STUDY ON ORGANIZATION CLIMATE IN CONZERV SYSTEMS PVT

LTD, PUDUCHERRY

SUMMER PROJECT REPORT

Submitted by
YUVARAJ.A
REGISTER NO: 29378351

Under the Guidance of

Mr.A.ANAND KUMAR M.B.A, M.Phil, (PhD)
(Lecturer on department of management studies)

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

CHRIST COLLEGE ENGINEERING &TECHNOLOGY
PONDICHERRY UNIVERSITY
PUDUCHERRY
AUGUST- 2009
 CHRIST COLLEGE ENGINEERING &TECHNOLOGY,

PUDUCHERRY.

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “ORGANIZATION CLIMATE” is a

bonafide work done by YUVARAJ.A [REGISTER NO: 29378351] in partial fulfillment of
the requirement for the award of Master of Business Administration by Pondicherry
University during the academic year 2009 – 2010.

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

EXTERNAL EXAMINER
 ACKNOWLEDGEMENT

With the divine blessing of god, I take immense pleasure in stating that the
acknowledgement for the project. I express my deep gratitude to chairman, managing director
Dr.S.R.S.PAUL, Christ College of engineering and technology.

My special thanks to our college principal Dr. RAVICHANDIRAN M.E., PhD, for
extending me moral support during the course of this work.

My special thanks Mr. A. ANBAZHAGAN, M.B.A., and M Phil. (PhD) Head of the
Department of Management Studies for his motivation and providing me the permission in
doing this project.

My special thanks to my internal guide Mr. A.ANAND KUMAR M.B.A., M Phil.

(PhD), for being so resource full from the beginning of this project and help to bring this
project successfully.

I thank my external guide Mrs. ROSCHELLE, marketing manager of Conzerv,

Pondicherry for giving me this opportunity to do this project work in their organization and for
guiding me throughout the project duration.

I wish to thank all other faculty member of the department for their co-operation and
encouragement throughout my project work.

I am also thankful to my parents and all my friends.

 ABSTRACT

The Project has been done in Conzerv systems private limited the title of the project is
“ORGANIZATION CLIMATE”. The study starts with a Company’s profile and also
the need for study, review of literature and objectives are set out for the study. Research
methodology, Data analysis & Interpretation, Findings and Suggestions of the study
follow.

One of the main areas of the project is the analysis part, where the data are analyzed &
interpreted, to find out the Supplier Performance. Some of the tools used in organization
culture analysis are regarding to:

 Percentage Method.
And then conclusions, limitations & scope for further study were discussed.
 LIST OF CONTENTS

CHAPTER TITLES PAGE NO.

LIST OF TABLES
LIST OF CHARTS

1
I INTRODUCTION
PROFILE OF THE COMPANY

II OBJECTIVES OF THE STUDY

08

III REVIEW OF LITERATURE

09

IV RESEARCH METHODOLOGY
19

V DATA ANALYSIS AND INTERPRETATION

24

VI FINDINGS OF THE STUDY, 39

SUGGESTION AND RECOMMENDATIONS 40
VII CONCLUSION 41

VIII SCOPE FOR THE FUTHER STUDY

42
BIBILIOGRAPHY
43
QUESTIONNAIRE
44
 LIST OF TABLES
5.13 PERCENTAGE METHOD 32-43
5.14 CORRELATION METHOD 45
5.15
CHART ANOVA TEST METHOD
NAME OF THE CHARTS 46
PAGE
5.16 WEIGHETED AVERAGE TEST METHOD 44
NO. NO
5.1. THE RESPONSE OF THE WORKERS BY AGE 32

5.2 THE RESPONSE OF WORKERS EXPERIENCE 33

5.3 THE RESPONSE OF WORKERS TO EXPERIMENT NEW 34
METHODS AND CREATIVE IDEAS

5.4 THE RESPONSE OF WORKERS TOWARDS TRAINING AND 35

DEVELOPMENT

5.5 THE RESPONSE OF WORKERS ABOUT THE JOB SATISFACTION 36

5.6 THE RESPONSE OF WORKERS ABOUT THE INCENTIVES 37

5.7 TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE 38

FINANCIAL RESOURCES

5.8 THE RESPONSE OF WORKERS ABOUT WORK LOAD 39

5.9 THE RESPONSE OF WORKERS ABOUT WELFARE MEASURES 40

5.10 THE RESPONSE OF WORKERS ABOUT CORDIAL 41

RELATIONSHIP WITH SUPERVISORS

5.11 THE RESPONSE OF WORKERS ABOUT THE ASPECT OF 42

MOTIVATION

5.12 THE RESPONSE OF WORKERS ABOUT THE LEADERSHIP 43

STYLE

LIST OF CHARTS

CHART NO. NAME OF THE CHARTS PAGE NO

5.1. THE RESPONSE OF THE WORKERS BY AGE 32
5.2 THE RESPONSE OF WORKERS EXPERIENCE 33

5.3 THE RESPONSE OF WORKERS TO EXPERIMENT 34

NEW METHODS AND CREATIVE IDEAS

5.4 THE RESPONSE OF WORKERS TOWARDS 35

TRAINING AND DEVELOPMENT

5.5 THE RESPONSE OF WORKERS ABOUT THE JOB 36

SATISFACTION

5.6 THE RESPONSE OF WORKERS ABOUT THE 37

INCENTIVES

5.7 TABLE SHOWING THE RESPONSE OF WORKERS 38

ABOUT THE FINANCIAL RESOURCES

5.8 THE RESPONSE OF WORKERS ABOUT WORK 39

LOAD

5.9 THE RESPONSE OF WORKERS ABOUT WELFARE 40

MEASURES

5.10 THE RESPONSE OF WORKERS ABOUT CORDIAL 41

RELATIONSHIP WITH SUPERVISORS

5.11 THE RESPONSE OF WORKERS ABOUT THE 42

ASPECT OF MOTIVATION

5.12 THE RESPONSE OF WORKERS ABOUT THE 43

LEADERSHIP STYLE
CHAPTER –1

CHAPTER –1

1.0. COMPANY PROFILE

 1.1 INTRODUCTION
Name of the company : Conzerv System Private Limited

Head office : Bangalore.

Global office : U.S.A.,

Branch : Pondicherry.

Establishment Year : 1988

Name of the Products : Digital Panel meters, energy meters ,

Multifunction meters and other metering devices

Experience in the field : 20 Years..

Manpower : 150 Members

Quality Control:
 Once the parameters have been measured critical energy-loss junctures identified, our
Energy.

Management System team will analyze and build a customized, real-time monitoring
and control system that ensures minimized energy losses and maximized power factors.
The 3-step plan integrates each intricate facet of energy management - right from
measuring the parameters to know what the status quo is; to evaluating and auditing to
know where exactly in the system energy could and should be saved; and finally
developing a solution that enables the necessary know-how for efficient energy
management. Simplified, yet not simplistic, this linear methodology Integrates Conzerv's
metering products, auditing .Services and Energy Management System software, to
provide a customized, turnkey solution which will .Optimize energy usage and
substantially lower energy Costs..

Manufacturing Quality:

We have a state –of –the –art manufacturing faculty. At electronics city in

Bangalore India’s Silicon Valley The facility also houses our corporate headquarters and a
sophisticated R&D center spread over a Sprawling 5 1/2 acre campus we also operate from
to manufacturing Bases in western India and in northern India. The diverse Location not
only helps in faster customer response by way .Of product delivery and after Sales support
but also act as Disaster recovery sites

Quality Process
As leaders in providing complete solutions for efficient energy Management, none
other perceives the importance of building .Quality in to each interaction and activity.

Approach
 Quality is standard procedure at Conzerv from right through the product design
and development phase implementation of energy . Management systems to costumer
delight consistent quality Marks each state of our operations.

Empowerment
Conzerv strongly believes that empowerment f professionals at all Levels are
prerequisite to successful quality management the Concept of process ownership is
established throughout the company and all professionals? Own? Their respective
process, drive it to meet its requirements and are empowered to be responsible for its
Quality and output.

Visibility
Usage of powerful bug-tracking systems in all key processed Ensues that even the
rare slippage in the highest Quality standard seldom goes unnoticed .software’s like
evaluator &Zed, interfaces like the intranet and share Point seers, and online systems for
measurement of response norms for all customer oriented process ensues that quality
across the organization is highly visible.

Board of Directors
Mr. Thomas was formerly chairman, Hindustan lever ltd I has and was also Chairman of
galaxy in India he was Also a dire on the board of unlevel plc in London for 10 years. He
was visiting scholar at Sloan school MIT during 1989-90 and taught a course in GLOBAL
Strategy to MBA .He set up India’s first venture capital fund in 1992called Indus venture
fund.

• Mrs.HEMA HATTANGADY vice chairman & CEO

• Mr.ASHOK HATTANGADY Technical Director

Standards & Certifications : Conzerv has benchmarked quality in energy
management solution through Products and services that are characterized by efficiency,
accuracy, and reliability as well as the recognition By several international standards.

ISO 14001:2004 Certified

ISO 9001:2000 Certified

Our Clients:
• :ACC
• AI Omayyad Tower, Bahrain
• ANZ Grind lays
• Cybercity,Bangalore
• Grasim Industries
• Hilton Hotel Abu Dhabi.
• Hindustan Lever Ltd.
• Honeywell, Dubai
• Hyundai Motor India Ltd.
• Infosys Technologies Ltd.
• Matsushita Industrials, corporation Sdn Bhd
• Ranbaxy Laboratories Ltd.
• Reliance industrial. Ltd.
• Siemens, Thailand, Dubai, UAE
• Taj president
• Tata Steel
• In total worldwide 25300 clients.
GENERAL INFROMATION ABOUT THE COMPANY

The company is equipped with sophisticated Technical Machineries to carry all tests to
ascertain out going quality level of the Packaging ,which speaks for the quality of the
statistical quality control techniques are applied to sustain the quality level of the product.
Managers at the company are dynamic and are well educated. Supervisory staff or
intermediate managerial staff are able in talking their area are not highly educated.
Most of the employees are skilled is uniqueness of workers in. There is non-indulgence in
trade union activities.
As the company is located in industrial estate of Puducherry, it is facilitated with good
communication networks, includes telex, fax-machine, and internet. Company has also got
the support of electronic data processing.
The company’s major strength is considered to be transportation vehicles, a unique cash
outflow justified itself by providing good reputation of the company through improved
customer service.

FINANCIAL DEPARTMENT:
Though initially the company approached the external sources for financial aid, now the
status of the company is the very sound and is being run only with self –finance expecting
for loans taken for hypothecation of machinery and stock from M/s.Canara bank in
Puducherry.

MARKETING DEPARTMENT:
Marketing mix and advertising particular of Mother packaging. Shows the department
effective management of the marketing department in the organization.
PERSONNEL DEPARTMENT:
The personnel department works effectively for welfare of the workers. It supports
workers forparticipation in management and allows the workers to workindependently.
There will wage revision for every six months. Wages revised based on
workersperformance. If management found any poor performance among the employees,
it will allowthem for technical training.

Process of Testing Equipments.

 Busting strength tester,
 GSM tester.
 Gum viscosity tester.
 Moisture tester.
 Success factors
 Our success factors hard working .honesty.
 And time to time delivery to the contractor.
Vision:
To be among the global leaders in the management and conservation .Of Energy and the
Environment.

Mission:
To help our customers save energy and the environment by using our Expertise and
innovation in consulting training and products. To build Conzerv in to a company of
energetic, dynamic and exceptionally focused professionals. .
Beyond Business:
The fabric of a business is as strong as that of the society it operates in.
Contributing to the economic health and sustainable development of communities
becomes moral and integral responsibility of a corporate.Conzervs’ CSR (corporate social
responsibility) principles are found on this belif.Conzerv activity participates in charities
and contributes regularly to various bodies.

 .Monthly contribution to themissonaries of charity.

 .Akshaya patra :meals at ISKON on a quarterly basis
 Donations today sevashram: an old age home
 Bethanys children home :an orphan school in Bangalore
 Rehabilitation of people affected by natural calamities.
 Contributed for tsunami relief through the Red Cross Society

WELFARE MEASURE:
1. Conzerv systems pvt Ltd provides educational facilities to its employee’s children.
2. Conzerv systems pvt Ltd provides loan to its employees at a low rate of interest.
3. Conzerv systems pvt Ltd provides health insurance to its employees.

Overview:
Managing energy is a complex process it involves a synergy of technical acuman ,practial
methodologys,and sophisticated instumation.while documenting different parametars can
be achived easily, it taces throughtfully designed strategy to utilige the avilabule
information into a knowdge based system. Recogniging this need to fromulatea structured
apporoch to energy managemen Conzerv has devised a 3-step plan which manifests the
comprehensive requirements of energy saving..
The three steps in Conzerv’s Energy Management System are:
• Measure
 • Detect
• And Control

 Measure

Our made-to-measure digital meters help you monitor and log critical parameters
round-the-clock and with clockwork precision.

 Detect

Post-measurement, our auditing services identify energy losses in the system, and
the measures needed to optimize energy usage.

 Control

Once the parameters have been measured and critical energy-loss junctures
identified, our Energy

 Management System team will analyze and build a customized, real-time

monitoring and control
 System that ensures minimized energy losses and maximized power factors.

The 3-step plan integrates each intricate facet of energy management - right
from measuring the parameters to know what the status quo is; to evaluating and auditing
to know where exactly in the system energy could and should be saved; and finally
developing a solution that enables the necessary know-how for efficient energy
management.

Simplified, yet not simplistic, this linear methodology integrates Conzerv's

metering products, auditing services and Energy Management System software, to provide
a customized, turnkey solution which will optimize energy usage and substantially lower
energy costs.
1.2 INTRODUCTION ABOUT THE PROJECT

Climate is what one react to both physical and psychological, and which ultimately
determine the quality of the organization.

Organization climate is the human environment within which the organization’s

employees do their work. It may refer to the environment within a department. A major
company unit such as a branch plant, or an entire organization. We cannot see or touch
climate but it is there like the air in the room, it surrounds and affects everything that
happens in the organization. In turn, climate is affected by almost everything that is in an
organization. A sound climate is a long run proposition.

The organizational climate is the combination of shared history expectations,

unwritten rules and social morals that affects the behaviors of every one in the
organization or more simply, it is a set of underlying beliefs that are always there to colors
the perceptions of actions and communications.
ELEMENTS FOR FAVOURABLE CLIMATE

orientation Relation ship supervision Problem mgt

Team spirit Mgt of mistake

Organizational
climate
Innovation and communication
change

Risk taking Decision making

Mgt of rewards Trust mgt
CHAPTER-2
 CHAPTER-2
OBJECTIVES OF THE STUDY

Primary Objective:
To achieve the Nature of Organizational Climate in the Conzerv systems private
limited.

Secondary Objectives:

 To Study the employees scope of career development opportunities.

 To evaluate the interpersonal relationships among the employees
 To assess the employees degree of Autonomy
 To evaluate the employer and employee relationship.
 To suggest ways for developing a better organizational climate
CHAPTER-3
 CHAPTER-3

REVIEW OF LITERATURE

Organizational Climate is the perception of how it feels to work in a particular

environment. It is the “Atmosphere of the Work Place” including a complex mixture of
norms. Values, expectations, policies and procedures that influences individual and group
patterns of behaviors. It is, in effect peoples perceptions of the “The way we do things
here” (UC Davis 1998).

ARTICLES
The organizational climate has been defined by various experts as by
Organizational climate is a relatively enduring environment that is experience by the
members, influences their behavior, and can be described in terms of value of a particular
set of instructions or characteristics of the organization.
Renato taigiuri (1968).

Forehand and Gilmer (1964) defines organizational climate as the set of

characteristics that describes an organizational and that:

a. Distinguish one organization from other organizations

b. Are relatively enduring over time and
c. Influence the behaviors of the people in the organization

R.S. Dwivedi, (1981) defines organizational climate as a set of attributes which are
perceived by the individuals, and which are deemed to have an impact on the willingness
of the individual to perform at his best.
 Helliriegel and Slocums (1974) defines organizational climate as a set of attributes
which can be perceived about a particular organization and or its subsystems, and that may
be induced from the way that organizational and/or its subsystems deal with their members
and environment.

Organizational climate is an individual’s description of the social setting or context

of which a person is part. It is a content free concept denoting in a sense generic
perception of the context in which an individual behaves and response.

Glick (1985) has explained organizational climate as a generic term for a broad
class of organizational, rather than psychological variables that described the context for
individual’s actions.

Schein, (1983) defines an organization’s climate as an international creation. Once

established, it hardly fades away. The present set of customs, traditions and general way
of doing things in an organization are the climatic heritage instituted by the traditional
influence of the founders of the organization. Hence, the ultimate source of an
organization climate is its founders.

Climate of an organization represents the shared values, beliefs and norms which
guide its policies and shape the behaviors of its members towards customers, competitors,
suppliers and one another. The climate also determines how adaptable the organization is,
what kind of changes can occur in it and how quickly it encompasses both organizational
and individual characteristics attitudes and perceptions. The fact that perceived
organizational climate may not correspond exactly to the objective reality does not in any
way diminish its importance. It is an established fact that human behavior is influenced
not so much by the real environment but by the subjective meaning it has for the person.
Thus human behavior is influenced more directly by the subjective perception of the
reality than by itself ( Sharma,
1987).

Pritchard and Karasick ( 1973 ) give a more generalized view and believe that
highly supportive climate is more likely tobe associated with higher job satisfaction
regardless of the personality characteristics.

DEFINITION OF ORGANIZATIONAL CLIMATE :

ACCORDING TO WILLIAM:

“Organizational climate is set of attributes of a particular organization that

attributes of a particular organization that are identifiable in the collective attitudes,
perceptions, and expectations of its members. For instance, organization is in part
determined by how members perceive their organizations leadership, products, pay,
employee benefits, discipline, policies & goals”.

IMPORTANCE OR ORGANISATIONAL CLIMATE:

Climate makes a difference. That is, it differentiates levels of performance among

organizations. There is relatively a stronger relationship between organizational climate
and employee satisfaction, even if it is moderated by individual differences (Chatman,
1991:O’Reilly ET. A1, 91)

Singh and Nath (1991) report that employees’ perception of high achievement
climate in the organization develops a positive attitude towards their jobs and improves
their motivation and work performance.

The atmosphere of the immediate work climate where workers spend their
productive time influences their attitudes and behavior even more knowledge about
climate and about the way in which people with different personalities, value systems,
needs and motives react to different kinds of climate can help us to a better understanding
and explanation of behavior in organizations. Climate can influence motivation,
performance, and job satisfaction.

Alien and Prasad (1995) Srivastava and Pratap (1984) found a positive
relationship between job satisfaction and individual dimensions of organizational climate
such as leadership, communication, interaction and influence in decision making.

Organizational climate has an enormous influence on organizational effectiveness,

role efficiency and role stress. An achievement climate seems to contribute to
effectiveness, satisfaction, and a sense of internality: a climate characterized by expert
influence seems to contribute to organizational attachment: a climate characterized by
extension seems to contribute to organizational commitment. All these climates foster
relatively low levels of role stress.

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Different authors have proposed different dimensions of organizational climate.

LIKERT (1967):
Leadership, Motivation, decisions, communication, goals and control.

LITWIN AND STRINGER (1968):

Conformity, responsibility, standard rewards, organizational clarity warmth and

support, leadership.
PRAKASAM (1979):
Conformity, sharing in decision-making, supervision (task orientation, people
orientation, bureau crating orientation), responsibility, reward (financial, non-financial)
promotion, team spirit, standard.

SHARAM (1988):

Supervisory management relations, scope for Advancement, grievance handling,

monetary benefits, participate Management objectivity and rationality, recognition and
appreciation, safety and security, trained education, Welfare facilities.

ROBERT.C.MATHIS & JOHN.H.JACKSON:

Structure, responsibility, reward, risk, team spirit standards.

KOYS AND DECOTIIS (1991):

Autonomy, Cohesion, Trust, Resource, Support Reorganization, Fairness,

Innovation.

LIKERT:

Leadership process, Motivational forces, Communication, Interaction-influence

process, Decision-making, Goal getting control.
CLIMATE INFLUENCES EMPLOYEE MOTIVATION:

Litwin and stringer’s studies indicated that climate affects motivation of the
members of the organization. Employees expect certain rewards, satisfactions, and
frustrations on the basis of their perception of the organization’s climate. These
expectations tend to lead to motivations. Employees feel that the climate is favorable
when they are doing something useful that provides a sense of personal worth. They
frequently want challenging work that is intrinsically satisfying. Many employees also
want responsibility, as to be treated as if they have value as individuals. They want to feel
that the organization really cares about their needs and problem.
Motivation factors definitely do not exist in a vaccum. Even individual desires and
drives are conditioned by physiological needs or by needs arising from a person’s
Background. But what people are willing to strive for is also affected by the
organizational climate in which they operate. At times a climate may club motivation, at
time it may arouse them.
Research on climate and motivation has shown that some climates can arouse
employee’s natural motivations. Other climates have the opposite effect-causing
employees to become frustrated and demotivated about their work. Measures of
organizational climate tell us how energizing the work environment is for employees.
Srivastava (1985), observed the Employees who maintain high level of motivation
perceive various components or organization climate in more positive form and vice-versa.
Pareek (1989) connects the organizational climate and motivation with the
following six motives:

Achievement, Affiliation, Expert Influence, Control, Extension and Dependency.

Thus, significant relationship has been reported between climate on the one hand, and
motivation on the other.
TYPES OF CLIMATE:

BURNS AND STALKER (1961) describes:

Organic versus mechanical Climate

LIKERT (1967) proposes four types of Climates:

Exploitive
Benevolent
Consultative and
Participative

LIKERT AND STRINGER stimulated three different climates:

Achievement
Affiliation and
Power Motives

FORMULATION OF ORGANIZATIONAL CLIMATE:

A basic formulation in terms of simple equation was given by lewin (1951) to
explain the relationship between individuals and their social environments (Organizational
Climate).
B = F (P, E)
In which,
B = Behavior
 P = the Persons and
E = the Environment

INFLUENCE OF ORGANIZATIONAL CLIMATE ON PERFORMANCE:

Organizational Climate and employee performance are interrelated however, the

relationship is moderated by the organization’s technology (Hellriegel and Slocurm,
1974: Melino et al 1989).

Performance is generally higher when climate swits the technology if the climate is
informal creative, competitive and supports risk taking performance will be higher.

Frederickson (1966) observes that innovative climates yields greater productivity

and people working in a consistent climate have more predictable performance than those
working in a consistent climate have more predictable performance than those working in
a non – consistent climates.

Litwin and Stringer (1968) states that authorization climate leads to a high level
of power motivation, low satisfaction, and low innovation and productivity friendly
climate yields a high level of affiliation, no motivation, high job satisfaction, moderate
innovation and mediocre performance. Achieving climate results in high level of
achievement motivation high job satisfaction and high innovation and productivity. Thus
different perceptual and behavioral patterns are the out come of different climates.

ELEMENTS FOR A FAVOURABLE CLIMATE:

1.Orientation:
The dominant concern of the organization is the main concern of the orientation,
and this dimension is an important determinant of climate.
2. Interpersonal Relationships:

An organization’s interpersonal relations process are reflected in the way in which

informal groups are formed and these process affect climate.

3. Supervision:

Supervisory practices contribute significantly to climate. If supervisors forcus on

helping their subordinate to improve personal skills and chances as advancement, a clime
characterized by the extension motive may result if supervisors are more concerned with
maintaining good relations with their subordinates, a climate characterize by the affiliation
motive may result.

4. Problem Management:

The different perspectives and ways of handling problems contribute to the creation
of an organization’s climate.
5. Management of Mistake:
An Organization’s approach to mistakes influences the climate.

6. Communication:
It is an important determinant of the climate that is the upward and downward flow
of message.

7. Decision-Making:
An Organization’s approach to decision-making can be focused on maintaining
good relations or on achieving results.
8. Trust in Management:
The degree of trust or its absence among various members and groups in the
organization affects climate.

9. Management of Rewards:
What its rewarded in the organization influences the motivational climate.

10. Risk-Taking:
How people respond to risks are important determinants of climate

11. Innovation and change:

Who initiates change how change and innovations are perceived, and how change
is implemented is all-critical in establishing climate.

12. Team Spirit:

Feeling of group friendliness and identification with the organization.
CHAPTER-4
 CHAPTER-4

RESEARCH METHODOLOGY

4.1 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying the research is done scientifically. In it we
study the various steps that are generally adopted by a researcher in studying his research
problem along with the logic behind him. It is necessary for the researcher to know not
only the research methods/techniques but also the methodology.

4.2. DEFINITION

According to Clifford woody, research comprises, ‘defining and redefining

problems’, formulating hypothesis or suggested solution; collecting, organizing and
evaluating data; making deduction and conclusion; and at last carefully testing the
conclusion to determine whether they fit formulating hypothesis.

4.3. RESEARCH DESIGN:

The research design used for this study is of descriptive type. Research Design
includes Surveys & fact – findings purpose of Descriptive Research is description of the
state of affairs as it’s exists at present.

4.4SOURCES OF DATA:
The data has been collected from both primary and secondary sources for the
research work.
4.4.1PRIMARY DATA:
Questionnaire, Interviews Schedule and observation method is used as tools for
primary data collection. The supervisors served as sources of primary data for the research
works.

4.4.2 SECONDARY DATA:

• Secondary Data was collected from Journals, Training.

• The data Manual of Conzerv systems Limited & Internet.

4.5. AREA OF STUDY:

This study was conducted in CONZERV SYSTEMS PRIVATE LIMITED, Pondicherry

city.

4.6. SAMPLING TECHNIQUES:

Simple random sampling was used for collecting data through a structured questionnaire.

4.7. DATA COLLECTION TECHNIQUE:

The questionnaire has been designed and supplied to the respondents for collecting
primary data from customers.
 4.8. METHODS OF SAMPLING:

The various methods of sampling can be grouped under two broad heads:

1. Probability sampling (Random)

2. Non-probability sampling (Non-Random)

1. Probability sampling methods are those in which every item in the Universe has a
known chance, or probability of being chosen for the sample. This implies that the
selection of sample items is independent of the person making the study that is, the
sampling operation is controlled, objectivity that the items will be chosen strictly at
random.

2. Non-probability sampling methods are those, which do not provide every item in
the universe with a known chance of being included in the sample. The selection process
is, at least,

4.9. SIMPLE RANDOM SAMPLING:

It refers to those sampling techniques in which each and every unit of the
population has an Equal opportunity of being selected in the sample. In simple random
sampling which items get Selected in the sample is just a matter of chance-personal bias of
the investigator does not Mean haphazard-it rather means that the selection process is such
that the chance only determines Which items shall be included in the sample.

4.10. SAMPLE SIZE:

The population size was around150 employees in Conzerv .The sample size taken
100 for the study were its employees.
 4.11. SAMPLING DESIGN:
The operational, tactical and management level employees of Conzerv were
considered as respondents for the study. It includes employee’s belongings each
dependent, differing age groups and differing qualifications. As ergonomics is a
significant part of the study, a sample was so designed so that the researcher can approach
employees of different demographic type.

4.12 TOOLS FOR ANALYSIS:

The following statistical tools are used in the study for the purpose of analysis.

4.12.1. PERCENTAGE ANALYSIS:

It refers to a special kind of ratio; percentages are used to comparison between two or
more series of data and also to describe the relation. Since the percentage reduced
everything to a common base and there by allow meaningful comparison to be made.

• In this project Percentage method test was used. The following are the formula

No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents

4.13Correlation
Correlation menace the average relationship between to are more variables changes
when on the values variable effaced the vale of the another we say that there a correlation
between two variables may move on the same direction or on opposite directions.
4.14 SIMPLE CORRELATION:
In and statistics, correlation, also called correlation coefficient, indicates the
strength and direction of a linear relationship between two random variables. In general
statistical usage, correlation or co-relation refers to the departure of two variables from
independence.

Formula:

r= Σ(X-Xi) (Y-Yi)
√Σ(X-Xi) 2 Σ(Y-Yi) 2
Where
X- Reason for repurchase
Y-Preference of respondent

Weighted average method:

Equal weights were assigned to all periods in the copulation of the sampling average
method .the weighted average method assigns more Wight to some demand valus then to
others

ANOVA (analysis of variance):

ANOVA is also known as f-test .f-test is used to find out whether the two independent
estimates of population differ significantly or whether the two samples may be regarded as
drawn from the normal population having the same variance.
F is defined as
F=S²/S2²
CHAPTER-V
 CHAPTER-V
DATA ANALYSIS AND INTERPRETATION

TABLE – 5.1
TABLE SHOWING THE RESPONSE OF THE WORKERS BY AGE

NO. OF
AGE PERCENTAGE
RESPONDENTS
24 –29 20 20
30 –35 38 38
36 –40 28 28
Above 40 14 14
Total 100 100

INFERENCE:
It could be observed from the above table,That majority 38 % of workers belongs
to 30-35 groups,28 % workers belong to age group of 36-40,20 % workers belong to age
group of 24 –29,14 % workers fall between the age group of above 40.
 TABLE –5. 2

TABLE SHOWING THE RESPONSE OF THE WORKERS BY EXPERIENCE

High involvement and achievement of workers depend upon the experience of a
worker in a particular work.

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

Less than 5 11 11
5 – 10 27 27
11 – 20 47 47
21 – 30 10 10
Above 30 5 5
Total 100 100

INFERENCE:
From the above table it shows that,That majority 47 % of workers have experience
between 11 – 20 ,27 % of them have 5 – 10 year of experience,11 % of them have less
than 5 years of experience,10 % of them have 21 – 30 year of ,experience, while 5 % of
them have above 30 years of experience.

TABLE –5.3
 TABLE SHOWING THE RESPONSE OF WORKERS TO EXPERIMENT NEW
METHODS AND CREATIVE IDEAS

By encouraging workers to experiment new methods and creative ideas, which

strengthens worker skills, and it indirectly influences the organizational development.

RATING LEVEL NO. OF RESPONDENTS PERCENTAGE

Strongly Agree 16 16
Agree 44 44
Neither 16 16
Disagree 24 24
Total 100 100

INFERENCE:
15 % of respondents strongly agree to take initiatives,33 % of respondents partially
agree to take initiative,34 % of respondents neither agree nor disagree, 18 % of
respondents disagree to take initiatives.

TABLE –5. 4

TABLE SHOWING THE RESPONSE OF WORKERS TOWARDS TRAINING

AND DEVELOPMENT
 Training & Development is a factor, which determines the job satisfaction of
workers in an organization.
RATING LEVEL NO. OF RESPONDENTS PERCENTAGE
Highly Satisfied 35 35
Satisfied 41 41
Partially Satisfied 16 16
Dissatisfied 8 8
Total 100 100

INFERENCE:
35 % of respondents are highly satisfied with T & D Programmers,41 % of
respondents satisfied with T & D Programmers,16 % of respondents are partially
satisfied with T & D Programmers, 8 % of respondents dissatisfied with T & D
Programmers.

TABLE –5.6

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE JOB

SATISFACTION
 Job Satisfaction is a major fact1or, which influences the organizational
development.
RATING
NO. OF RESPONDENTS PERCENTAGE
LEVEL
Highly Satisfied 53 53
Satisfied 30 30
Partially Satisfied 13 13
Dissatisfied 4 4
Total 100 100

INFERENCE:
53 % of respondents are highly satisfied with their job,30 % of respondents
satisfied with their job,13 % of respondents are partially satisfied with their jobs, 4
% of respondents dissatisfied with their jobs.

TABLE – 5.6
TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE INCENTIVES

Incentives are one of the major motivational factors, which initiate the workers to
work hard, which leads to successful attainment of the organizational goal.
 RATING LEVEL NO. OF RESPONDENTS PERCENTAGE
Highly Satisfied 0 0
Satisfied 30 30
Partially satisfied 48 48
Dissatisfied 22 22
Total 100 100

INFERENCE:
No respondents are highly satisfied with their incentives,30 % of respondents
satisfied with their incentives,48 % of respondents are partially satisfied with their
incentives, 22% of respondents dissatisfied with their incentive

TABLE – 5.7
TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE FINANCIAL
RESOURCES
Financial resources are the major factor, which determine the job satisfaction and
interaction of the work. Whether diminish the financial resources will be decreases the
level of job satisfaction.

RATING NO. OF RESPONDENTS PERCENTAGE

 LEVEL
Highly Satisfied 26 26
Satisfied 35 35
Partially
25 25
Satisfied
Dissatisfied 14 14
Total 100 100

\INFERENCE :
26 % of respondents are highly satisfied with their financial resources,35 % of
respondents satisfied with their financial resources,25 % of respondents are ,artially
satisfied with their financial resources, 14 % of respondents ,issatisfied with their
financial resources.
TABLE –5. 8

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT WORK LOAD

Workload is a major factor of determining the job satisfaction level of the worker,
whether the nature of the work being relaxed there may be neither involvement nor higher
satisfaction otherwise it may be negative sense.

WORK LOAD NO. OF RESPONDENTS PERCENTAGE

Relaxed 30 30
Normal 57 57
 Over Burden 13 13
Total 100 100

INFERENCE :
It could be observed from the table
30 % of respondents are relaxed about work load
57 % of respondents are normal about work load
11 % of respondents are burden about work load
2 % of respondents are over burden about work load.

TABLE –5. 9
TABLE SHOWING THE RESPONSE OF WORKERS ABOUT WELFARE
MEASURES
Welfare measures are the one of major factors to justify the human satisfaction in
an organization. It initiates the workers to work hard.

RATING
NO. OF RESPONDENTS PERCENTAGE
LEVEL
Excellent 32 32
Good 43 43
Fair 13 13
Bad 12 12
Total 100 100
INFERENCE :
32 % of respondents feel Excellent about their welfare measures
43 % of respondents feel good about their welfare measures
16 % of respondents feel fair about their welfare measures
12 % of respondents feel bad about their welfare measures

TABLE –5.10

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT CORDIAL

RELATIONSHIP WITH SUPERVISORS
Cordial relationship with the Supervisors and workers will minimize the confusion
and help to maintain healthy management in the organization.

RATING
NO. OF RESPONDENTS PERCENTAGE
SCALE
Excellent 32 32
Good 44 44
Fair 13 13
Bad 11 11
Total 100 100
NFERENCE :
32 % of respondents feel Excellent about their Organization,44 % of respondents
feel good about their Organization,13 % of respondents feel fair about their
Organization, 11 % of respondents feel Bad about their Organization.

TABLE – 5.11
TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE ASPECT OF
MOTIVATION
Motivation is highly situation in character. Organization structure technology
system, physical facilities etc., are some important components, which constitute the
endogenous environment of an organization and effect motivation.

RATING
NO. OF RESPONDENTS PERCENTAGE
SCALE
Excellent 44 44
Good 36 36
Fair 11 11
Bad 9 9
Total 100 100
INFERENCE :
44 % of respondents feel Excellent about their aspect of Motivation
36 % of respondents feel Good about their aspect of Motivation
11 % of respondents feel Fair about their aspect of Motivation
9 % of respondents feel Bad about their aspect of Motivation
TABLE – 5.12

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE LEADERSHIP

STYLE
Leadership performance of the higher authorities will influence the performance of
the workers in the organization.

RATING
NO. OF RESPONDENTS PERCENTAGE
SCALE
Excellent 15 15
Good 34 34
Fair 43 43
Bad 8 8
Total 100 100
INFERENCE :
15 % of respondents feel Excellent about their Leadership Style
34 % of respondents feel Good about their Leadership Style
43 % of respondents feel Fair about their Leadership Style
8 % of respondents feel Bad about their Leadership Style

5.13Weighted average method:

Factors H.S S OK D.S H.DS Total

Canteen facilities 30 38 20 8 4 100
Transport facilities 36 24 30 8 2 100
Medical facilities 24 20 36 16 4 100

Rank Weight Canteen facilities Transport facilities Medical facilities

X W X1 WX1 X2 WX2 X3 WX3

1 5 30 150 36 180 24 120
2 4 38 152 24 96 20 80
3 3 20 60 30 90 36 108
4 2 8 16 8 16 16 32
5 1 4 4 2 2 4 4
Total 100 382 100 384 100 344
3.82 3.84 3.44
RANK 2 1 3

INFERENCE:
From the above table, it is inferred that, the transport facilities ranks first towards the
factors of employee satisfaction and followed by canteen facilities and last factor indicates
as medical facilities.

5. 14 Rank correlation:
Canteen facilities 30 38 20 8 4
Transport facilities 36 24 30 8 2

X Rx Y Ry D D2

30 2 36 1 1 1

38 1 24 3 -2 4
20 3 30 2 1 1

8 4 8 4 0 0

4 5 2 5 0 0
6

6 D2
r=1-
N3 -N
 6X6
r= 1-
125 - 5

r = 1 - 0.3

r = 0.7

INFERENCE:
From the above, it is inferred that the two facilities like canteen &transport are reasonably
high correlated.
ANALYSE IF THERE IS SIGNIFICANT DIFFERENCE BETWEEN VARIOUS
ORGANIZATIONAL CLIMATE AT CONZERV SYSTEM PVT LTD
(USING ONE-WAY ANOVA)

TABLE – 5.15
SATISFICATION MOTHERS SRIRAMA DEVI NOVA OTHERS
LEVEL PACING PACKING PACKING PACKING
Highly satisfied 20 2 1 0 3
Satisfied 22 3 1 0 7
Neutral 30 3 2 0 3
Dissatisfied 0 1 1 0 0
Total 72 10 5 0 13

STEP: 1

Null hypothesis (H0):

There is no significant difference

STEP: 2
Alternate hypothesis (H1):

There is significant difference

STEP: 3

Total no. of items (N) = 20

Correction factor (CF) = T2/N

 = 100^2/20

= 500
STEP: 4
Total sum of square = ∑X1^2+……+∑Xn^2 – T2/N

= 1388

STEP: 5

Sum of squares between samples = ∑X1^2/n2+……+∑Xn^2/n2 – T2/N

= 869.5
STEP: 6

Sum of squares within samples = Total sum of squares – sum of squares

Between samples

= 1388 – 869.5

= 518.5

STEP: 7

SOURCE OF SUM OF DEGREES Mean square F – ratio

VARIATION SQUARES OF
FREEDOM
Between 869.5 5-1=4 869.5/4 217.38/34.57 =
samples 6.28
Within 518.5 20-5=15 518.5/15
samples

Calculated value = 6.28

Degrees of freedom = (4, 5)

Tabulated value 3.06

INFERENCE:
 Since the calculated value is greater than the tabulated value, we reject the null
hypothesis (H0).

Therefore, there is significant difference between various packing brand preference

and its satisfaction level.

CHAPTER-VI
 CHAPTER-VI
6.1FINDINGS

• This study on organization climate was based on the following dimensions;

they are the worker-worker relationship.

• Level of motivation welfare measures training and development financial

resources.

• 48 % of respondents are partially satisfied with their incentives.

• 53 % of respondents are highly satisfied with their job.

• The result revel that majority of workers feel highly satisfied with
organization climate.

• The result also indicates that the workers perceived different dimensions of
the organization climate and different intensities.

• In order to access the workers perceptrtion overall organization climate.

 6.2SUGGESTIONS

• To share personal problems with supervisors.

• Encouragement to try out new methods and creative ideas.

• Workers were happy with the present climate in the organization.

• Supervisor must inform the employees about their career development

opportunities.

• There should be good relationship between superior and subordinate for ensuring
commitment in the work.
CHAPTER-VII
 CHAPTER-VII

CONCLUSION

The organization climate is the key factor in an organization. If an organization

doesn’t recognize the ergonomics (human factor) intervening their organization climate it
will be out of business. Hence effective analyzing of ergonomics factors has been carried
out to know the effect on organization climate.

Human resource is the key area of each and every organization. The performance
of the entire organization depends on the human resource effort.
 CHAPTER -VIII

CHAPTER -VIII

8.1SCOPE OF THE STUDY

The organizational climate consists of the total organizational factors including its
authority pattern, leadership pattern and communication pattern. A good organizational
climate must be conducive to achieve the objective of the company while allowing
individual to accomplish individuals goals.

Organizational climate influences the behavior of the people working in an

organization and thereby affects Performance, Satisfaction, and Attitudes of people. There
are four mechanism by which organizational climate does this.
 First, organizational variables can operate as constraint systems in both a positive
and negative sense by providing knowledge of what kinds of behavior are rewarded,
punished or ignored.
Second, the valuation of self and others may also influence behavior of the people.
These are both physiological and psychological variables associated with this evaluation
process.
Third, organization factors work as stimuli. Stimuli are a motivational variable
directing behavior. It influences the arsenal level that directly influences performance.

8.2 NEED FOR THE STUDY

 Need to diagnose the current state of the organization and indicate where changes are
needed.

 Need to study the impact of individual job satisfaction and over all organizational
effectiveness.

 Need to identify the structure and environment.

 Need the study help to find out perception of the employees towards the state of the
climate in the organization?

 Needs of the study climate influences the behavior of the organization.

 Organizational climate in job satisfaction.

8.3BILIOGRAPHY

RESEARCH METHODOLOGY:
  Donald R.Cooper and Ramcis S. Schinder research methods, Tata
McGraw Hill publishing Company limited, New Delhi, 2000.

 Donald H.Mc.Burry, Research methods, Thomson Asia pvt ltd,

Singapore, 2002.

JOURNALS:
 Sutton and Khan, Characteristics of work stations as potential
occupational stress, Acadomy of Management journal, April 1987,
Pg.260, 16pgs.

 Derba A.Vilsmid,office system,ABI/Inform Globalised

1997,pg.15,2pgs

 Karenunwin,role perception of the employees in their work

place,ICFAI-HRMjournal,oct2005,pg.24,6pgs

 Bragg, organization commitment of employees at work place,

ICFAI-HRMjournal, nov 1997, pg41, 2pgs.

WEBSITES:

www.ingentaconnect.com
www.ergoanalyst.com
www.citeman.com

STUDY ON ORGANIZATION CLIMATE CONZERV SYSTEM PVT LTD.

QUESTIONNIREE
PERSONAL DETAILES

Name of the employee :

Age :

Qualification :

Marital status : married ( ) un married ( )

1. How many years of experience do you have in this company?

a. below 5 years b.5-10years
c. 11-20years d 21-30years
2. Do you feel to discuss feelings with supervisors?
a. yes b. no
3. To what extent you are satisfied with your job?
a, highly satisfied b. satisfied
c. Partially satisfied d. dissatisfied

4Are you satisfied with you salary?

a, highly satisfied b. satisfied

c. Partially satisfied d. dissatisfied

5. How do feel about work load?

a. relaxed b. normal c. burden d. overburden

6. How do you feel about your relationship your superior?

 a. excellent b .good c. fair d. poor

7. What type of eldership style in conzerv systems private limited?

a. excellent b .good c. fair d. poor

8. Do you feel that every one as the need to increase productivity?

a. yes b. no

9. Are you satisfied to the training facilities provided to the organization?

a, highly satisfied b. satisfied

c.Partially satisfied d. dissatisfied

10. Is there any favoritism when promotion is concerned?

a. yes b. no

11. How do you feel with the aspects motivation when achieve a goal?

a. excellent b .good c. fair d. poor

12. What you feel about measures in your organization?

a. excellent b .good c. fair d. poor

13. What extent you are satisfied with the incentive schemes?

a, highly satisfied b. satisfied

c. Partially satisfied d. dissatisfied
14. Are you satisfied your medical facilities given to you by your organization?
a, highly satisfied b. satisfied
c. Partially satisfied d. dissatisfied
15. Do you encouraged to have an experience with new methods and ideas?
a. yes b. no

16. How do you feel about transport facilities?

a, highly satisfied b. satisfied
c. Partially satisfied d. dissatisfied

17. Do you feel that each and worker to acquire skills in the organization?
a. strongly agree b. agree c. neither d. disagree

18. How do you feel about transport facilities?

a, highly satisfied b. satisfied
c. Partially satisfied d. dissatisfied

19. Can you approach your superior any time regarding the problem during the course of
work?
a. yes b .No

20. Do you want suggest any changes regarding organization climate?

_________________________________________________________