Professional Documents
Culture Documents
LTD, PUDUCHERRY
Submitted by
YUVARAJ.A
REGISTER NO: 29378351
PUDUCHERRY.
BONAFIDE CERTIFICATE
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.
I wish to thank all other faculty member of the department for their co-operation and
encouragement throughout my project work.
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
LIST OF TABLES
LIST OF CHARTS
1
I INTRODUCTION
PROFILE OF THE COMPANY
IV RESEARCH METHODOLOGY
19
LIST OF CHARTS
CHAPTER –1
Branch : Pondicherry.
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:
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.
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.
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.
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
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.
Climate is what one react to both physical and psychological, and which ultimately
determine the quality of the organization.
Primary Objective:
To achieve the Nature of Organizational Climate in the Conzerv systems private
limited.
Secondary Objectives:
REVIEW OF LITERATURE
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).
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.
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.
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.
ACCORDING TO WILLIAM:
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.
LIKERT (1967):
Leadership, Motivation, decisions, communication, goals and control.
SHARAM (1988):
LIKERT:
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:
Exploitive
Benevolent
Consultative and
Participative
Achievement
Affiliation and
Power Motives
Performance is generally higher when climate swits the technology if the climate is
informal creative, competitive and supports risk taking performance will be higher.
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.
3. Supervision:
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
RESEARCH METHODOLOGY
4.2. DEFINITION
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.
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 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,
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.
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.
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
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=S²/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
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
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
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
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.
\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
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.
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
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
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
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
STEP: 2
Alternate hypothesis (H1):
= 500
STEP: 4
Total sum of square = ∑X1^2+……+∑Xn^2 – T2/N
= 1388
STEP: 5
= 869.5
STEP: 6
Between samples
= 1388 – 869.5
= 518.5
STEP: 7
INFERENCE:
Since the calculated value is greater than the tabulated value, we reject the null
hypothesis (H0).
CHAPTER-VI
CHAPTER-VI
6.1FINDINGS
• The result also indicates that the workers perceived different dimensions of
the organization climate and different intensities.
• There should be good relationship between superior and subordinate for ensuring
commitment in the work.
CHAPTER-VII
CHAPTER-VII
CONCLUSION
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
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.
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 the study help to find out perception of the employees towards the state of the
climate in the organization?
8.3BILIOGRAPHY
RESEARCH METHODOLOGY:
Donald R.Cooper and Ramcis S. Schinder research methods, Tata
McGraw Hill publishing Company limited, New Delhi, 2000.
JOURNALS:
Sutton and Khan, Characteristics of work stations as potential
occupational stress, Acadomy of Management journal, April 1987,
Pg.260, 16pgs.
WEBSITES:
www.ingentaconnect.com
www.ergoanalyst.com
www.citeman.com
Age :
Qualification :
a. yes b. no
a. yes b. no
11. How do you feel with the aspects motivation when achieve a goal?
13. What extent you are satisfied with the incentive schemes?
17. Do you feel that each and worker to acquire skills in the organization?
a. strongly agree b. agree c. neither d. disagree
19. Can you approach your superior any time regarding the problem during the course of
work?
a. yes b .No
_________________________________________________________