

46
Q3) What is the thing you appreciate more- consistence performance,
achievement, recognition or rewards?

ANALYSIS:

INTERPRETATION

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


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

CONCLUSION

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


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

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

47
Q4) How do you perceive your current organizations culture?

ANALYSIS:

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

INTERPRETATION

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

48
Q5) In what kind of an organizational culture you prefer to work?

ANALYSIS:

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


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

INTERPRETATION & CONCLUSION

Accordingly, we classify and define different organizational cultures as:

Academy Culture
Employees are highly skilled and tend to stay in the organization, while
working their way up the ranks. The organization provides a stable
environment in which employees can development and exercises their skills.
Examples are universities, hospitals, large corporations, etc.

Baseball Team Culture


Employees are "free agents" who have highly prized skills. They are in high
demand and can rather easily get jobs elsewhere. This type of culture exists
in fast-paced, high-risk organizations, such as investment banking,
advertising, etc.

Club Culture
The most important requirement for employees in this culture is to fit into
the group. Usually employees start at the bottom and stay with the
organization. The organization promotes from within and highly values
seniority. Examples are the military, some law firms, etc.

Fortress Culture
Employees don't know if they'll be laid off or not. These organizations often
undergo massive reorganization. There are many opportunities for those with
timely, specialized skills. Examples are savings and loans, large car
companies, etc.

49
Q6) How often do you indulge in recreational activities?

ANALYSIS:

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

INTERPRETATION & CONCLUSION

Since recreational opportunities are limited or almost insignificant for the


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

50
Q7) What alerts you more meeting your superiors expectations or
competition from peers?

ANALYSIS:

INTERPRETATION

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

CONCLUSION

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


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

51
Q8) What counts more experience or exposure?

ANALYSIS:

INTERPRETATION

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

CONCLUSION

Experience comes through exposure, hence they both go along.

52
Q9) Overall, how satisfied are you with working for the company?

ANALYSIS

INTERPRETATION

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


traits of low satisfaction or dissatisfaction in the organization.

CONCLUSION

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

53
Q10) What is the best part about working for this company?

ANALYSIS

Majority of the respondents felt that practical applicability of the Equity


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

CONCLUSION

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


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

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

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

54
Interview Analysis
Q1. What is the USP of your company/ one thing that makes your
company different from others?

RESULT

Cox & Kings is Indias market leader in destination management, with


substantial competitive advantage in this business segment.

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

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

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

RESULT

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


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

55
Q3. What kind of recreational activities does the organization promote?

RESULT

The informal Meetings, Incentives, Conferences and Exhibitions act as


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

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


belief or attitude governs your behavior?

RESULT

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

56
AnalysisReport

Comparison of Cultures at Axis Bank and


Cox & Kings

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

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

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


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

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

57
In Specific
At AXIS BANK, the majority of the employees were very satisfied while only a few
were dissatisfied. The management entrusts the employees and staff with decisional
powers and authority. That is to say, the organization is familiar with
decentralization. The management entrusts the employees with challenging job
assignments for contentment of their esteem needs. There is realistic allocation of
resources (human and material) to support management, monitoring and
backstopping.

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

The company aims for sales & profit maximization.

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

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

The company aims for profit maximization through customer satisfaction.

58
Cox & Axis Bank
Basis Kings
Domination of growth needs at all levels of the
Need Domination organization
Satisfaction of Esteem needs very significant for
people at higher levels of hierarchy
Social Needs require satisfaction at all levels,
irrespective of ones position in the organization

Influence of External Along with the influence of


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

Motivation Factors Achievement Consistency in


Performance

Need for Recreation Occasional Very Often

Alerting Factor Meeting the targets Superiors Expectations

Level Of Dissatisfaction 0% 14%

Reasons for Equity: All employees are Employees are given


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

Experience and Exposure both are equally


Experience or Exposure? important for effectiveness in performance and
learning

Experience comes from exposure

Degree of dispersal of
authority Highly centralized Relatively Decentralized

59
ConclusionsandFindings
Organizational culture is a complex system of organizational values, from which,
develop organizational norms, guidelines or expectations that prescribe appropriate
kinds of behavior by employees in particular situations and control the behavior of
organizational members towards one another.

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

Organizational Culture Analysis


Critical Incident Analysis
Culture Gap Analysis

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

ORGANIZATIONAL CULTURE ANALYSIS

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

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

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

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


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

Both companies fair well on the Organizational Culture Analysis dimension.

CRITICAL INCIDENT ANALYSIS

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


by your employees, customers, or other stakeholders.

These methods produce categories of organizational values and effectiveness ratings


based on the nature of incidents occurring in those categories.

60
For example, Customer Service may be one of your resulting categories. However, if
the stories offered here are mostly negative, the effectiveness rating will be low.

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

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

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

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

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

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

CULTURE GAP ANALYSIS

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

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

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Bibliography

The Organizational Culture Perspective. Chicago: Dorsey Press.

BTNet.com

Organizational Culture and Identity: Unity & Division at work by

M. Parker

AxisBank.com

Cox&Kings.com

Google.com

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