A Study On The Cool Drinking's Production Organizational Culture and Its Impact On Employee Behavior

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INTERNATIONAL JOURNAL OF RESEARCH REVIEW IN
ENGINEERING AND MANAGEMENT (IJRREM)
Tamilnadu-636121, India
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A Study on the Cool Drinkings Production Organizational Culture

and Its Impact on Employee Behavior
Prof. N.BALACHANDRAN
Associate Professor
Department of Management Studies
Velalar College of Engineering & Technology
Tindal Erode 638012, Tamilnadu, India
Mail id: nbalachandran55@gmail.com
Mobile no : 9442243410
Abstract
Organizational culture as the accepted norms and values that is associated with a
particular company. These norms are also passed on from one group of the organization to
another and To identify the relationship of organization culture the employee behavior along
with know the employee attitude conflict. Research design Descriptive study descriptive
International Journal of Research Review in Engineering and Management (IJRREM) , Volume-

1, Issue -9 , September -2017, Page No :36-73, Impact Factor ;2.9436, Scribd Impact
Factor:4.7317, Academia Impact Factor :1.1610
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research studies are those studies which are concerned with describing the characteristics of a
particular individual, or group. The main objective of this study is to acquire knowledge. Total
populations: 2000 employees. Sample size; The sampling size of the research study is
only 100 Respondents Organizational culture is linked to employee behavior in that the latter is
an expression of the former. If managers try their best to institute changes in the organization
that influence organizational culture, this will be expressed by employee behavior and can
actually create competitive advantage.
Key words: culture, associated, relationship, main objective, employee behavior
CHAPTER I
I- INTRODUCTION
Organizational culture as the accepted norms and values that is associated with a
particular company. These norms are seen as distinctive to a particular organization and normally
affect the way specific organizations go about implementing their organizational goals. These
norms are also passed on from one group of the organization to another. The most fundamental
question that managers and other organizational stakeholders need to answer is what is the
relevance of organizational culture to the way they go about their activities? Organizational

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culture is closely related to organizational strategy. Managers who normally experience problems
are those ones who fail to merge organizational culture to their strategies. If new strategies are
incompatible with the kind of culture prevailing at that time, then chances are they might fall fail.
Numerous authors have explained how many companies have failed in their endeavors to change
their organization because they had a plan to reorganize and transform without looking at
prevailing culture.
Organizational culture related to employee behavior
Organizational culture can be tackled in three realms; these are;
behavior and artifacts
values
assumptions and beliefs
Assumptions and beliefs indicate all the underlying values that have been taken for granted
by particular organization. These are usually values that have become so common to a specific
organization that no one even notices that they are there. Values on the other hand are issues that
determine behavior. It should be noted that values are more internal and are only expressed
through behavior. The latter term; behavior denotes the visible elements of culture prevailing
within a certain organization.

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1.2. OBJECTIVES
To measure the employee behavior
To study the existing culture in the organization
To identify the relationship of organization culture the employee behavior.
To Study the analyze employee behavior.
To know the employee attitude conflict.
1.3.SCOPE OF THE STUDY
This study helps to bring out the behavioral aspects of employee.
This study helps to rearrange the organization culture.
1.4.NEED OF THE STUDY
To reduce employee disappointment
To resolve the conflict among the employees
To rectify the problems

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To make changes in organization based on employees expectation
1.5. STATEMENT OF THE PROBLEM
People are affected by the culture in which they live. Similarly, an individual working for
any organization with a firmly established culture will be taught the values, beliefs, and expected
behaviors of that organization. There is at least some sound evidence that variations in cultural
values may have a significant impact on employee turnover and possibly employees job
performance. Hence the study of organizational culture is important for the understanding and
practice of organizational behavior
1.6. LIMITATIONS
The sample size is only 100. It may not consider for whole population.
The time duration is three month.
Some of the respondents were not co-operate with researcher
Then some respondents have fear to say the answer.
CHAPTER II REVIEW OF LITERATURE
Harris and Ogbonna (2012) opined that leadership style was not directly linked to
performance but was merely indirectly associated. Competitive and innovative culture traits were
directly linked with performance and had strong and positive associations. Community and
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bureaucratic cultural traits were not directly related. From the negative link between bureaucratic
culture and organizational performance revealed that internally oriented organizational culture
might prove disadvantages then externally oriented organizational culture. It also suggested
bureaucratization reduced short term profitability, hindered long term growth and might even
affected the existence of the organization.
According to Kiyani et al. (2011) found that career salience had significant and positive
relationship with job involvement of universities teachers of private and public universities. Most
of the employees agreed that they were getting help from career salience to maintain their job
involvement. Further, the study found that career salience may be helpful in involving the job. It
suggested that better defined career developed sound relationship with job involvement.
OReilly, Chatman & Caldwell (1991) developed a model based on the belief that cultures
can be distinguished by values that are reinforced within organizations. Their Organizational
Profile Model (OCP) is a self reporting tool which makes distinctions according seven categories
- Innovation, Stability, Respect for People, Outcome Orientation, and Attention to Detail, Team
Orientation, and Aggressiveness. The model is not intended to measure how organizational
culture effects organizational performance, rather it measures associations between the
personalities of individuals in the organization and the organization's culture.

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(Mauk Mulder, 1977) - Different societies find different solutions on social inequality.
Although invisible, inside organizations power inequality of the "boss-subordinates
relationships" is functional and according to Hofstede reflects the way inequality is addressed in
the society. "According to Mulder's Power Distance Reduction theory subordinates will try to
reduce the power distance between themselves and their bosses and bosses will try to maintain or
enlarge it", but there is also a degree to which a society expects there to be differences in the
levels of power
Stanley G. Harris (1994) argues that five categories of in-organization schemata are
necessary for organizational culture:
Self-in-organization schemata: a person's concept of oneself within the context of the

organization, including her/his personality, roles, and behavior.
Person-in-organization schemata: a person's memories, impressions, and expectations of

other individuals within the organization.
Organization schemata: a subset of person schemata, a person's generalized perspective

on others as a whole in the organization
According to Kotter and Heskett (1992), organizations with adaptive cultures perform
much better than organizations with unadaptive cultures. An adaptive culture translates into

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organizational success; it is characterized by managers paying close attention to all of their

constituencies, especially customers, initiating change when needed, and taking risks. An
unadaptive culture can significantly reduce a firm's effectiveness, disabling the firm from
pursuing all its competitive/operational options.
CHAPTER III RESEARCH METHODOLOGY
Meaning
Research in common parlance refers to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic.
Research is an academic activity and as such the term should be used in a technical sense.
Definition
Redman and Mory define research as a systematized effort to gain new knowledge
. According to Clifford woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions collecting , organizing , and evaluation
data; making deductions and research conclusion; and at last carefully testing the conclusion to
determine whether they fit the formulating hypothesis.
Research design

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Descriptive study descriptive research studies are those studies which are concerned
with describing the characteristics of a particular individual, or group. The main objective of this
study is to acquire knowledge.
Total populations: 2000 employees
Sample size; The sampling size of the research study is only 100 Respondents
Sampling method : Probability sampling method simple random sampling.
Research instrument:A structured questionnaire was prepared to take survey among the
employee.
Questionnaire design:1. Closed ended question and 2. Open ended question.
Closed ended question:A question is asked and then a number of possible answers are
provided for the respondents. The respondents select the answer which is appropriate.
Data collection: A standardized questioner was framed and was used for the data collection. At
a two month span the data was collected from 100 respondents and the collected data was further
analyzed and interpreted.
Types of data

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Primary data: It is collected through questionnaire
Secondary: It is collected through internet and books.
Tools used for analysis
1. Percentage analysis
Percentage analysis refers to specific kind of ratio Percentage used to describe
relationship.
No. of. Respondents
Percentage = 100
Total. No employees
Chi square:
Chi-square is a statistical test commonly used to compare observed data with data we
would expect to obtain to specific hypothesis
(O-E)2

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Chi Square =
E
Where,
O = Observed frequency
E = Expected frequency
Correlation:
Correlation quantifies the extent to which two quantitative variables, X and Y, go
together.When high values of X are associated with high values of Y, a positive correlation
exists. When high values of X are associated with low values of Y, a negative correlation exists.
Nxy2 (x)(y)
3. Correlation =
Nx2 (x)2 Ny2 - (y)2
Chapter IV
Discussion and Interpretation
TABLE - 4.1 GENDER OF THE RESPONDENT

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PARTICULARS NO. OF RESPONDENTS PERCENTAGE

MALE 72 72
FEMALE 28 28
TOTAL 100 100
Source: computed from the Excel.
INFERENCE: From the above table, it is inferred that, 72% of the respondents are male and
28% of them are female.
TABLE-4.2 SHOWING MARTIAL STATUS

SINGLE 44 44
MARRIED 56 56
TOTAL 100 100
INFERENCE: From the above table, it is inferred that, 44% of the respondents are single, 56%
respondents married.
TABLE-4.3THE TABLE SHOWING EDUCTIONAL QUALIFICATION

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MATRIC 20 20
DIPLOMA 28 28
DEGREE 52 52
TOTAL 100 20
INFERENCE: From the above table, it is inferred that, 52% of the respondents are Degree, and
28% of the respondents are Diploma, and 20% of the respondents are Matric.
TABLE-4.4THE TABLE SHOWING ORGANIZATIONAL NORMS AND VALUES

STRONGLY DISAGREE 8 8
DISAGREE 10 10
NEUTRAL 20 20
AGREE 40 40
STORNGLY AGREE 22 22
TOTAL 100 8

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INFERENCE: From the above table, it is inferred that, 40% of the respondents Agree and 22%
of the respondents are Strongly Agree and 20 respondents are Neutral and 10% of the
respondents are Disagree and 8% of the respondents are Strongly Disagree.
TABLE - 4.5 THE TABLE SHOWING ORGANIZATIONAL SUPPORTS AND VISION

OF THE EMPLOYEES.
DISAGREE 20 20
NEUTRAL 30 30
AGREE 14 14
TOTAL 100 100
INFERENCE: From the above table, it is inferred that, 30% of the respondents Neutral and
28% of the respondents are Strongly Agree and 20% respondents are Disagree and 14% of the
respondents are Agree and 8% of the respondents are Strongly Disagree.

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TABLE-4.6 THE ORGANIZATIONAL CULTURE ARE WIDELY UNDERSTOOD BY

YOU.
DISAGREE 20 20
NEUTRAL 10 10
AGREE 45 45
TOTAL 100 100
INFERENCE:From the above table, it is inferred that, 45% of the respondents Agree and 20%
of the respondents are Disagree and 15% of the respondents are Agree and 10% of the
respondents are Strongly Disagree and 10% of the respondents are Neutral.
TABLE-4.7THE TABLE SHOWING IDENTITY OF THE ORGANIZATION IS SHAPED

BY ITS ORGANIZATIONAL CULTURE
NO. OF
PARTICULARS PERCENTAGE
RESPONDENTS

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DISAGREE 10 10
NEUTRAL 13 13
AGREE 30 30
TOTAL 100 100

INFERENCE:From the above table, it is inferred that, 40% of the respondents Strongly Agree
and 30% of the respondents are Agree and 13% of the respondents are Neutral and 10% of the
respondents are Disagree and 07% of the respondents are Strongly disagree.
TABLE-4.8 THE SHOWING UNDERSTANDING BETWEEN OLD AND CURRENT
ORGANIZATION CULTURE

DISAGREE 40 40
NEUTRAL 05 05
AGREE 25 25

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TOTAL 100 100

INFERENCE:From the above table, it is inferred that, 40% of the respondents Disagree and
25% of the respondents are Agree and 20% of the respondents are Strongly disagree and 10% of
the respondents are Strongly Agree and 05% of the respondents are Neutral.
TABLE-4.9 THE TABLE SHOWING CULTURE PROVIDES KNOWLEDGE

EXPECTED TO ACT AND THINK IN THE ORGANIZATION
DISAGREE 15 15
NEUTRAL 0 0
AGREE 60 60
TOTAL 100 100
of the respondents are Strongly Agree and 15% of the respondents are Disagree and 05% of the

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TABLE-4.10 THE TABLE SHOWING GUIDES EMPLOYEES TO PERFORM THEIR

WORK EFFECTIVELY.
DISAGREE 08 08
NEUTRAL 02 02
AGREE 35 35
TOTAL 100 100
and 35% of the respondents are Agree and 08% of the respondents are Disagree and 02% of the
respondents are Neutral and 0% of the respondents are Strongly Disagree.
TABLE-4.11THE TABLE SHOWING GUIDES YOUR BEHAVIOR AND INTERPRETS
EXPERIENCE

DISAGREE 40 40

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NEUTRAL 10 10
AGREE 17 17
TOTAL 100 100
25% of the respondents are Strongly disagree and 17% of the respondents are Agree and 10% of
the respondents are Neutral and 08% of the respondents are Strongly agree.
TABLE-4.12THE TABLE SHOWING CULTURE WITHIN THE ORGANIZATION

REPRESENTS THE IDENTITY OF THE EMPLOYEE

DISAGREE 10 10
NEUTRAL 02 02
AGREE 10 10
TOTAL 100 100
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TABLE-4.13 THE TABLE SHOWING THE ORGANIZATION CLEARLY DEFINES
AND MAINTAINS LIMITS

DISAGREE 09 09
NEUTRAL 18 18
AGREE 55 55
TOTAL 100 100
of the respondents are Strongly Agree and 18% of the respondents are Neutral and 09% of the
TABLE-4.14THE TABLE SHOWING AREA IN WHICH ORGANIZATION RESIDES
DESCRIBES ITS CULTURE

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DISAGREE 18 18
NEUTRAL 11 11
AGREE 10 10
TOTAL 100 100
INFERENCE:From the above table, it is inferred that, 57% of the respondents Strongly
Disagree and 18% of the respondents are Disagree and 11% of the respondents are Neutral and
10% of the respondents are Agree and 04% of the respondents are Strongly Agree.
TABLE-4.15THE TABLE THE ORGANIZATION RECOGNIZES AND VALUES THE

VARIETY OF OPINIONS AND INSIGHT OF THE EMPLOYEES
DISAGREE 10 10
NEUTRAL 06 06

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AGREE 18 18
TOTAL 100 100
respondents are Neutral and 05% of the respondents are Strongly Disagree.
TABLE-4.16THE TABLE SHOWING ENCOURAGES OPENNESS AMONGST ITS

EMPLOYEES
DISAGREE 08 08
NEUTRAL 0 0
AGREE 71 71
TOTAL 100 100

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TABLE-4.17 THE TABLE SHOWING MAKES WORKERS FEEL VALUED.
DISAGREE 05 05
NEUTRAL 65 65
AGREE 17 17
TOTAL 100 100
INFERENCE:From the above table, it is inferred that, 65% of the respondents Neutral and 17%
of the respondents are Agree and 07% of the respondents are Strongly Agree and 06% of the
respondents are Strongly Disagree and 05% of the respondents are Disagree.
TABLE-4.18 THE TABLE SHOWING CULTURE BUILD COMMITMENT AND
CORPORATION OF EMPLOYEES.

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DISAGREE 07 07
NEUTRAL 02 02
AGREE 10 10
TOTAL 100 100
TABLE-4.19 THE TABLE SHOWING EMPLOYEES ARE COMMITTED TO WORK
AND ITS SUCCESS.
DISAGREE 06 06
NEUTRAL 10 10

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AGREE 70 70
TOTAL 100 100
of the respondents are Strongly Agree and 10% of the respondents are Neutral and 06% of the
TABLE-4.20THE TABLE SHOWING ORGANIZATIONAL CULTURE HELPS TO

SHARE THE EMOTIONS AMONG THE EMPLOYEES
DISAGREE 56 56
NEUTRAL 03 03
AGREE 19 19
TOTAL 100 100

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19% of the respondents are Agree and 14% of the respondents are Strongly Disagree and 08% of
the respondents are Agree and 03% of the respondents are Neutral.
TABLE-4.21THE TABLE SHOWING ORGANIZATIONAL CULTURE INFLUENCES
EMPLOYEES PERFORMANCE
DISAGREE 12 12
NEUTRAL 05 05
AGREE 40 40
TOTAL 100 100
of the respondents are Strongly Agree and 21% of the respondents are Strongly Disagree and
12% of the respondents are Disagree and 05% of the respondents are Neutral.
TABLE-4.22THE TABLE SHOWING CULTURE LEADS TO CREATIVITY OF

EMPLOYEE
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DISAGREE 39 39
NEUTRAL 15 15
AGREE 17 17
TOTAL 100 100
17% of the respondents are Agree and 16% of the respondents are Strongly Disagree and 15% of
the respondents are Neutral and 13% of the respondents are Strongly Agree.
TABLE-4.23THE TABLE SHOWING JOB SATISFACTION OF EMPLOYEES LEAD
TO HIGH PERFORMANCE AND DEVELOPMENT OF CULTURE
DISAGREE 09 09
NEUTRAL 50 50

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AGREE 20 20
TOTAL 100 100
INFERENCE:From the above table, it is inferred that, 50% of the respondents Neutral and 20%
of the respondents are Agree and 15% of the respondents are Strongly Disagree and 09% of the
respondents are Disagree and 06% of the respondents are Strongly Agree.
TABLE-4.24 THE TABLE SHOWING COMMUNICATION BETWEEN

MANAGEMENT AND EMPLOYEES
DISAGREE 12 12
NEUTRAL 0 0
AGREE 59 59
TOTAL 100 100

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respondents are Strongly Agree and 0% of the respondents are Neutral.
CORRELATION ANALYSIS:
CORRELATION ANALYSIS: Test 1
Whether there is a relationship between organization culture and employees commitment.
X: organization culture
Y: employees commitment
X 6 7 2 10 75
Y 3 6 10 70 11
S. No X Y XY X2 Y2
1 6 3 18 36 9
2 7 6 42 49 36

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3 2 10 20 4 100
4 10 70 700 100 4900
5 75 11 825 5625 121
Total 100 100 1605 5814 5166
Nxy - (x) (y)
R= Nx2-(x) 2 Ny2-(y) 2
5(1605) (100) (100)

=
5(5814) (100)2 5(5166) (100)2
8025 10000
=
29070 10000 25830 10000
1975
=
19070 15830
1975
=
138.09 125.81
1975
=
12.28

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R= 160.830 (Positively correlated)
Inference: There is a positive a relationship between organization culture and employees

commitment.
Chi-square
1. Organization culture and employee performance.
Hypothesis:
H0: There is no significant relationship between Organization culture and employee

performance
H1: There is a significant relationship between Organization culture and employee performance
Factors O E (O-E) (O-E)2

Strongly Agree 21 20 1 1
Agree 12 20 -8 64
Neither agree nor
5 20 -15 225
Disagree
Disagree 40 20 20 400

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Strongly Disagree 42 20 22 484

Total 1174
1174
Chi - Square =
20
Chi-square = 58.7
Table value = 9.488 @ 5% significant level.
Hence: H1 is accepted.
Inference: There is a significant relationship between Organization culture influences employee

performance.
CHAPTER V
Findings, Suggestions and Conclusion
5.1 FINDINGS:
72% of the respondents are male and 28% of them are female regarding Gender of the
Respondents

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44% of the respondents are single, 56% respondents married regarding martial status
52% of the respondents are Degree regarding educational qualification.
40% of the respondents Agree regarding organizational norms and values
30% of the respondents Neutral regarding organizational supports and vision of the
employees
45% of the respondents Agree regarding organizational culture are widely understood by
you.
40% of the respondents Strongly Agree regarding the organization is shaped by its
organizational culture
40% of the respondents Disagree regarding understanding between old and current
organization culture
60% of the respondents Agree regarding culture provides knowledge act and think in the
organization
55% of the respondents Strongly Agree regarding guides employees to perform their
work effectively

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40% of the respondents Disagree regarding guides your behavior and interprets
experience
70% of the respondents Strongly Agree regarding culture within the organization
represents the identity of the employee
55% of the respondents Agree regarding the organization clearly defines and maintains
limits
61% of the respondents Strongly Agree regarding organization recognizes and values the
variety of opinions
57% of the respondents Strongly Disagree regarding area in which organization resides
and insight of the employees
71% of the respondents Agree regarding encourages openness amongst its employees
65% of the respondents Neutral regarding makes workers feel valued.
75% of the respondents Strongly Agree regarding culture build commitment and
corporation of employees
70% of the respondents Agree regarding employees are committed to work and its
success.
Among the employees
40% of the respondents Agree regarding organizational culture influences employees
performance
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50% of the respondents Neutral regarding job satisfaction of employees lead to high
performance
39% of the respondents Disagree regarding creativity of employee showing culture leads
and development of culture
59% of the respondents Agree regarding communication between management
5.2 SUGGESTIONS:
Training the employees in the right way is an important step towards improving your
organizations work culture. When your employees know how to do things the right way
and what the company expects from them, the rate of conflicts and errors can be brought
down significantly.
One of the best ways to bring about positive changes in the culture of the organization is
by analyzing the existing culture and comparing it with the expectations and perceptions
of your employees. Bring changes accordingly.
A basic requirement for a productive environment is a diverse team of enthusiastic

people, who are interested in working as a team and improving the work atmosphere, as a
whole.

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Organize discussions with your team members and talk about matters pertaining to the
current culture of the organization. Try to bring in the changes that you find justified.
Maintain healthy communication with your team. Tell the team members about the
leadership of the organization and the strategies adopted to build a more attractive culture
in the company.
Conflicts are an inevitable part of any organization and have a direct bearing on the
health of its culture. How they are handled is an indicator of the prevalent organizational
culture. Therefore, when conflicts do arise, the management must settle them quickly and
amicably, lest they fester and tensions worsen over time.
Create an unbiased, transparent and impartial conflict resolution mechanism. If

employees feel they are all being treated equally, they are more likely to accept their
mistakes and the judgment of the management, at the end of the conflict resolution
exercises. Needless to say, such a treatment makes employees feel both at home and
indebted to the organization, which just goes a long way towards improve the work
environment.
5.3. CONCLUSION:
Organizational culture is an important concept and a pervasive one in terms of its
impact on organizational change programmes. The literature suggests an ambiguity in

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terms of the link with organizational performance as strong cultures have been shown to
hinder performance (unadaptive) and there is also a problem of isolating the impact of
corporate culture on performance. The problems associated with the culture/performance
linkage include validation concerns in terms of measurement, as the effect of a particular
cultural variable may not affect all performance-related organizational processes in the
same way. Researchers also view it as a socially constructed norm and not just a
managerial control strategy -caught not taught. Organizations should aim to manage
with cultural awareness and not merely manage the culture.
Organizational culture is linked to employee behavior in that the latter is an

expression of the former. If managers try their best to institute changes in the
organization that influence organizational culture, this will be expressed by employee
behavior and can actually create competitive advantage.
REFERENCE
1. Gaining Control of the Corporate Culture; Kilmann, M. et al (1986): McGraw Hill
2. Organisational Culture; Pitman Publishing, Brown, A. (1995): London
3. Management: a pacific focus; 4th edition McGraw-Hill Book Company. Bartol, K, et al.
(2005):
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4. Management, leading people and organisations in the 21st century; Dessler, G (2001):
Prentice Hall Inc, New Jersey.
5. The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of

Industrial and Organizational Psychology, Locke, E. A. (1976): Chicago; Rand McNally
6. Another look at the job satisfaction-life satisfaction relationship; Judge, T. A., &
Watanabe, S. (1993): Journal of Applied Psychology, 78
7. Organizational Behavior - Concepts, Controversies, Applications; 4th Ed. Prentice Hall

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Scrind Impact Factor: 4.7317, Academia Impact Factor: 1.1610