Professional Documents
Culture Documents
PROJECT Report
On
ORGANISATIONAL CULTURE
Special Reference To
()
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
2
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)
3
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)
4
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.
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.
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.
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tailored to meet both your professional and practical business needs and therefore
serve its intended purpose
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.
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.
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.
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CHAPTER-2
INTRODUCTION OF THE TOPIC
Organizational Culture
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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.
1. Individual Initiative
The degree to of responsibility, freedom and independence that individuals have.
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.
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The following table demonstrates how these characteristics can be mixed to create highly
diverse organizations.
Table1
ORGANIZATION A ORGANIZATION B
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.
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.
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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 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.
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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.
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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 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.
CHARLES HANDY
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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
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.
Organizational 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:
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.
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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.
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.
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.
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.
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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.
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
A SOCIALIZATION MODEL
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Organizational culture and change
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Organizations are comprised of four major components:
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.
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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.
Need Domination
To study the applicability of Maslaws Need Hierarchy in the current
scenario and thus, the graduation to ERG theory.
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.
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.
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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)
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6). How often do you indulge in recreational activities?
_______________________
7).What alerts you more meeting your superiors expectations or competition from
peers?
____________________
9). Overall, how satisfied are you with working for the company?
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
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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?
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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
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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.
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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
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uses decentralization to allow discretion in some matters, while saving on
time.
ANALYSIS
INTERPRETATION
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.
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Q4) How do you perceive your current organizations culture?
ANALYSIS:
The organization sees to it that its employees are highly skilled and will stay
in the organization while working their way up the ranks.
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.
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.
ANALYSIS:
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
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
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
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.
The organization has a dynamic culture. On the whole the culture satisfies
the diverse needs of all the employees.
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ANALYSIS
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.
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.
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Interview Analysis
Q1. What is the USP of your company/ one thing that makes your
company different from others?
RESULT
Q2. What kind of rewards and punishments does the company give to
shape behavior and make employees conform to its values and norms?
RESULT
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.
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Q3. What kind of recreational activities does the organization promote?
RESULT
With the heavy banking service provided to customers, the EME is exploring
avenues to cater to the recreational needs as much as possible.
RESULT
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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
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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
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.
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Q3) What is the thing you appreciate more- consistence performance,
achievement, recognition or rewards?
ANALYSIS:
INTERPRETATION
CONCLUSION
The Pinnacle of greatness comes when individuals see their work as their
purpose. Now this is called Selfless Service!!
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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.
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Q5) In what kind of an organizational culture you prefer to work?
ANALYSIS:
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.
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.
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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.
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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
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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
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Q9) Overall, how satisfied are you with working for the company?
ANALYSIS
INTERPRETATION
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!
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Q10) What is the best part about working for this company?
ANALYSIS
CONCLUSION
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.
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Interview Analysis
Q1. What is the USP of your company/ one thing that makes your
company different from others?
RESULT
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
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Q3. What kind of recreational activities does the organization promote?
RESULT
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.
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AnalysisReport
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.
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.
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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.
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.
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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
Degree of dispersal of
authority Highly centralized Relatively Decentralized
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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:
Having carried out a detailed analysis and a comparison of the organizational culture
in the two organizations, we derived the following conclusions:
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.
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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 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
BTNet.com
M. Parker
AxisBank.com
Cox&Kings.com
Google.com
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