STATEMENT ABOUT THE PROBLEM

The idea of viewing organizations as culturesin which there is a system of shared meaning among membersis a relatively recent phenomenon. Until the mid-1980s, organizations were, for the most part, thought of simply as rational means by which to coordinate and control a group of people. They had vertical levels, departments, authority relationships, and so forth. But organizations are more. They have personalities too, just like individuals. They can be rigid or flexible, unfriendly or supportive, innovative or conservative. General Electric offices and people are different from the offices and people at General Mills. Harvard and MIT are in the same businesseducationand both located in Cambridge, Massachusetts, but each has a unique feeling and character beyond its structural characteristics. Organizational theorists now acknowledge this by recognizing the important role that culture plays in the lives of organization members. Interestingly, though, the origin of culture as an independent variable affecting an employees attitudes and behavior can be traced back more than 50 years ago to the notion of institutionalization.2

WHY IS THIS PARTICULAR TOPIC CHOSEN

Organizational culture is concerned with how employees perceive the characteristics of an organizations culture, not with whether or hot they like them. That is, its a descriptive term. This is important because it differentiates this concept from that of job satisfaction.

Research on organizational culture has sought to measure how employees see their organization: Does it encourage teamwork? Does it reward innovation? Does it stifle initiative?

In contrast, job satisfaction seeks to measure affective responses to the work environment. Its 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.

WHAT CONTRIBUTION WOULD THE PROJECT MAKE ?

While high percentage of technical agents perceives a set career path, the nontechnical employees are ambiguous. Hence the suggestion is that a transparent career path should be set and communicated to the non-techies. Guidance and Assistance provided by the organization to the employees to move on the projected career path needs to be considerably enhanced. The Designation name Agents should be rechristened in a manner to increase the perceived value associated with the position and thereby being in congruent with the peoplecentered characteristic of Organization culture.

Self development is very much confined to Academic aspirations, it is suggested that other avenues be explored through feedback from employees. Though the correlation between performance appraisal and rewards is high the composition of rewards should be expanded as it is moderate when compared with Vertex (BPO company), and LG (manufacturing sector) which were also covered under research.

OBJECTIVES AND SCOPE OF THE STUDY

RESEARCH OBJECTIVE
To study about organizational culture To study about the impact of organizational culture the organizational effectiveness To analyse this relation between organizational culture and organizational in an organization, Wipro To check whether good organizational cultured necessitates effective organizational performance

Scope of the project

The scope of the project is confined to the Operations departments Majority of the employees is in the operations BPO industry completely depends on operation personnel The Operations gains very high importance against other departments owing to the unique nature of the BPO industry Kinds of sub systems that are under study will be best reflected by the operations personnel.

METHODOLOGY
Research Design
This is a framework necessary for obtaining the information about the subsystems Organization Culture, Training and development, Performance Appraisal and Feedback. This information is used to reach the objective of the research. Both the exploratory and conclusive research design is embraced in this research project.

Exploratory Research
The primary objective is to provide insights into the three subsystems and helps in the guidance in the approach adopted to achieve the objective of the project. It is further helpful in the conclusive research design adopted in this research.

Primary data
The primary data is first-hand which is collected by the team to perform the research on the subsystems of Wipro Spectramind and facilitate further study and analysis. Specific and concrete information about the three subsystems is collected from the upper management and employees to help the team to perform the exploratory research in the project. The data collected will be qualitative in nature based on small samples that provide information and insights in understanding the functioning of the three subsystems and their contribution towards organizations success.

Tools for Primary Data

Direct approach depth interview method will be adopted as the respondent is made aware of the purpose of the interview. The depth interviews will be conducted with the help of a discussion guidelines prepared for the same purpose.

Secondary Data
The data available and collected by the external sources that is relevant to achieve the research objective is used in this process of research. The pertinent websites and the published editorials will be the sources of secondary data

Tools of Secondary Data

Internet, published journals and books.

Conclusive Descriptive Research

The performance of the three subsystems in the organization will be analyzed using descriptive research design and a conclusion is arrived at.

Sources of Primary Data

The primary data will be collected from the employees of Wipro Spectramind.

Tools of Primary Data

A structured questionnaire which has both fixed alternative questions and open ended questions will be administered to the employees in the operations to gauge their perceptions on the utility of subsystems under study.

Sampling Design & Methodology

Target Population The target population for the Wipro Spectramind will be as follows: Elements Male and female employees Sampling Units Operations department Age group 20-30 years Extent New Delhi

Sampling Frame
The sampling frame is the representation of the target population (the collection of elements who possess the information sought) and contains directions for identifying the same. The sampling frame will be the employees in the age group 20-30 in the operations department.

Sample Size
The size of the sample is 100 which will be representative of the target population.

CHAPTERISATION SCHEME
CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 INTRODUCTION LITERATURE REVIEW OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY HR PRACTICES IN WIPRO SPECTRAMIND DATA ANALYSIS

CONCLUSION & IMPLICATIONS RECOMMENDATIONS BIBLIOGRAPHY

APPENDIX

APPENDIX
The information collected is purely academic purpose and will be kept confidential.

Respondent Profile
Name (Optional)

Age

Gender

Male

Female

Education

Department

Level in the Organization

Experience in the organization

Number of years in the current position

Number of jobs held previously

Number of years of experience in the previous jobs

1. The degree to which your organization encourages and emphasizes

Very High High Medium Low Very Low

- Innovation & Risk taking - Precision analysis and attention to detail - Emphasis on results NOT on techniques - Considers how its decisions affects people - Importance to Teams OVER individuals - People to be aggressive and competitive - Growth rather THAN status quo

1 1 1 1 1 1 1

2 2 2 2 2 2 2

3 3 3 3 3 3 3

4 4 4 4 4 4 4

5 5 5 5 5 5 5

2. How satisfied are you with the culture in your organization? Very satisfied Satisfied Not satisfied Very dissatisfied

3. What parameters do you like in your present organization culture?

4. What changes do you wish to see in your organization culture?

5. To what degree the organization culture is contributing towards your organizations success? Very High High Moderate Low Very Low

5a. When do you consider your organization to be successful?

6. Are Training programmes conducted? Not at all Rarely On joining only Regularly On request 7. Have you undergone training programme(s)? Yes No 8. If yes, to what degree the training programme help you in performing your job better? Very High High Moderate Low Very Low Why? 8. What was the degree of feedback you received after training programme? Very High High Moderate Low Very Low 9. Do you think the organization offers you a set career path? Yes No If yes, the degree of guidance and assistance provided to move in the set career path is Very High High Moderate Low Very Low 10. Are you given enough opportunities for your self-development? Yes No

11. Are you aware of the parameter on which performance appraisal is based? Yes No 12. The degree of correlation between your efforts put in and received Performance appraisal Very High High Moderate Low Very Low 13. Is there a reward system in place? Yes No If yes, what is the degree of correlation between Performance appraisal received and expected rewards Very High High Moderate Low Very Low 14. Are employees involved in determining the parameters used for appraisal? Yes No 15. Is any follow up action taken and feedback given on performance? Yes No 16. How do you think your organization culture contributes towards its success? __________________________________________________________________ ____________________________________________________________ 17. How do you think your organizations training and development contributes towards its success? __________________________________________________________________ ____________________________________________________________ How do you think the performance appraisal and feedback contributes towards your organizations success?

18.

19. What kind of accomplishments are you rewarded for?