A STUDY ON

“ORGANIZATIONAL CULTURE”
AT
CERA STYLE GALLERY PVT. LTD.

A Project Report Submitted

in Partial Fulfilment for the award of

Degree of

MASTER OF BUSINESS ADMINISTRATION

By
xxxxxxxxxx
(1xxxxx5)

Under the supervision of

Mr. xxxxxxxx
Assistant Professor

Department of Business Management

MARCH 2015-2017
 CERTIFICATE

This is to certify that the project report on “ORGANIZATIONAL CULTURE

AT CERA STYLE GALLERY COMPANY,” – submitted in partial fulfilment for the
award of MBA of Jawaharlal Nehru Technological University, Anantapuramu, was carried
out by Ms. xxxxxx under my guidance.

This report is original and has not been submitted to any other University or
Institution for the award of any Degree/Diploma/Certificate or published any time before.

Name and Address of the Guide

 DECLARATION

I hereby declare that the present project report entitled “A STUDY ON

ORGANIZATIONAL CULTURE” submitted in partial fulfilment of the requirements

for award of the degree of MBA at xxxxxxxxxx, affiliated to Jawaharlal Nehru

Technological University, Anantapuramu, is an authentic work and has not been submitted

to any other University/Institute for award of any Degree/Diploma.

Date : xxxxxxxx
Place :
 ACKNOWLEDGEMENT

I express my deep sense of gratitude to Dr. N Srinivasan, Principal, XXXXXXX

School of Business, Jawaharlal Nehru Technological University, Anantapuramu, for
providing a great opportunity to do a project work. I am indeed, very grateful to him.

I would thank my Project guide, Mr Manager of CERA Style Gallery

Company for given me this privilege of working under them and guiding me with their
expressive knowledge and providing me all the necessary information concerning with the
project.

I convey my sincere thanks to Mr.XXXXX, Assistant Professor, XXXXX School of

Business, Anantapuramu for his valuable guidance and kind support while doing this
project.

I convey my thanks to my beloved parents and my faculty who helped me directly

or Indirectly in bringing this project successfully.

G ASHA LATHA
(15HXI
E0015)
 CONTENTS

PARTICULARS Page No.

CHAPTER I – 01-15

 INTRODUCTION

CHAPTER II- 16-21

 STUDY DESIGN

CHAPTER III – 22-32

 INDUSTRY PROFILE

 COMPANY PROFILE

CHAPTER IV – 33-36

 REVIEW OF LITERATURE

CHAPTER V 37-55

 DATA ANALYSIS & INTERPRETATION

CHAPTER VI 56-60

 FINDINGS

 SUGGESTIONS
ANNEXURE I 61-67

 QUESTIONNAIRE

 BIBIOLOGRAPHY
 CHAPTER-I

INTRODUCTION
INTRODUCTION

DEFINITION

Organizational culture is the collective behavior of people that are part of an organization,
it is also formed bythe organization values, visions, norms, working language, systems,
and symbols, it includes beliefs and habits Itis also the pattern of such collective behaviors
and assumptions that are taught to new organizational membersas a way of perceiving, and
even thinking and feeling. Organizational culture affect the way people and groups interact
with each other, with clients, and with stakeholders

Organizational culture is defined as a pattern of basic assumptions invented, discovered or

developed by a given group, as it learns to cope with the problems of external adaption
and internal investigation that has worked well enough to be considered valid and
therefore is to be taught to the new members as the correct way to perceive, think, and feel
in relation to those problems. Organizational culture is a set of shared understandings,
norms, values, attitudes and beliefs of an organization which can foster or impede change.

When people join an organization, they bring with them the values and beliefs that they
have been taught. Quite often, however these values and beliefs are insufficient for helping
the individual succeed in the organization. The person needs to learn how the particular
enterprise does things.

A common misconception is that an organization has a uniform culture. However, at least

as anthropology uses the concept; it is probably more accurate to treat organizations “as
if” they had a uniform culture. “All organizations have culture, in the sense that they are
embedded in specific societal cultures and are part of them.”According to this view,
organization culture is a common perception held by the organization’smembers.
Everyone in the organization would have to share this perception. However, all may not do
so to the same degree. As a result, there can be a dominant culture as well as subcultures
throughout a typical organization.

A dominant culture is a set of core values shared by a majority of the organization’s

members. The values that create dominant cultures in organizations help guide the day-to-
day behavior of the employees. Important, but often overlooked, are the subcultures in an
organization. A subculture is a set of values shared by a minority, usually a small minority
of the organization’s members. Subcultures typically are a result of problems or
experiences that are shared by members of a department or unit. Subcultures can weaken
and undermine an organization if they are in conflict with the dominant culture and overall
objectives. Successful firms, however find that this is not the case always. Most
subcultures are formed to help the members of a particular group deal with the specific
day-to-day problems with which they are confronted. The members may also support
many, if not all, of the core values of the dominant culture.

Changing the attitudes about the organizations is one of the basic changes of today world.
Today world belongs to the organizations. Human being is the founder of all
organizations. This means that human is the most valuable source of the organizations.
Organizational culture means all common beliefs in an organization. Then more and
deeper common beliefs may result in more powerful culture and more different beliefs
may result in little common aspects and weaker organizational culture.

According to the recent researches it is possible to specify seven major specifications

Including theorganizational culture which are:

1. Innovation

2. Risk acceptance

3. Pay attention to details

4. Pay attention to the result

5. Pay attention to people

6. Team making

7. Change, Fixedness.

Followings are different factors with basic roles in creation of an organizational culture:

A) Founders: It means the founders of an organization who will make final decisions
about the nature of theestablished organization and/or further goals. Therefore they have a
basic and critical role.
B) Environment: Environment has a critical and indirect role in creation of an
organizational culture. It mayspecify any organizational policies and manner of finding
them. Any organizations with lack of compatibleculture without organizational necessities
and surrounding environment of organization will never find anysuccess and finally will
be ruined.

C) Organizational personnel: Any election of non-compatible persons with

organizational culture, primarymethods Created by the founder and /or any persons who
may not accept the primary culture of the organizationespecially master people and/or
managers may finally resulted in changing of the organizational culture. For thispurpose it
is necessary to appoint any people for the organization and its activities who are in
compatible with it.

FUNCTIONS OF ORGANIZATIONAL CULTURE:

These are the functions being served by the organization

 Sense of identity

 Sense – making device

 Reinforcing the values in organization

 Control mechanism for shaping behavior

SENSE OF IDENTITY:Culture provides a sense of identity to the members and

enhances their commitment towards the organization.

SENSE MAKING DEVICE:Culture in the organization provides the employees to

interpret the meaning of the organizational events.

VALUE REINFORCEMENT:Values in the organization can be reinforced by the

cultural activities.

CONTROL MECHANISM:In shaping the behavior of members in the organization

culture plays the big role.

CULTURAL PERPECTIVES:
 THE STRONG PERSPECTIVE

 THE FIT PERSPECTIVE

 THE ADAPTATION PERSPECTIVETHE

STRONG PERSPECTIVE:The strong culture facilitates performance with the intensity

visible to the outsiders.It states that organizationwith strong culture performs better than
other organizations.

THE FIT PERSPECTIVE:Fit perspective argues that the culture of the organization is
valid, if it fits the industry or firm’s strategies. It isuseful in explaining short term
performances.

THE ADAPTATION PERSPECTIVE:The cultures that help organizations adapt to

environmental change are deeply associated with excellentperformance. It encourages
confidence and risk taking capacity among the employees.

A FEW DIMENSIONS OF ORGANIZATIONAL CULTURE:

VIGILANCEPrior to pondering whether or not to communicate an ethical, compliance, or

legal concern, an employee mustfirst be in a position to detect violations. "What are the
standards in this organization?" "What is my role inupholding these standards?"
Accordingly, the first step in supporting employee communication and reportingbehaviors
is to influence a culture that promotes not only awareness of an organizations commitment
tointegrity, but a shared understanding of organizational standards. A look out for threats
to organizationalintegrity also must be cultivated among organization members.

Thoughtful attention to training employees on the values and standards outlined in the
organizations code ofconduct will facilitate awareness building. However, the most
fundamental and powerful values of anorganization are not written down and exist only in
the shared norms, beliefs, and assumptions reflected in theorganizations culture. These
norms, beliefs, and assumptions guide how organization members think and act.The
organizational culture informs members how to relate to each other and to outsiders, how
to analyzeproblems, and how to respond to situations encountered in the organization. To
promote a shared understandingof which "code" to follow, the formal code of conduct or
the unwritten code of culture, the dynamics of organizational culture on an employees
ability to accurately interpret the ethical standards of the organizationmust be addressed.

To support a culture of vigilance, employees also must be educated on the relationship

between organizationalintegrity and the organizations strategic positioning. Employees
who observe wrongdoing may not report itbecause they cannot fully estimate the resulting
damage. Therefore, the organization should ensure employeesare in a position to identify
the potential consequences of ethical, compliance, and legal breaches,
includingopportunity costs and harm to the organization, its reputation, and stakeholders

ENGAGEMENT:The cultural dimension of engagement is multifaceted and complex.

Engagement is concerned with organizational and individual factors that contribute to a
personal state of authentic involvement in the organization. Organizational processes used
to recruit, orient, socialize, and manage employees influence engagement. Employee’s
sense making, psychological contracts, and perceptions of fairness in organizational
dealings influence the degree of authentic involvement by them. Managing these
organizational processes andindividual perceptions to facilitate high degrees of
organizational commitment and identification encourages a culture of engagement that
supports internal whistle blowing.

If an organization member is not committed to high ethical standards there may be a

tendency to rationalize questionable behavior as a common or even necessary practice in
performing job duties. On the other hand, if an employee has high ethical standards that
are not supported by the organization, there is a tendency for the employee to experience
internal conflict. Such conflict will arise when organizational demands on employees are
inconsistent with personal or professional values. The result is decreased commitment and
an unwillingness to exert effort on behalf of the organization.

Once employees enter the organization, socialization methods, including training on

ethical standards can beused to deepen employee commitment to organizational values and
norms.

CREDIBILITY:A culture of engagement that supports organizational commitment and

identification, however, may not besufficient for prompting employee disclosures. An
employee will also seek to "test" the organizationscommitment to integrity. Leadership
behavior is a key determinant of employee perceptions and beliefs.

The most powerful strategy that can be relied upon to facilitate credibility is employee
belief in espoused ethicsand values including organizational expectations for employee
disclosure, attending to and monitoringcongruence in the organizational culture. The role
of leadership is central to this strategy.

Aligning leadership behaviors with formal policies and consistent modeling of espoused
values are importantpractices for fostering credibility. Demonstrating personal
commitment to organizational values builds trust andcreates a safe environment for
employees to come forward and report concerns.

ACCOUNTABILITY:Accountability for communicating knowledge of wrongdoing will

be carefully judged by employees. "Is it my job to report?" "Isn’t this someone else
responsibility?" "Why should I get involved? After all, I am not the onlyone aware of what
is going on here." Again, values, beliefs, and norms embedded in the organizational
cultureand picked up by employees will influence employee reflections.

IMPORTANCE OF ORGANIZATION CULTURE

A common platform where individuals work in unison to earn profits as well as a

livelihood forthemselves is called an organization. A place where individuals realize the
dream of making it big is called anorganization. Every organization has its unique style of
working which often contributes to its culture. Thebeliefs, ideologies, principles and
values of an organization form its culture. The culture of the workplacecontrols the way
employees behave amongst themselves as well as with people outside the organization.

 The culture decides the way employees interact at their workplace. A healthy culture
encourages the employees to stay motivated and loyal towards the management.

 The culture of the workplace also goes a long way in promoting healthy competition
at the workplace. Employees try their level best to perform better than their fellow workers
and earn recognition and appreciation of the superiors. It is the culture of the workplace
which actually motivates the employees to perform.
 Every organization must have set guidelines for the employees to work accordingly.
The culture of an organization represents certain predefined policies which guide the
employees and give them a sense of direction at the workplace. Every individual is clear
about his roles and responsibilities in the organization and know how to accomplish the
tasks ahead of the deadlines.

 No two organizations can have the same work culture. It is the culture of an
organization which makes it distinct from others. The work culture goes a long way in
creating the brand image of the organization.The work culture gives an identity to the
organization. In other words, an organization is known by its culture.

 The organization culture brings all the employees on a common platform. The
employees must be treated equally and no one should feel neglected or left out at the
workplace. It is essential for the employees to adjust well in the organization culture for
them to deliver their level best.

 The work culture unites the employees who are otherwise from different back grounds,
families and have varied attitudes and mentalities. The culture gives the employees a sense
of unity at the workplace. Certain organizations follow a culture where all the employees
irrespective of their designations have to step into the office on time. Such a culture
encourages the employees to be punctual which eventually benefits them in thelong run. It
is the culture of the organization which makes the individuals a successful professional.

 Every employee is clear with his roles and responsibilities and strives hard to
accomplish the tasks within the desired time frame as per the set guidelines.
Implementation of policies is never a problem in organizations where people follow a set
culture. The new employees also try their level best to understand the work culture and
make the organization a better place to work.

 The work culture promotes healthy relationship amongst the employees. No one treats
work as a burden and moulds himself according to the culture.

 It is the culture of the organization which extracts the best out of each team member. In
a culture where management is very particular about the reporting system, the employees
however busy they are would send their reports by end of the day.
 Role of Communication and Relationship for a Healthy Organization Culture The
ideologies, principles, rules and policies of an organization form its culture. The ways the
employees interact amongst themselves and with others outside the organization
contribute to the culture of the workplace. The culture gives an identity to the organization
and makes it distinct from others.

 Communication and relationship play an important role in a healthy organization

culture. Effective communication is essential for a positive culture at the workplace.
Transparency in communication is mandatory at all levels for better understanding of work
and better bonding among individuals. Culture is simply the result of the interaction
amongst the employees working for a considerable period of time in the organization. A
better employee relation promotes a positive culture whereas conflicts and disagreements
spoil the ambience and spread negativity all around at the workplace. Communication
plays an important role in increasing the comfort factor amongst the employees.

HOW DID ORGANIZATIONAL CULTURE START

While organizational cultures developed in different ways, the process usually involves
some version of thefollowing steps:

 A single person (founder) has an idea for a new enterprise

 The founder brings in one or more other key people and creates a core group that
shares a common vision with the founder

 The founding core group begins to act in concert to create an organization by raising
funds, obtaining patents, incorporating, locating space, and building.

 At this point, others are brought into the organization and a common history begins to
be builtMost of today’s successful corporate giants in all industries basically followed
these steps. Three well-knownrepresentative examples areMcDonald’s and Wal-Mart.

McDonald’s: Ray Kroc worked for many years as a salesperson for a food supplier. He
learned how retail food operations wereconducted. He also had an entrepreneurial streak
and began a sideline business with a partner. They soldmultimixers, machines that were
capable of mixing up to six frozen shakes at a time. One day Kroc received alarge order
for multimixers from the McDonald brothers. The order intrigued Kroc and he decided to
look in onthe operation the next time he was in their area. When he did, Kroc became
convinced that the McDonalds fastfood concept would sweep the nation. He bought the
rights to franchise McDonald’s units and eventually boughtout the brothers. At the same
time, he built the franchisee on four basic concepts: quality, cleanliness, service andprice.
In order to ensure that each unit offers the customer the best product at the best price
franchisees arerequired to attend McDonald University, where they are taught how to
manage their business. Here they learnthe McDonald cultural values and the proper way to
run the franchisee. This training ensures that the franchisees all over the world are
operating their units in the same way. Kroc died several years ago, but the culture he
leftbehind is still very much alive in McDonald’s franchisees across the globe. In fact, new
employees receivevideotaped messages from the lateMr. Kroc.

Wal-Mart: Sam Walton, founder of Wal-Mart Stores, Inc., opened his first Wal-Mart store
in 1962. Focusing on thesale of discounted name brand merchandise in small town
markets, he began to set up more and more stores inthe Sun Belt. At the same time, he
began developing effective inventory control systems and marketingtechniques. Today,
Wal-Mart has not only become the largest retailer but also one of the biggest firms in
thecountry. Although Sam died a few years ago, his legacy and cultural values continue.
To ensure that these valuesget out to all the associates, the company has a communication
network worthy of the Pentagon. It includeseverything from a six-channel satellite system
to a private air force of numerous planes. Everyone is taught thisculture and is expected to
operate according to the core cultural values of hard work, efficiency and customerservice.

LEVELS OF CULTURE:

 ARTIFACTS

 VALUES

 BASIC ASSUMPTIONSARTIFACTS:

 Artifacts are the most visible and accessible level of culture. It is symbol of culture in
the physical and socialwork environment of the organization.

ARTIFACTS OF CULTURE ARE:

 PERSONAL ENACTMENT

 RITES AND CEREMONIES

 STORIES AND LEGENDS

 RITUALS

 SYMBOLSPERSONAL ENACTMENT

 Personal enactment is a behavior that reflects the value of organization, through the
examination of the behavior of organization members.

CEREMONIES AND RITES:

Set of activities that are enacted time and again on important occasion.It provides the
opportunity to reward andrecognize the employees whose behaviors are according to the
values of the organization. Rites to theemployees can be awarded as

 Rites of passage

 Rites of renewal

 Rites of integration

 Rites of conflict reduction

RITES OF PASSAGE: Rites of passage show the changed status of individuals in the
respected organization. Retirement

RITES OF RENEWAL:Rites of renewal show the holistic changing in organization by

enhancing the dedication towards learning andgrowth.

RITES OF INTEGRATION:It emphasize on the commitment of the employees by

uniting diverse group within the organization. Companyfunction, annual picnic, cultural
fest are the rites of integration in the organization.

RITES OF COFLICT REDUCTION: Its primal objective is to windless the

disagreements and keep up with the positive environment inside theorganization by
satisfying the tangible and intangible needs of the employee. Grievance hearing,
negotiation ofunion contracts is rite of conflict reduction.

RITES OF DEGRADATION:It is basically punishment oriented and organization people

may be punished visibly if they don’t follow theorganizational norms. Ribbon of shame,
demotion in the organizational post, reduction in salary can be under the rites of
degradation.

STORIES AND LEGENDS:Stories are the most effective way to reinforce the
organizational values. It give meaning and identity to theorganizations and very helpful in
orienting new employees.Stories can be delivered in different ways

 Stories about the boss

 Stories about getting fired

 Stories about company details

 Stories about employees

 Stories about rules

RITUALS:Rituals are unwritten and shows the way the employee follow the things to be
done in the organization. Theseare the everyday organizational practices repeated over and
over.

SYMBOLS:Symbols are again one important artifact of the organization which

communicates about the organizationalculture by unspoken messages.

VALUES: Values reflect a person’s underling believes in the organization, it is often

consciously articulated both in conversation and the company’s mission statement or
annual report. a firm’s values and how it promotes andpublicizes them can also affect
workers feeling about their job and themselves.

ASSUMPTIONS:Assumptions are deeply held believes that guide behavior and awakens
the members of the organization how to perceive and go about the things. 19

LEADERS ROLE IN SHAPING CULTURE:

 what leaders pay attention to

 how leaders react to the crises

 how leaders behave

 how leaders allocate rewards

HOW LEADERS HIRE AND FIRE PEOPLEORGANIZATIONAL

SOCIALIZATION:

Another process that perpetuates culture is the way it is handed down from generation of
employees. Newcomerslearn the culture through organizational socialization – “The
process by which newcomers are transformed fromoutsiders to participating, effective
members of the organizations”. The process is also a vehicle for bringingnewcomers into
the organizational culture.

STAGES OF THE SOCIALIZATION PROCESS:

The organizational socialization process is generally described as having three stages:

 Anticipatory Socialization.

 Encounter.

 Change and Acquisition.

ANTICIPATORY SOCIALIZATION: The first stage encompasses all of the learning

that takes place prior to the newcomer’s first day on the job. It includes the newcomer’s
expectations.

The two concerns at this stage are:

 Realism.

 Congruence.

Realism: is the degree to which a newcomer holds realistic expectations about the job and
about the organization.One thing newcomers should receive information about during
entry into the organization is the culture.Information about values at this stage can help
newcomers begin to construct a scheme for interpreting theirorganizational experiences.
There are two types of Congruence between an individual and an organization:

Congruence between the individual’s abilities and the demand of the job, and the fit
between the organization’s values and the individual’s values. Value Congruence is
particularly important for organizational culture. It is alsoimportant in terms of newcomer
adjustment.

ENCOUNTER

The second stage of socialization, encounters, is when newcomers learn the tasks
associated with the job, clarify their roles, and establish new relationships at work. This
stage commences on the first day at work and is thought to encompass the first six to nine
months on the new job.

TASK DEMAND

Task demand involves the actual work performed. Learning to perform tasks is related to
the organization “culture. In some organizations, newcomers are given considerable
latitude to experiment with new ways to do the job, and creativity is valued.

ROLE DEMAND

Role demand involves the expectations placed on newcomers. Newcomers may not know
exactly what is expected of them or may receive conflicting expectations from other
individuals. The way newcomers approach these demand depends in part on the culture of
the organization.

INTERPERSONAL DEMAND

Interpersonal demand arises from relationships at work. Politics, Leadership style, and
group pressure areinterpersonal demand. All of them reflect the values and assumptions
that operate within the organization.

CHANGE AND ACQUISITION

In the third and final stage of socialization, change and acquisition, newcomers begin to
master the demands ofthe job. They become proficient at managing their tasks, clarifying
and negotiating their roles, and engaging inrelationship at work. The end of the process is
signaled by newcomers being considered by themselves andothers as organizational
insiders.

OUTCOMES OF SOCIALIZATION

Newcomers who are successful socialized exhibit good performance, high job satisfaction,
and the intention tostay with the organization. In addition, they should exhibit low levels
of distress symptoms. High levels oforganizational commitment are also marks of
successful socialization. Successful Socialization is also signaledby mutual influences
When socialization is effective, newcomers understand and adopt the organizations
valuesand norms. This provides employees a context for interpreting and responding to
things that happen at work. Newcomers adopt the company’s norms and values more
quickly when they receive positive support fromorganizational insiders.

SOCIALIZATION AS CULTURAL COMMUNICATION

Socialization is a powerful cultural communication tool. While the transmission of

information about culturalartifacts is relatively easy, the transmission of value is more
difficult. The communication of organizationalassumption is almost impossible. The
primary purpose of socialization is the transmission of core values to new
organizationmembers. Newcomers are exposed to these values through the role models
they interact with, the training theyreceive, and the behavior they observe being rewarded
and punished.

ACCESSING ORGANIZATIONAL CULTURE

Although some organizational scientists argue for assessing organizational culture with
quantitative methods,others say qualitative methods yield better results. Quantitative
methods such as questionnaires are valuablebecause of their precision, comparability and
objectivity.

ORGANIZATIONAL CULTURE INVENTORY

The OCI focuses on behaviors that help employees fit into the organization and meet the
expectations of coworkers. Using Maslow’s motivational need hierarchy as its basis, it
measures twelve cultural styles. The twounderlying dimensions of the OCI are task/people
and security/satisfaction. There are four satisfaction culturalstyles and eight securities
cultural styles.

KILMANN-SAXTON CUKTURE-GAP SURVEY

The kilmann- saxton culture-gap survey focuses on what actually happens and on the
expectations of others inthe organization. Its two underlying dimensions are
technical/human and time. With these two dimensions, theactual operating norms and the
ideal norms in four areas are assessed. The areas are task support task innovationsocial
relationships and personal freedom.

TRIANGULATION

A study of a rehabilitation centre in a 400-bed hospital incorporated triangulation to

improve inclusiveness andaccuracy in measuring the organizational culture. Triangulation
has been used by anthropologists, sociologistsand other behavioral scientists to study
organizational culture. Its name comes from the navigational technique ofusing multiple
reference points to locate an object.

STATEMENT OF THE PROBLEM

Human resource is the vital resources among all other organizational resources. Without
the effectiveorganizational culture, an organization cannot achieve its goals. Protecting
and maintaining the human resource by providing various welfare measures is the pivotal
role of any management. Organizational culture plays a crucial role in the development of
the organization. The employee’s job satisfaction and motivation are also closely linked
with social welfare. Organization culture in the area human resources management has
attracted many researches all over the world. There are many studies related to this area. In
this study, an attempt has been made to study the effectiveness of organization culture
measures provided by CERA STYLE GALLERY PVT LTD. The main aim of study is to
study the level of employee “satisfaction towards the organization culture measures of the
company.
CHAPTER -II

STUDY DESIGN
SCOPE OF THE STUDY

It is necessary for any management to ensure that employees are satisfied with their job,
for the benefits of the organization A study on organization culture measures helps the
management to understand the attitude of the employees towards their job. It tells how the
people feel about their relationship with an industry, and their welfare of job. It
scientifically contributes towards employee’s productivity and morale. The present study
has made an attempt to measure the organization culture In CERA GALLERY Pvt Ltd.
This study has been conducted with 50 employees in the study area. This study mainly
concentrates on studying the organization culture measures provided by the company, this
study can be further related to measure organization culture, employee job satisfaction,
and labor turn over of the company. For development and better satisfaction of the
employees, the company must concentrate on the dissatisfied area.
OBJECTIVES OF PROJECT

 To assess the organizational culture at “CERA GALLERY PVT LTD” and the
employees “attitudes towards the organization.

 To study the employees opinion towards attitude physical and social structure of the
organization.

 To assess various attitudes of the employees towards their welfare measures and
towards the climate of the organization.

 To understand the working environment of CERA GALLERY PVT LTD.

NEED OF THE STUDY

People are affected by the culture in which they live. Similarly, an individual working for
any organization with a firmly established culture will be taught the values, beliefs, and
expected behavior of that organization. There is at least some sound evidence that
variations in cultural values may have a significant impact on employee turnover and
possibly employees‟ job performance. Hence the study of organizational culture is
important for the understanding and practice of organizational behavior.
LIMITATIONS OF THE STUDY

 The study was restricted to CERA GALLERY, HYDERABAD. This could have given
rise to a unique perception of the culture.

 This study has been conducted with 50 employees in the study area.

 Since there has been a gap of a few months between data collection and the
consolidation of the report, the findings might not accurately reflect the current attitudes
and perceptions of the employees, as these could have changed over time.

 Some of the respondents were hesitated to express their opinion about organization
culture measures due to fear of management

 The survey is based on the opinion of the employees, which may be biased.

 Period of study is too short and hence it is a major limitation.

RESEARCH METHODOLOGY

The objective of the current study is accomplished by conducting a market research. The
market Research process that will be adopted in the present study consist of the following
stages.

RESEARCH DESIGN

Research designs are concerned with turning the research question into a testing project.
The research design has been considered as a “blueprint” for research. Here the descriptive
research design is used

SAMPLE SIZE:

A Sample of 50 respondents was taken into consideration for my study and the data was
collected.

SAMPLING TECHNIQUE

To study the project a simple random sampling technique under lottery method is used

QUESTIONNAIRE DESIGN

A questionnaire is being framed for collecting the appropriate data required for collecting
the information based on 4 variable physical factor, social factor, climate factor, welfare
factor.5 question framed to test each variable
PERIOD OF STUDY

The period of study for the study was a course of 4 months.

Data Collection of data was done by

 Questionnaires

 Interview Source of Data The data collected for this project work was from the sources

1 Primary Source: Primary data is collected from managers, employees of CERA

GALLERY PVT LTD, HYDERABAD .Some data was also collection employees by using
structured questionnaire.

CHAPTER-III

INDUSTRY PROFILE

&

COMPANY PROFILE
INDUSTRY PROFILE

Ceramic sanitary wares are the fixtures which comprise wash basins, shower plates, toilet
bowls, bath tubs, and others. The basic raw materials which are used to form ceramics are
naturally occurring components, such as kaolin, feldspar, ball clay, and quartz. Sanitary
ware products are cost-efficient and easy to clean. Moreover, the characteristics of
ceramics, such as corrosion resistance, abrasion resistance, and glossy surface prevent it to
be replaced by alternatives such as steel and fiber. Sanitary wares have requirement in
residential, commercial, and public areas. Hence, growth in the real estate industry,
increasing population in the developing nations, and increasing standard of living of the
people is projected to drive the market. The ceramic sanitary ware market is projected to
register a CAGR of 10.1% between 2014 and 2019 to reach $46 billion, by 2019.

Asia-Pacific holds a significant market share in the ceramic sanitary ware market. China
leads the Asian market in terms of production of sanitary wares. Asia-pacific is thus
expected to maintain its dominance in the global market owing to the steady growth in
China, India, and Thailand.

In terms of technology, slip casting holds the maximum market share. However, the
demand for pressure casting is also increasing in many regions. Followed by Asia-Pacific,
Europe is the second-largest market for ceramic sanitary wares. The European market is
principally focused on delivering high-quality products to its consumers. The products are
tailored to meet the specific requirements of the end consumers coupled with tremendous
pre and post sales services. The demand for ceramic sanitary wares in Europe is mainly
driven by the Western Europe countries, such as U.K., Austria, The Netherlands, Belgium,
and so on.

The report estimates the market of ceramic sanitary wares for 2014 and to project the
expected demand of the same by 2019. The market research study provides a detailed
qualitative and quantitative analysis of the market.

Various secondary sources have been used, such as encyclopedia, directories, and
databases to identify and assemble information useful for this extensive commercial study
of the ceramic sanitary ware market. The primary sources–experts from related industries
and suppliers–have been interviewed to obtain and verify critical information as well as to
assess the future prospects of market.

Competitive scenarios of top players in the ceramic sanitary ware market have been
discussed in detail. The leading players of the industry have been profiled with their recent
developments and other strategic industry activities.

Scope of the report:

This research report categorizes the market for ceramic sanitary ware on the basis of raw
materials, product type, technology, and by region in terms of revenues, volumes, and
analyzing trends in each of the submarkets.

On the basis of raw materials:

The market forceramic sanitaryis segmented in terms of raw materials used, such as
Kaolin, Feldspar, Ball Clay and Quartz. Each raw material is further described in detail in
the report with volume and revenue forecasts as well.

On the basis of product:

The market for ceramic sanitary ware is segmented by type of products, such as wash
basins, water closets, cistern, and others. Each product is further described in detail in the
report with volume and revenue forecasts as well.
On the basis of technology:

The market is segmented by technologies used, such as slip casting, pressure casting, tape
casting, and isostatic pressing. These technologies are further described in detail in the
report.

On the basis of region:

The market is segmented by key regions–Asia-Pacific, North America, Europe, and Row
for key countries within these regions.

COMPANY PROFILE

CERA EXPANSION:

CLASSY Admirably Skillful And Graceful

EXQUISITE Pleasing Through Beauty And Perfection

RITZY Ostentatiously Fancy And Stylish

AWESOME Inspiring Feelings Of Wonder And Awe

COMPANY DESCRIPTION

Cera Sanitaryware Limited manufactures and sells sanitaryware products. The company
also trades in bathroom ACCESSORIES. Cera Sanitaryware's products include ceramic sinks,
wash basins, wash basin pedestals, baths, bidets, water closet pans, flushing cisterns,
urinals, seat covers, kitchen sinks, shower panels and cubicles, bath tubs, shower temples,
whirlpools, CP fittings, taps, accessories, and sanitary fixtures. The company also provides
hand dryers, hair dryers, perfume sprayers, and soap dispensers.

 Cera Sanitary ware Ltd (formerly Madhusudan Oils and Fats Limited), a Gujarat
based company, was incorporated in the year 2002.

 The company is headed by its Chairman Vikram Somany.

 The company is engaged in Manufacture of Ceramic Sinks, Wash Basins, Wash Basin
Pedestals, Baths, Bidets, Water Closet Pans, Flushing Cisterns, Urinals and similar
sanitary fixtures.

 The company has two units, namely sanitary ware & Power. The growth of
unorganized sector in sanitary ware has been a key factor in the stagnation of growth of
manufacturers in the organized sector.

 The company has launched through its trading division, Plastic Cisterns and Seat
Covers during the year, which boosted the bottom-line of the company.

 During 2002-03 the company introduced a water saver EWC.

STYLE. INNOVATION. LEADERSHIP:

These three words capture the essence of Cera Sanitaryware Limited, India’s fastest
growing company in the segment. Keeping the needs of the modern customer in mind,
CERA opens the doorway to the world of style.

An extensive product portfolio that includes high end showers, steam cubicles, and
whirlpools, besides sanitaryware and faucets, has made CERA the primary choice of
customers looking for stylish products in a contemporary lifestyle. CERA’s constant
innovations have given several path breaking contributions to the industry. Some of its
innovations have become benchmarks for the industry—like water-saving twin-flush
coupled WCs, 4-litre flush WCs, and one-piece WCs.
Advanced technology has been the forte of CERA. Its state-of-the-art manufacturing plant
has been following the highest standards of quality with an emphasis on sustainability
since its inception in 1980. The CERA plant was the first to use natural gas – the purest
fuel that gives extra sheen on products. Production capacity of sanitaryware has raised
from 2.70 million pieces to 3.0 million pieces per annum, CERA plans to maintain its
leadership status in the industry, while catering to increasing demands with satisfaction.

CERA endeavors to provide complete bath solutions to its customers. Pursuing this
objective, CERA has launched a range of elegant faucets, designed with style and
expertise. A modern facility with latest machinery like automatic CNC machines &
automatic polishing, the plant is equipped with superior technology manufactures the
avant-garde collection of eco-friendly single lever faucets apart from the normal half turn
& quarter turn faucets.

Foraying into a new arena, CERA also launched an array of stylish wall and floor tiles.
The range includes HD digital wall tiles with matching floor tiles, digital glazed vitrified
tiles, and vitrified tiles with Nano technology.

Growth has remained uninterrupted, only outperforming itself. CERA has grown at a
robust 23.80% in 2014-15 when compared with 2013-14. For CERA, its responsibility
does not end by manufacturing quality products. A team of over two hundred technicians
across India provide prompt after-sales services to its customers.

In keeping with its tradition of innovation, CERA has been presented the Gold Award in
the bathroom & fittings and sanitaryware category by the Readers’ Digest Trusted Brand
Survey. CERA has also bagged the Product of the Year award for four years in a row, for
Serenity in 2014, sanitary ware & Bathroom Fittings in 2013, Nano Technology in 2012
and for the Snow White Range in 2011. CERA was conferred Power Brand for two years,
in 2012 and 2013, which is awarded to top 100 brands in the country. CERA received
Asia’s Most Promising Brand award for the year 2012-13.

With CERA, style blends with innovation to reveal a new dimension of modernity. CERA
– Reflects your style.
Date of Establishment 1998

Revenue 151.412 ( USD in Millions )

Market Cap 37551.2097065 ( Rs. in Millions )

Corporate Address 9 ,G I D C Industrial Estate, Dist. MehsanaKadi-

382715, Gujarat
www.cera-india.com

Management Details Chairperson - VikramSomany

MD - VikramSomany
Directors - J K Taparia, AtulSanghvi, Govindbhai P
Patel, Lalit Kumar Bohania, K N Maiti, Sajan Kumar
Pasari

Business Operation Ceramics/Marble/Granite/Sanitaryware

Background CeraSanitaryware incorporated in 1998 is a pioneer in

the sanitaryware segment in India. The company has
launched a wide range of bath suite concept.

CeraSanitaryware sells its products through Cera Bath

Studios, which provides consumers, architects and
interior designers a full view of ranges of wash
basins, shower panels, shower cubicles, bath tubs,
shower temples, whirlpools, cp fittings etc.

Financials Total Income - Rs. 9436.576214 Million ( year

ending Mar 2016)
Net Profit - Rs. 834.641895 Million ( year ending
Mar 2016)

Company Secretary Narendra N Patel

Bankers
 Auditors HV Vasa & Co

S.No Name Designation

0 VikramSomany Chairman

1 VikramSomany Managing Director

2 Narendra N Patel Company Secretary

3 AtulSanghvi Executive Director

4 DeepshikhaKhaitan Vice Chairman

5 K N Maiti Non-Executive Director

6 J K Taparia Additional Director

7 Sajan Kumar Pasari Non-Executive Independent

Director

8 Lalit Kumar Bohania Non-Executive Independent

Director

9 Govindbhai P Patel Non-Executive Independent

Director

Main Activities:

Fabricated Metal Product ManufacturingClay Product and Refractory Manufacturing

Main Products:

Vitreous China Sanitary Ware, Tiles, Bathware,

Products:

Cera has a wide range of products to offer:

Sanitaryware

Glass Basins

Whirlpools & Bath Tubs

Shower Range

Bath Fittings

PozziGinori
Quote Summary

Last Price 2,887.25

Volume 1,790

Turnover 5,195,699

Index S&P CNX 500

Market BSE

Ticker 532443

Market Cap 37,551,210

52 Week High 3,013.10

52 Week Low 1,760.10

Price to Earnings (P/E) 44.99

 Earnings per Share (EPS) 46.1

Dividend Yield 4 (March 31, 2013)

Bookvalue 3,617,100

Enterprise Value 44,576,632

Quote updated on April

Export-Import

2014: Imports INR 834,395.92 Thousands

Import connections ('000)
Total(13,175.05)

2014: Exports INR 53,271.45 Thousands

Export connections ('000)
Total(841.15)

Contact Information

Legal Address
9, GIDC Industrial Estate, Dist. Mehsana,
Kadi; Gujarat; Map
Postal Code: 382715
Tel: 242329/ 262619/ 26
Fax: 24
Email: @cera-india.com
Website: http://www.cera-india.com
Full name: Cera Sanitaryware Ltd.

Status: Listed
Legal Form: Public Limited Company
Operational Status: Operational
EMISid: 1621865
IN-CIN: L26910GJ1998PLC034400
ISIN: INE739E01017
Incorporation Date: 1978
 CHAPTER-IV

REVIEW OF LITERATURE

REVIEW OF LITERATURE

Azhar (2003) organizational culture is the combination of important assumptions that are
shared in common by each members of an organization and are often unstated.
Organizational culture is basically made up by two major common assumptions: values
and beliefs. Values are the assumptions that have been forwarded by the leaders of the
organization and considered to be ideals that are desired by all the members of an
organization. Beliefs on the other hand are the assumptions about the reality and created
by experience.

Robbins (1986) on the other hand, defines organizational culture as a uniform perception
of an organization which has common characteristics. Organizational culture, according to
the author is something descriptive and effectively it can distinguish one particular
organization from another. It can also integrate individuals and groups of organization
systems.

Rousseau (2000) as a set of commonly experienced stable characteristics of an

organization which shows the distinctive features of an organization which differentiates it
from others. Similar to the definitions of Azhar (2003) that has been stated above,
Rousseau (2000) also define the organizational culture as set of norms and values that are
shared by individuals and groups across the organization. Organizational values and
beliefs refer to the common ideas about what the shared goals of an organization are, what
types of behavior should the members of an organization follow in order to achieve the
common goals of an organization. These organizational values in turn form out the
standard norms and guidelines for the organization that makes it distinct from others

Schein (2004) as a pattern of shared assumptions that have been accepted by a group of
individuals as they solve their problems. Because they have used these assumptions to
solve their problems and it worked effectively they accepted these assumptions as valid
and thus they teach these assumptions to the newly joined members of the organization as
standard ways of thinking, perceiving and approaching towards the problems.
Organizational culture is a phenomenon that is shared by the members of an organization
and operates unconsciously.

Litwin & Stringer, (1968)

In their study entitled has given a macro perspective of analyzing the organization.
According to them, “Climate can be defined as the perceived attributes of an organization
and its sub-systems as reflected in the way an organization deals with its members, groups
and issues”. The emphasis is on perceived attributes and the working of sub-systems. This
frame work emphasizes on motivational linkages and seems to be quite relevant for
studying organizational climate.

Schneider and Barlett(1968, 1970)–

In their article entitled Individual attribute approach Schneider and Barlett view
organizational climate as perceptual as well as an individual attribute? Climate in this
approachis viewed as summary or global perception held by individuals about their
organizational environment. Some of them are encompassed by the work environment
scale developed by Moos in 1994. It includes various broad dimensions like Involvement,
Co-worker, Cohesion, Supervisor Support, Autonomy, Task Orientation, Work Pressure,
Clarity, Managerial Control, Innovation, Physical Comfort and others.

There are past study that proved the strong relationship between organizational culture and
organizational commitment. Boon and Arumugam (2006) was proved in their study that all
dimensions in organizational culture have a strong relationship with organizational
commitment. While study from Rashid et al. (2003) also showed that there is a significant
correlation between corporate culture and organizational commitment among managers in
public listed company10 Organizational Culture refers to a system of shared meaning held
by members that distinguishes the organization from other organizations. This system of
shared meaning is actually a set of key characteristics that the organization values
(Robbins and Sanghi, 2007).Organizational culture is a descriptive term which is
concerned with how employees perceive the characteristics of an organization’s culture,
not with whether or not they like them. This appraisal of the organization on its
characteristics gives a composite picture of the organization’s culture. This picture in turn
becomes the basis for feelings of shared understanding that members have about the
organization, how things are done in it, and the way members are supposed to behave
(Robbins and Sanghi, 2007).9 Boon and Arumugam (2006) Sunway Academic Journal 3,
99–115 (2006)10 Robbins, S. P. and S. Sanghi Organizational Behavior, Pearson
Education, New Delhi, 2007.

Sociological studies of complex organizations chronicle a long history of analytic concern

with the linkages between wider societal arrangements and the structure and activities of
organizations (Perrow, 1986,2002). In fact, it is only in recent decades and among some
theorists and empirical researchers that attention hasnarrowed from a focus on
institutionally-rich studies of labor unions, schools, firms, government bureaus,
socialmovement organizations, advocacy groups, nonprofit agencies, and sundry varied
organizations, to a focus onformal organizations as abstract instrumentally-oriented
entities operating in environments that are narrowlyconceptualized as material resource
spaces. Over the past decade, however, there have been an increasingnumber of calls to
revisit the dynamics of organizations and society (e.g. Friedland& Alford, 1991;Scott,
2001;Stern & Barley, 1996; Stinchcombe, 1997).
Litwin& Stringer , (1968) perspective of analyzing the organization D.M.Pestonjee,Job
Satisfaction as a function of Role Stress, Locus ofControl, Participation and
Organizational Climate in an Electrical company,

Schneider and Barletta(1968,1970) -Individual attribute approach the

OrganizationalEffectiveness through HRD-CulturalDynamics,‟JIMS,8:3,December,PP.54-
613.(Perrow, 1986, 2002) in the journal of Social Structure and Organizations Revisited,

Social sustainability is far more difficult to define. As social issues comprise the legal
context of a firm,the assessment shows the extent to which a firm shows compliance to the
social standards. In our days, companies make use of the differing social standards, such
as wages, working time, extent of labour unions power and taxes. Porter’s concept of the
comparative advantage of nations (PORTER, M. inBARTLETT/GHOSHAL, 1992)
underlines a management approach that builds upon those differences. In thepast decades,
the nations of the South mainly provided cheap labour and raw materialas social standards
differ from one country to another, it is difficult to compare the social performance
ofnational based companies. The compliance to the legislation in China requires different
practices than in the UKor in Ghana. The national limitation of legislation reflects the
historical and cultural context of societal values onwhich laws are built upon. Mere
compliance to national standards is therefore not a sufficient criterion to assess company’s
social performance Cultural sustainability introduced a broader scope. The basic
requirement is, that a company shouldrespect the culture of its host nation. This comprises,
that a business should not interfere and change the culturein order to maximize its profits
(HOFFMANN, 1997).
 CHAPTER-V

DATA ANALYSIS

AND

INTERPRETATION

TABLE NO 1 EXPERIENCE OF THE RESPONDENT

 s.no experience no. of respondents percentage

1 less than 2 years 7 14%

2 2-3 years 20 40%

3 3-6 years 18 36%

4 6 years above 5 10%

Total 50 100%

Chart Title
no of respondents percentage

20
18

7
5

14% 40% 36% 10%

lessthan 2yeras 2-3 years 3-6 years 6 years above

INFERENCE:

It is stated from the above table that most of the respondents have 2-3 years
experience.

TABLE NO 2 IMPROVEMENT IN WORKING CONDITION

s.no opinion no.respondents Percentage

1 strongly agree 7 14%

2 agree 21 42%

3 neutural 19 38%

4 disagree 2 4%

5 strongly disagree 1 2%

Total 50 100%

Chart Title
no.respondents percentage

42%
38%

21
19
14%
7
4%
2 2%
1
strongley agree agree neutural disagree strongley disagree

INFERENCE:

From the above table stated that 42% of respondent agree that there is
improvement in working condition. And2% of them disagree, that there is no
improvement.

TABLE NO 3 FEEL COMFORTABLE WITH WORKING

ENVIRONMENT.
 s.no opinion no.of percentage
respondents

1 strongly agree 8 16%

2 agree 31 62%

3 neutral 11 22%

4 disagree 0 0%

5 strongly disagree 0 0%

total 50 100

Chart Title
25

20

15
percentage

10

0
strongley agree agree neutural disagree strongley disagree

INFERENCE:

62% of respondents are comfortable with the current working environment.

TABLE NO 4 QUALITY OF MATERIAL PROVIDED TO PERFORM JOB
IS GOOD

no.of
s.no opinion Percentage
respondents

1 Strongly agree 8 16%

2 agree 26 52%

3 neutral 13 26%

4 disagree 3 6%

5 Strongly disagree 0 0%

total 50 100
 25

20

15

10

0%
0
40%
strongley agree 38%
agree 20%
neutral 2% strongley disagree
disagree

INFERENCE:

From the above table it is stated that 52% of respondents felt that the company is
providing quality material to perform their jobs well.

TABLE NO 5 NEW METHOD OF WORK HAD BEEN INTRODUCED

s.no opinion no.of Percentage

respondents

1 strongly agree 3 6%

2 agree 13 26%

3 neutral 26 52%

4 disagree 7 14%

5 strongly disagree 1 2%

total 50 100
 Chart Title
no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated that 52% of the respondents neither satisfied nor
dissatisfied with the new methodologies introduced in the organization

TABLE NO 6. ORGANIZATION HAD DIPLOMATIC FUTURE

s.no opinion no.of percentage

respondents

1 strongly agree 7 14%

2 agree 23 46%

3 neutral 20 40%

4 disagree 0 0%

5 strongly disagree 0 0%

total 50 100
 ORGANIZATION HAD DIPLOMATIC FUTURE
no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated that 46% of the responded are agree that their
organization had diplomatic future. 40% of the respondents are neutral. 14% of the
respondents are strongly agreed. That the organization had diplomaticFuture.

TABLE NO 7. THE ORGANIZATION HAS BECOME MORE POSITIVE

no.of
s.no opinion percentage
respondents

1 strongly agree 9 18%

2 agree 24 48%

3 neutral 15 30%

4 disagree 2 4%

strongly
5 0 0%
disagree

total 50 100
 THE ORGANIZATION HAS BECOME MORE POSITIVE
no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated 48% of the responded agree attitude towards your
work become positive 30%of responded are neutral. 18% of the responded are strongly
agree. 4% are disagreeing. 55

TABLE NO 8 CORDIAL RELATIONSHIP WITH YOUR SUB

ORDINATES

no.of
s.no opinion percentage
respondents

1 strongly agree 11 22%

2 agree 27 54%

3 neutral 12 24%

4 disagree 0 0%

5 strongly disagree 0 0%

total 50 100
 CORDIAL RELATIONSHIP WITH YOUR SUB ORDINATES

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated 54% of the respondents are agree that they have
cordial relationship with theirsub ordinates. 24% of responded are neutral. 22% of
responded are strongly agree.

TABLE NO 9.APPRECIATIONS FOR WORK

no.of
s.no opinion percentage
respondents

1 strongly agree 10 20%

2 agree 18 36%

3 neutral 17 34%

4 disagree 5 10%

5 strongly disagree 0 0%

total 50 100
 APPRECIATIONS FOR WORK

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated that 36% of the respondents are receiving proper
appreciation for their work34% of respondents fell neutral.10% of respondents are
strongly agree.5% of the responded are disagree.

TABLE NO 10. KNOWLEDGE AND SKILL TO DO WORK PROPERLY

s.no opinion no.of percentage

respondents

1 strongly agree 15 30%

2 agree 30 60%

3 neutral 5 10%

4 disagree 0 0%

5 strongly disagree 0 0%

total 50 100
 KNOWLEDGE AND SKILL TO DO WORK PROPERLY

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated 60% of the respondents are agree that they have
knowledge and skill to do job properly. 30% of responded are strongly agree that they
have knowledge and skill .10% are neutral.

TABLE NO 11. SPENDING TIME USEFULLY

s.no opinion no.of Percentage

respondents

1 strongly agree 9 18%

2 agree 34 68%

3 neutral 6 12%

4 disagree 1 2%

5 strongly disagree 0 0%

total 50 100
 SPENDING TIME USEFULLY

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated 68% of the respondents are agree that they are
spend time more usefully than before. 18% of respondents are strongly agreed. 12% of
respondents are neutral.

TABLE NO12 . COMPETITIVE ORGANIZATION CULTURE

no.of
s.no opinion Percentage
respondents

1 strongly agree 5 10%

2 agree 24 48%

3 neutral 18 36%

4 disagree 3 6%

5 strongly disagree 0 0%

Total 50 100
 COMPETITIVE ORGANIZATION CULTURE

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated 48% of the respondents says that their
organization culture is competitive. 36%of respondents felt neutral. 8% of responded are
strongly agree the organization culture is competitive.

TABLE NO 13. FEEL COMFORTABLE WITH WORKING HERE

s.no opinion no.of Percentage

respondents

1 strongly agree 10 20%

2 agree 29 58%

3 neutral 9 18%

4 disagree 0 0%

5 strongly disagree 2 4%

total 50 100
 FEEL COMFORTABLE WITH WORKING HERE

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it stated that 58% of the respondents feel comfortable
working in the organization. 20% of the respondents strongly feel comfortable. 18% are
neutral.

TABLE NO 14. LEADERSHIP ABILITIES

no.of
s.no opinion Percentage
respondents

1 strongly agree 4 8%

2 agree 35 70%

3 neutral 10 20%

4 disagree 0 0%

5 strongly disagree 1 2%

total 50 100
 LEADERSHIP ABILITIES

no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

From the above table it is stated that 70% of the respondents are agree that they are
happy with their own leadership abilities.20% of respondents feel neutral.

TABLE NO 15. THE WORK HAS BECOME MORE INTTRESTING

s.no opinion no.of respondents percentage

1 strongly agree 20 40%

2 agree 19 38%

3 neutral 10 20%

4 disagree 1 2%

5 strongly disagree 0 0%

total 50 100
 THE WORK HAS BECOME MORE INTTRESTING
no.of respondents percentage

20
19

10

40% 38% 20% 1

2%
strongley agree agree neutral disagree strongley
0 disagree
0%

INFERENCE:

For the above table stated that 40% of respondents are strongly agree that word has
become more interesting. Similarly 38% of respondents agree , 20% of respondents neural

To find the Opinion about receiving proper appreciation is independent of their age.
Alternative hypothesis (H1) : there is no significant relationship between experience of
respondent and receiving appreciation.
Age of respondent receive proper appreciation work cross tabulation
Opinion Receive proper appreciation for your work
Disagree Neutral Agree Strongly agree Total
Age of Less than 2 0 4 3 0 7
respondent years
2-3 years 4 5 6 5 20

3-6 years 1 7 7 3 18

6 years 0 3 1 1 5
above
Total 5 19 17 9 50

Step 1 : Ri X Ci
Eij =
n
Step 2 :
OBSERVED FREQUENCY EXPECTED FREQUENCY
 0 0.7
4 2.66
3 2.38
0 1.26
4 0.39
5 7.6
6 6.8
5 3.6
1 1.8
7 6.84
7 6.12
3 3.24
0 0.5
3 1.9
1 1.7
1 0.9
Step 3 :
OBSERVED EXPECTED
FREQUENC FREQUENC ( 0-E ) (0-E)2 (0-E)2
Y Y E
0 0.7 -0.7 -0.49 -0.7
4 2.66 1.34 1.79 0.67
3 2.38 0.62 0.38 0.15
0 1.26 -1.26 -1.58 -1.25
4 0.39 3.61 13.03 33.41
5 7.6 -2.6 -6.76 -0.88
6 6.8 -0.8 -0.64 -0.09
5 3.6 1.4 1.96 0.54
1 1.8 -0.8 -0.64 -0.35
7 6.84 0.16 0.02 2.92
7 6.12 0.88 0.77 0.12
3 3.24 -0.24 -0.05 -0.01
0 0.5 -0.5 -0.25 -0.5
3 1.9 1.1 1.21 0.63
1 1.7 -0.7 -0.49 -0.28
1 0.9 0.9 0.1 0.01
50 34.39

ᵡ =∑ (0-E) = 34.39
E

Step :4
Degrees of freedom r= (R-1) (C-1)
(4.1) (4-1)
(3) (3) = 9

Step :5
Level of significance is α = 5% =0.05

Step :6
Critical value (or) Tabular value (ᵡ2)

ᵡ2 0.05, 9 =16.919

Step :7
Decision calculation = ᵡ2 34.39 is greater than tabulated.

.`. Accepted alternative hypothesis requested null hypothesis.

60

50

40

30

20

10

INFERENCE:

There is no significant relationship between experience of respondent and

receiving appreciation.
CHAPTER-VI

FINDINGS

SUGGESTIONS

CONCLUSION
FINDINGS

 It is found from the analysis that maximum of respondents have 2-3 years of

experience.

 42%of respondents agree that there is improvement in working condition. And 2%of

them disagree, that there is no improvement.

 62%of respondents are comfortable with the current working environment.

 52%of respondents felt that the company is providing quality material to perform their

jobs well.

 52%of the respondents neither satisfied nor dissatisfied with the new methodologies

introduced in the organization.

 68% of the respondents are agree that they are spend time more usefully than before.

18% of respondents are strongly agree. 12% of respondents are neutral.

 48%of the respondents say that their organization culture is competitive. 3.6% of

respondents felt neutral. 8% of responded are strongly agree the organization culture is

competitive.

 58% of the respondents feel comfortable working in the organization. 20% of the

respondents strongly feel comfortable. 18% are neutral.

 70%of the respondents are agree that they are happy with their own leadership

abilities. 20%of respondents feel neutral.

 40% of respondents are strongly agree that work had become move Interesting.

Similarly 38% of responded say they agree the work become more interesting. 20% of the

responded neutral.

 42% of respondents are strongly agree that they are proud of working in this

organization similarly 40% of the responded are agree they are proud of working this

organization.

 46% of respondents are agree that they have been informed about management policy.

34% of responded are strongly agree.

 52% of respondents are neither agree nor disagree with the grievance handling

mechanism of the organization. And 32% of responded are satisfied with grievance

handling mechanisam of the company.

 50% of the respondents are agree that organization is more concern responded are

strongly agree 10% of responded are strongly agree. And 32% are neutral.
 52% of the respondents are satisfied with the safety measures provided by

management. 36% of responded by management. 36% of respondent are neutral.

SUGGESTIONS

 The study suggests that employee must be understand about the rights and fundamental

roles related to the job. So these roles can be made simple to the workers in clear

understanding.

 Organization can improve the clarity of knowledge in their policies followed can

ensure that the respective heads are able to make their sub-ordinates to understand the

policies.

 The requirement and expectation of work is not result oriented so the organization can

interact with the employees by the way of brainstorming in designing new standards.
 Some employees feel that they are not getting fair and equitable feedback, so even

towards this the quality of communication system has to be ensured.

 Employee's feels organization should provide more training facilities. So the concern

department should step into this and provide necessary training to the employees. It might

however help to look into the reason behind some of the employees experiencing stress as

well as fear.

CONCLUSION

The employee's perception regarding various aspects in the organization was assessed. It
appears the organization have strong working culture employees are happy and proud to
work in the organization. The impact on cordial relationships between the departmental
relationships were positive. Based on the study conducted. It is observed that they can
build a healthier communication among the employees and organization and can help in
the process of continuous improvement. With regard to the organization a vast majority of
the respondents have a strong sense of belonging and they take pride in working in the
organization. They are spending time usefully in the organization.
 ANNEXURE

QUESTIONNAIRE

BIBILOGRAPHY
QUESTIONNAIRE

A STUDY ON ORGANIZATION CULTURE

Instructions for filling the questionnaire

 please do not leave any question unanswered

 for statement given in the following format

Part 1

Name:

Designation:

Year of exp:

Gender: male ( ) female ( )

1. Since how many years of experience you have

a) less than 2 years

 b) 2-3 years

c) 3-6 years

d) 6 years above

2. In the recent past, there have been some improvements working condition of the
organization?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

3. You feel comfortable with working environment?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

4. The quality of material provided by the organization to perform your job is good ?

a) A strongly agree ( )

b) Agree ( )
c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

5. New methodologies of work have been introduced in the organization?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

6. Your organization had diplomatic future?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

7. In the recent past, your attitude towards your work or the organization has become
more positive?

a) A strongly agree ( )

b) Agree ( )
c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

8. Cordial relationship with your sub- ordinate?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )+

9. You receive proper appreciation for your work?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

10. You have the knowledge and / or the skills to do your job properly?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )
11. You spend time more usefully than before?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

12. Your organization culture is competitive?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

13. You feel comfortable working here?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

14. You are happy with own leadership abilities?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree
 e) Strongly disagree ( )

15. The work has become more interesting?

a) A strongly agree ( )

b) Agree ( )

c) Neutral ( )

d) Disagree

e) Strongly disagree ( )

BIBILOGRAPHY

 ROBBINS, S. P. and S. Sangiorganization behavior , personal education, 1986

 LITWIN & STINGER perspective of analyzing the organization, 1968

 SCHNEIDER & BARLETT individual attribute approach the organizational

effectiveness through HRD

Websites

 www.google.com

 www.wikipedia.com

 www.citehr.com

 www.cerasanitoryware.com