GENERAL MANAGEMNET PROJECT ON

“A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK”

SUBMITTED

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

MASTER OF MANAGEMENT STUDIES
(UNIVERSITY OF MUMBAI)

SUBMITTED BY:
SEJAL MOTILAL JAIN
ROLL NO: 81

UNDER THE GUIDANCE OF:

PROF. HEMA SANTHANAM

2016-2018

VIVEKANAND EDUCATION SOCIETY INSTITUTE OF

MANAGEMENT STUDIES & RESEARCH
 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

DECLARATION

This is to certify project report entitled “A STUDY ON ORGANIZATIONAL

BEHAVIOUR OF BANK” which is submitted by me in partial fulfillment of the
requirement for the award of Master of Management Studies, (University of Mumbai)
Swami vivekanand education society Institute of Management Studies, comprises of
my original work and due acknowledgment has been made in the text to all other
material used.

Wherever references have been made to intellectual properties of any individual /

Institution / Government / Private / Public Bodies / Universities, research paper, text
books, reference books, research monographs, archives of newspapers, corporate,
individuals, business / Government and any other source of intellectual properties viz.,
speeches, quotations, conference proceedings, extracts from the website, working
paper, seminal work at al, they have been clearly indicated, duly acknowledged and
included in the Bibliography.

__________________________

Date & Signature of Candidate

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 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

CERTIFICATE BY THE GUIDE

This is to certify that project report titled“A STUDY ON ORGANIZATIONAL

BEHAVIOUR OF BANK” is successfully completed by PROF. HEMA
SANTHANAM during the Semester IV, in partial fulfillment of the requirement for
the award of Master of Management Studies, recognized by University of Mumbai for
the academic year 2016-2018 through Swami Vivekanand Education society Institute
of Management Studies, Thane is a record of the candidate's own work carried out by
her under my guidance. The matter embodied in this report is original and due
acknowledgment has been made in the text to all other material used.

Guide's Name: Prof. HEMA SANTHANAM

Guide's Signature:

Date:

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 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

ACKNOWLEDGMENT

I would like to acknowledge all the people who have been of the help and assisted me
throughout my internship.

Firstly, I would like to thank my immense gratitude towards my institution Swami

Vivekanand Education Society INSTITUTE OF MANAGEMENT STUDIES, which
created a great platform to attain profound management skills, thereby fulfilling most
cherished goals.

I wish to express my thanks to the Director, PROF. Satish modh for his patronage,
encouraging and providing me with the necessary assistance in accomplishing the
project.

I am also thankful to my guides, PROF. HEMA SANTHANAM of vivekanand

education society Institute of Management Studies. Whose timely guidance and
persistent encouragement helped me in completing the project successfully and making
it a wonderful learning experience.

I convey my sincere thanks to all the teaching and non-teaching staff of the business
school for their support and co-operation.

Finally, I thank my parents and colleagues who have helped me in the completion of
the Interim project.

MS. SEJAL MOTILAL

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 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

TABLE OF CONTENT

CHAPTER PAGE
NO. CHAPTER NAME NO.

1. Executive Summary 06

2. Objective Of the Study 07

3. Literature Review 08

4. Research Methodology 15

5. Introduction To Organizational Behavior 17

6. Company Profile 22

7. Analysis And Interpretation of Data 25

8. Suggestion 33

9. Conclusion 34

10. Biblography 36

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 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

EXECUTIVE SUMMARY

Organizational Behavior, Organizational Studies, and Organizational Theory is that the

systematic study and application of data regarding however individuals as teams - act
inside the organization. An organizational structure study
encompasses the study of organizations from multiple view points, methods, and
levels of study.

Whenever people interact with organizations many factors come into play. Trendy
organisational studies conceive to perceive and model these factors. Like all modernist
social science, an organisational study seeks to manage, predict, and make a case for.

The study of Organizational Behaviour is very interesting and challenging too. It is

related to individuals, group of people working together in teams. Once situational
factors interact with the study becomes more challenging. The study of organisational
behaviour associated with the expected behaviour of a private in the organisation.

The study of organizational behaviour involves identifying need spectrum of the

people, managing interpersonal relationship, understanding of individual objectives and
co-relating organizational strategies accordingly. The second component understands
of organizational structure and its modification based on the need of the hour.

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OBJECTIVES OF THE STUDY

The objective of the study is the purpose for which the study is conducted and it is
undertaken. The objective decides the procedure and the path which will be taken for
the study. The objective is the base on which the foundation of the study is built. The
objective should be decided with utmost concentration and due consideration. The
objective is:

 The main objective of Organizational Behavior is to know the human

interactions with an organization find what’s driving it and influence it for
getting better results in attaining business objectives.

 To analyze the employee engagement in the Bank

 To analyze organizational effectiveness in the Bank

 To analyze the organizational culture in the Bank

 To understands ways of acting effectively and finding ways of controlling

human behavior.

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LITERATURE REVIEW

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The journey to completion was a learning experience of a new model and a practical
scenario of project financing. The project was shaped with primary and secondary data.
The primary data comprises of information from filling questionnaire and secondary
data comprises of information from various Internet websites and books in the library
and some assistance from the guide and lecturers. Newspapers were also an important
source of information to help through the entire project newspaper like Economic times,
Business Standards etc.

 Title: Organizational Behavior: A Review of the Literature

 Author: H. Randolph Bobbitt, Jr. and Orlando C. Behling

 Source type: Journal Article

Abstract:

Organizational behavior is defined and its micro and macro subdivisions described.
Leavitt's model for organizational change (task, technology, structure, and people) is
employed to extract meanings from the organizational behavior literature. A diagnostic
approach is suggested for applying organizational behavior to the practice of higher
educational administration.

The Greek philosopher Plato wrote about the essence of leadership.Aristotle addressed
the topic of persuasive communication. The writings of 16th century Italian
philosopher Niccolò Machiavellilaid the foundation for contemporary work on
organizational power and politics. In 1776, Adam Smithadvocated a new form of
organizational structure based on the division of labour. One hundred years later,
German sociologist Max Weber wrote about rational organizations and initiated
discussion of charismatic leadership. Soon after,
Frederick Winslow Taylor introduced the systematic use of goal setting
and rewards to motivate employees. In the 1920s, Australian-born Harvard

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professor Elton Mayoand his colleagues conducted productivity studies at Western

Electric's Hawthorne plant in the United States.

After the First World War, the focus of organizational studies shifted to analysis
of how human factors and psychology affected organizations, a transformation propell
ed by the identification of the Hawthorne Effect. This Human Relations Movement
focused on teams, motivation, and the actualization of the goals
of individuals within organizations. Prominent early scholars included
Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham
Maslow, David McClelland, and Victor Vroom.

Frederick Winslow Tylor (1856-1915):

Taylor was the first person who attempted to study human behavior at work using a
systematic approach. Taylor studied human characteristics, social environment,
capacity, speed, durability, cost and their interaction with each other. His overall
objective was to reduce and/or remove human variability. Taylor worked to achieve his
goal of making work behaviors stable and predictable so that maximum output could
be achieved. He relied strongly upon monetary incentive systems, believing that
humans are primarily motivated by money. He faced some strong criticism, including
being accused of telling managers to treat workers as machines without minds, but his
work was very productive and laid many foundation principles for the modern
management study.

Elton Mayo:

Elton Mayo, an Australian national, headed the Hawthorne studies at Harvard. In his
classic writing in 1931, Human problems of an Industrial Civilisation, he advised
managers to deal with the emotional needs of employees at work.

Mary Parker Follett:

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 A STUDY ON ORGANIZATIONAL BEHAVIOUR OF BANK

Mary Parker Follett was a pioneer management consultant in the industrial world. As a
writer, she provided analyses for workers as having complex combinations of attitude,
beliefs, and needs. She told managers to motivate employees on their job performance,
a “pull” rather than a “push” strategy.
Douglas McGregor:

Douglas McGrgor proposed two theories/assumptions, which are very nearly the
opposite of each other, about human nature based on his experience as a management
consultant. His first theory was “Theory X”, which is pessimistic and negative; and
according to McGregor it is how managers traditionally perceive their workers. Then,
in order to help managers replace that theory/assumption, he gave “Theory Y” which
takes a more modern and positive approach. He believed that managers could achieve
more if managers start perceiving their employees as self-energized, committed,
responsible and creative beings. By means of his Theory Y, he in fact challenged the
traditional theorists to adopt a developmental approach to their employees. He also
wrote a book The Human Side of Enterprise in 1960; this book has become a foundation
for the modern view of employees at work.

Robbins, Odendaal and Roodt (2003:7) define a field of study as a distinct area of
expertise with a common body of knowledge. OB as an independent field of study seeks
to increase the knowledge of all aspects of behaviour in organizational settings through
the use of scientific method. Scientific orientation is a hallmark of OB and the scientific
foundations of OB can be found in its interdisciplinary body of knowledge, use of
scientific methods and focus on application and contingency thinking.

Rajeshwari (1992) in a study of bank employees found that level of stress of employees
was independent of the position occupied and sex. The study revealed negative
relationship between stress and work experience, stress and income, stress and age and
family members. The structural rigidity, poor physical working conditions and extra
organizational factors to be potent stressors, inducing stress in employees.

Tehrani (2002) argued that stress is caused by unsympathetic organizational culture,

poor communication between managers and employees, lack of involvement in

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decision-making, bullying and harassment, continual or sudden change, insufficient

resources, conflicting priorities, and lack of challenges.

Cunningham (1977) in his study approaches to the evaluation of organizational

effectiveness presented the seven alternative strategies i.e. rational goal, system
resource, managerial process, organization development, bargaining, structural
function and functional) for assessing the organizational effectiveness in different
situations and found that applicability and relevance of each approach depends on the
particular organizational problem that has to be resolved.

Devadoss and Muth (1984) in a study on power, involvement, and organizational

effectiveness in Higher Education found that power behaviors variously affect one’s
sense of job involvement and overall effectiveness of one’s college. In particular,
influence was found to be positively related to involvement and to effectiveness, while
coercion was found to be negatively related to effectiveness but not related to
involvement.

Kim Cameron (1986), in a study entitled organizational effectiveness and its predictors
found that managerial multifaceted strategies are strongly associated with improving
effectiveness. Managerial strategies were found to be more important than the structure
demographics, fiancé, and other factors. Further, it was found that proactive strategies
with an external emphasis are more successful than internal and reactive strategies.

Malik, et. al. (2011) during a study on impact of employee’s performance and
employee’s motivation toward organizational effectiveness found that employee
performance has a positive relation with organizational effectiveness and employee
motivation has also positive relation with organizational effectiveness.

Amah (2012) in a study on organizational effectiveness examined the effect of

corporate culture on organizational effectiveness in the banking industry in Nigeria and
found that adaptability positively influences organizational profitability and market 82
share. Based on the findings it was concluded that corporate culture has significant
influence on organizational effectiveness and recommended that in addition to

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continuous adaptability, organizations should put in place definite plans to minimize

cost and waste, as this will promote effectiveness. He suggested that Organizations’
mission should be shared amongst employees to enable them contribute effectively to
the achievement of organizational goals and employees should be involved in
decisionmaking process, especially in issues that concern them, as this will make them
to be committed to the achievement of such decisions taken.

Friedlander, F and Margulies, N.(1969)[18] in their study “Multiple impact of

organisational climate and individual value system upon job satisfaction is of the
opinion that organisational climate is a significant determinant of individual job
satisfaction (eg:- inter-personal relations, tasks involved self realization and
achievement)" they say that relationship between organisational climate and job
satisfaction varies with the type of climate and measure of job satisfaction.

K.P. Pushparaj (2006) [49] commented that the banking scenario in India , visa-vis
Kerala is fast changing due to technology contributing a sea change in the banking
process. Now flow of information becomes faster and accurate. More banks have opted
for CORE banking solutions. Internet had opened enormous potential for increasing
customer base and delivery channels. Financial integration has opened a mere
competitive environment for all participants in the financial sector.

Khanna, B.B.(1986) [4] in his unpublished doctoral dissertation “Relationship between

Organisational Climate and Organisational role stress and their impact upon
Organisational Effectiveness" says that organisational climate has no significant
correlation with the need for independence, self-control and innovation. Achievement
climate has positive correlation with job involvement, organisational commitment,
organisational attachment, job satisfaction, total satisfaction and total effectiveness.
Control climate has negative correlation with organisational commitment,
organisational attachment, job satisfaction, total satisfaction and total effectiveness.
Extension climate is positively correlated with organisational commitment, job
satisfaction, total satisfaction and total effectiveness. Dependence climate has no
correlation with any measure. Affiliation climate has negative correlation with job
satisfaction and total effectiveness. Expert influence climate has positive correlation
with organisational attachment.
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M. Narasimham (2005) [39] asserted that as a market driven and competitive system is
in place much remains to be done to further the objectives of competitive efficiency
and systematic stability in the banking sector. The process of reforms is a continuing
one. So further changes are required in policy frame work, internal procedures and
structural aspects of the system consolidation - mergers and acquisitions - among banks
is a necessity to move towards universal banking and financial supermarkets providing
a range of services such as insurance and pension.

Dileep Kumar M(2006) [16] in his research work ‘A study on job stress of Nationalised
Bank employees and Non - Nationalised Bank employees’ found that

(a) there is significant difference in the level of occupational stress between nationalised
and non - nationalised bank employees
(b) Occupational stress is found higher among non - nationalised bank employees
compared to nationalised bank employees
(c) Among different occupational stress variables , Role overload , Role authority , Role
conflict and Lack of senior level support contribute more to the occupational stress
among non - nationalised bank employees compared to nationalised bank
employees.

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RESEARCH METHODOLOGY

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The research methodology is a systematic way to solve a research problem. The

research methodology means the way in which we would complete our prospected task.
Before undertaking any task, it becomes very essential for anyone to determine the
problem of study.

Sources of data collection

Two sources of collecting data have been employed, i.e. Primary data and secondary
data.

Primary data:
The data source can be primary or secondary. The primary data are those for data which
are used for the first time in the study. However, such data take place much time and
are also expensive.Gathering information and inputs to frame the necessary questions
for the survey. Gathering data using the survey method, by getting the sample
employees fill the survey questionnaire. Analysing and interpreting the primary data
collected from the survey responses.

Secondary data:
The secondary data is collected through articles, annual reports and from the websites
of the respective banks. These data, are easy to search and are not expensive too.

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INTRODUCTION OF ORGANIZATIONAL BEHAVIOR

The field of organizational behavior (OB) draws from the behavioral science disciplines
of psychological science, social psychology, and cultural anthropology. The areas on
which OB focuses are individuals who will often be working among teams,that
themselves work among organizations. OB is as much a practical set of tools as an area
of theoretical interest.

Organizational Behavior may be a field of study that investigates the impact that
peoples, teams and structure have on behavior among organizations. It is the study and
application of information about however people act among organizations. It is an
individual’s tool for human benefit. It applies broadly to the behavior of people in all
types of organizations, like business, government, schools and services organizations.
It covers 3 determinants of behavior in organizations: peoples, groups, and structure.
OB is an applied field. It applies the knowledge gained about people, and therefore
result of structure on behavior, so as to form organizations work additional effectively.
OB covers the core topics of motivation, leadership behavior and power, social
communication, cluster structure and method, learning, attitude development and
perception, change method, conflict, job design and work stress.

DEFINITIONS:

According to author Stephen P Robins Organizational behavior as a systematic study

of the actions and attitudes that people exhibit within organizations.

According to author LM Prasad The study and application of knowledge about human
behavior related to other elements of an organization such as structure, technology and
social systems

According to author Luthans OB is directly concerned with the understanding,

predicting and controlling of human behavior in organizations.

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ORGANIZATIONAL CULTURE

Organizational culture is a concept in the field of Organizational studies and

management which describes the attitudes, experiences, beliefs and valuesof an
organization. It has been outlined as "the specific collection of values and norms that
are shared by individuals and teams in an organization which management the method
they move with one another and with stakeholders outside the organization.

Strong culture is alleged to exist where staff respond to stimulations because of

their alignment to organizational structure values. Conversely, there is a weak culture
wherever there is very little alignment with organizational values and management
should be exercised through in depth procedures and paperwork.

Where culture is strong—people do factors as a result of they believe it is the correct

thing to do—there may be a risk of another development, Groupthink . "Group think"
was represented by Irving L. Janis. He outlined it as "... a fast and easy way to refer to
a mode of thinking that people interact once they are deeply involved in a cohesive in
the group, when the members' strivings for agreement override their motivation to
realistically appraise alternatives of action." This is often a state wherever people, even
though they need totally different ideas, do not challenge organizational thinking, and
so there is a reduced capacity for innovative thoughts. This might occur, as an example,
wherever there is heavy reliance on a central attractive figure within the organization,
or where there is an evangelical belief within the organization’s values, or also in teams
wherever a friendly belief is at the bottom of their identity (avoidance of conflict). In
fact cluster suppose is incredibly common, it happens all the time, in nearly each cluster.
Members that are defiant are often turned down or seen as a negative influence by the
reminder of the cluster, as a result of they convey conflict.

Innovative organizations would like people who are prepared to challenge the status
quo—be it cluster thinks or paperwrok, and also conjointly would like procedures to
implement new concepts effectively.

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ORGANIZATIONAL EFFECTIVENESS

Organizational effectiveness is that the conception of however effective an

organization is in achieving the outcomes the organization intends to provide. The
concept of organizational effectiveness is very vital for non-profit organizations
as most of the people who give cash to non-profit organizations and charities have
an interested in knowing whether or not the organization is effective in
accomplishing its goals.

An organization's effectiveness is additionally enthusiastic about its

communicative competency and ethics. The relationship between these 3 is
simultaneous. Ethics is a foundation found inside organizational effectiveness. An
organization should exemplify respect, honesty, integrity and equity to permit
communicative competency with the taking part members. Along with ethics and
communicative competency, members therein explicit cluster will finally achieve
their intended goals.

Organizational effectiveness is an abstract concept and is essentially not possible to

measure. Instead of measuring organizational effectiveness, the organization
determines proxy measures which will be used to represent effectiveness. Proxy
measures used could embrace such things because the variety of indiviuaks served,
types and sizes of population segments served, and also the demand at intervals
those segments for the services the organization provides.

For instance, a non-profit organization which supplies meals to house bound people
may collect statistics such as the number of meals cooked and served, the number
of volunteers delivering meals, the turnover and retention rates of volunteers, the
demographics of the people served, the turnover and retention of consumers, the
number of requests for meals turned down due to lack of capacity(amount of food,
capacity of meal preparation facilities, and number of delivery volunteers), and
amount of
wastage. Since the organization has as its goal the preparation of meals and also the
delivery of these meals toaccommodate sure individuals, it

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measures its organizational effectiveness by making an attempt to

determine what actual activities the individuals within the organization do in order
to come up with the outcomes the organization needs to form. Activities like fund
raising or volunteer training are important because they provide the support
required for the organization to deliver its services however they are not the
outcomes in and of itsself. These different activities are overhead activities that
assist the organization in achieving its desired outcomes.

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EMPLOYEE ENGAGEMENT

Employee engagement may be a idea that

is a conception that is usually viewed as managing discretionary effort, that is,
when employees have choices, they will act during a approach that furthers
their organization's interests. An engaged employee is a person who is fully
involved in, and obsessed on, his or her work. Engaged employees care regarding
the longer term of the company and are willing to invest the discretionary effort.
Engaged employees feel a powerful emotional bond to the organization that
employs them.

FACTORS AFFECTING EMPLOYEE ENGAGEMENT:-

 Employee perceptions of job importance.

 Employee clarity of job expectations. "If expectations don’t seem to be clear

and basic materials and equipment not provided, negative emotions like
dissatifaction or enmity might result, and therefore employee might then
become targeted on surviving a lot of
thinking regarding however he will facilitate the organization succeed."

 Career advancement/improvement opportunities. Plant supervisors and

managers indicated that a lot of plant enhancements were being created outside
the suggestion system, wherever employees initiated so as to reap the bonuses
generated by the following value savings.

 Perceptions of the ethos and values of the organization.

 Regular feedback and dialogue with superiors. "Feedback is the key to giving
employees a sense of where they’re going, but many organizations are
remarkably bad at giving it. "'What I really wanted to hear was 'Thanks. You did
a good job.' But all my boss has been hand me a che

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COMPANY PROFILE

ICICI BANK

ICICI Bank (Industrial Credit and Investment Corporation of India) is an Indian

multinational banking and financial services company, which has headquarters in
Mumbai, and its registered office in Vadodara. In the year 2014, it was the 2 ndlargest
bank in India with respect to assets and 3rdin terms of market capitalisation. It has a
wide range of banking products and financial services for corporate and retail customers
through a variety of delivery channels and specialised subsidiaries in the areas of
investment banking, life, non-life insurance, venture capital and asset management. The
bank has a setup of 4,450 branches and 13,995 ATMs in India, and has existence in 19
countries including India.

ICICI Bank is one of the Big Four banks of India, along with State Bank of India, Bank
of Baroda and Punjab National Bank. The bank has subsidiaries in the United Kingdom
and Canada; branches in the United States, Singapore, Bahrain, Hong Kong, Sri Lanka,
Qatar, Oman, Dubai International Finance Centre, China and South Africa; and
representative offices in United Arab Emirates, Bangladesh, Malaysia and Indonesia.
The company's UK subsidiary has also established branches in Belgium and Germany.

ICICI Bank is India's largest private sector bank with total consolidated assets of Rs.
9,860.43 billion (US$ 152.0 billion) at March 31, 2017 and profit after tax of Rs. 98.01
billion (US$ 1.5 billion) for the year ended March 31, 2017. ICICI Bank currently has
a network of 4,850 Branches and 14,164 ATM's across India.

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GOALS OR OBECTIVES OF ICICI

One of India's biggest financial institution is always in thelimelight. The growth of the
ICICI over the years has proved repeatedly the ability of theinstitution in adopting
new technologies and products. It isthrough its ability to nourish new products and
services that the institution has become ahousehold name in a very short span of time.

This time again the FI is in the news in a big way. Previously, the institution has been
in the limelight for controlling the market turbulence or expansion into new markets.
However,the reason this time is totally different from the earlier ones.

After a constant expansion of the number of subsidiaries in thelast five years, the
leading financial institution has announced its plans of restructuring. Things are moving
fast at the Bandra-Kurla complex of ICICI. Also, after substantially diluting its stake in
the ICICI Bank, the group is also planning for a reverse merger.

EXPONENTIAL GROWTH

The Industrial Credit and Investment Corporation of Indialimited founded way back in
1955, has witnessed more than it could have dreamed of at the time of its inception.
However, following the economic liberalization of Indian economy, it has renamed
itself as ICICI. The principal objective behind setting up this organization at that time
was to makeavailable long-term capital for industrial development and investment in
India. Gopalan Ramachandran, Chief executive, Business Economics and Risk
Management says, "Consideringthe fact that it was established at a time when India had
astock market but not a reliable capital market to supply long-term debt and equity, the
growth of ICICI is wonderful."

The major reason for the exponential growth of ICICI is due toits willingness to adapt
itself to changes. It is the first one tostart Internet banking. Also it has been the first

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ever institution to start a web based securities trading through its subsidiary ICICI Web
Trade Ltd. Says Gopalan

Ramachandran,"ICICI is a financial institution that has seldom resisted change. It has

been an ardent promoter of internal and external change." Truly, it has been the best in
the business toadopt to the changes in the environment. And what more canit ask for
from its employees who were most willing to adopt new things. And all this is due to
the comfort provided by the subsidiaries identifies an industry observer.

It is no doubt that ICICI has now become India's best-managed financial institution
catering to the needs of different customers. The key to success has been the constant
endeavor to implement new technologies and products. According to AnuragKhanna,
Founder and CEO of Bank net India.com, "The company is making constant efforts to
exploit first mover advantage in the technology-related businesses."
The principal achievements of ICICI according to Gopalan Ramachandran,are, "It has
been able to reduce drastically the percentage of problem loans and the surge in the
size of its balance sheet. Also, it has rapidly as similated the technology and
had developed institutional and managerial process aimed at managing risk." The result
is the rapid increase in the shareholder value compared to others in the industry.

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ANALYSIS AND INTERPRETATION OF DATA

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1. Does your work group plan together and coordinate its efforts?

Does your work group plan together and coordinate

its efforts?

10% 10%
Indifferent

Agree

Strongly Agree

80%

INTERPRETATION

From the above findings of the question, the inference that can be drawn is that
most of the employees think or consider that there is planning and coordination
among the various workgroup of the organization. 80% of the total sample agree
that there are planning and coordination among the various workgroups in an
organization.

2. Does your work group make good decisions and solve problems well?

Does your work group make good decisions and

solve problems well?

10%

30% Indifferent
Agree
Strongly Agree

60%

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INTERPRETATION

The inference drawn is that a majority of the employees feels that their workgroup
makes good decisions and solves problems well. But there is no one who is against
this statement.

3. Does your work group feel responsible for meeting its objectives successfully?

Does your work group feel responsible for

meeting its objectives successfully?

20% 20% Indifferent

Agree
Strongly Agree

60%

INTERPRETATION

The inference that can be drawn is that the workgroup does not feel responsible
about achieving its objectives successfully, but there is also a combined chunk of
employees(40%), who think that the workgroups do feel responsible to meet the
objective ssuccessfully.

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4. Are you satisfied with your chance for getting ahead in the organization in the

future?

Are you satisfied with your chance for getting ahead

in the organization in the future?

10%

30% Disagree

Indifferent

Agree

60%

INTERPRETATION

The Majority of the employees are indifferent towards their chance of getting ahead
in the organization.

5. Overall, are you satisfied with your job?

Overall, are you satisfied with your job?

30% Agree

Strongly Agree

70%

INTERPRETATION

All the employees are satisfied with their jobs. There is no employee who is
dissatisfied.

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6. Overall, are you satisfied with this organization?

Overall, are you satisfied with this organization?

10%
20%
Indifferent

Agree

Strongly Agree

70%

INTERPRETATION

A majority of the employees (90%), are satisfied with the organization. Only10%
are in different and there is no one who is dissatisfied.

7. Are you satisfied with your chance of getting ahead in the organization in the
future?

Are you satisfied with your chance of getting ahead

in the organization in the future?

10%
Disagree
30%
Indifferent
Agree

60%

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INTERPRETATION

Majority of the employees are indifferent towards their chance of getting ahead in
the organization.

8. The team only carries out tasks given to it; it cannot decide its own priorities.

The team only carries out tasks given to it; it cannot

decide its own priorities.

10% Disagree
30% Indifferent
20% Agree
Strongly Agree

40%

The answer to this question is varied and most of the employees are either
indifferent or they disagree with it. But this shows that the team, carries out the
tasks assigned to it, but along with it, they can decide on priorities for themselves
only to a certain extent.

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9. No one cares to assess the true achievement of the goals of the team.

No one cares to assess the true achievement of

the goals of the team.

10% 10%
Disagree

20% Strongly Disagree

Indifferent
Strongly Agree
60%

INTERPRETATION

From the above data it can be inferred that there is an assessment of the group’s
achievements and there is care taken to recognize the efforts of the groups.

10. At work, do you have the opportunity to do what you do best every day?

At work, do you have the opportunity to do

what you do best every day?

20% Very much

30%
Much
Somewhat

50%

INTERPRETATION

Not very much employee feels that they get the opportunity to deliver their best
(20%), the majority of the population feels that they get enough opportunity, but
still a bunch of people doesn’t feel like that.

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11. During the last year, have you had opportunities at work to learn and grow?

During the last year, have you

had opportunities at work to learn and grow?

30% Very much

40%
Much

Somewhat

30%

INTERPRETATION

About 30% people agree that they get enough opportunities to learn and grow, while
30% say, yes, they get it, while rest feels that opportunities were there but were not
enough.

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SUGGESTIONS

Although we see that majority of the employees feel that the organisation has an
effective culture and therefore the employees, even appreciate their teamwork, but
if we analyze the questionnaires deeply we see that some of the employees are still
not satisfied with their organisation. Thus, in order to improve the present situation,
the organisation needs to fulfill all the employees aspirations. This the firm will do
in many several ways:

RECOMMENDATION

 A career path that provides opportunities for advancement.

 Better management and effective communications.

 Reasonable workload.

 Engage by concentrating on four areas- selection, expectation, motivation and

development.

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CONCLUSION

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We see that just about all the employees of the firm feel that there is emplyoee
engagement, organisation effectiveness and organisation culture. This means that
the employees feel that they have a shared set of values, beliefs and thought. Apart
from this we seven see that the employees feel that there is a good team spirit among
themselves.

In ICICI Bank, culture plays a significant role. The firm already has a good
organisation culture, according to the survey done by us. Organisation culture is
that the unifying and shared patterns of thoughts, freely value and action that serve
to bind along organisational members and distinguish them from non-members.
Thus we see that in ICICI, the organisation takes care of most the employees.

Employee engagement is a two way communication process between the employees

in the organisation. After scrutinizing the questionnaire, we see that ICICI Bank has
an effective employee engagement. The employees in this firm can readily relate
themselves to the organisation. The employees in this organisation feel more
engaged when they make unique contribution to the organisation. The employee
structure of ICICI Bank, is very loyal to the firm. There is little among themselves
and we see that the employees perceive themselves as being unified with the
organisation.

By organisational effectiveness, we mean how effective an organisation is to

achieve its goal. In the context of ICICI Bank, we perceive that the firm has a sound
management, strong governance and a willful dedication is effective to accomplish
its target in time.

ICICI Bank under the leadership of Mr. K.V. Kamath brought some dynamic
changes in their organization from man management to bringing new innovation
to their organization, which helps ICIC I Bank to serve its customer in a better way
and thus helps in expanding its business. Organizational development has taken
place in ICICI Bank at a rapid pace which gave the bank an extra edge over
any other private bank and soon it becomes the India’s largest private banks.

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BIBLIOGRAPHY

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 BOOKS:-

 Organisational Behaviour – V.G.Kondalkar

 Organisational Behaviour – Stephen P. Robbins

 OrganisationalBehaviour – McShane – McGraw Hill Publications

 Understanding Organizational Behavior –UdaiPareek

 JOURNALS:-

 Organizational Behavior: A Review of the Literature - H. Randolph

Bobbitt, Jr.and Orlando C. Behling The Journal of Higher Education Vol.
52, No. 1 (Jan. - Feb., 1981), pp. 29-44

 WEBSITES:-

 www.icicibank.com

 www.google.com

 www.wikipedia.com

 www.organisationalbehaviour.com

 www.jstor.org/stable/1981151

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