A PROJECT REPORT ON

ORGANIZATIONAL CULTURE
AT
WEBMARK TECHNOLOGIES
HYDERABAD
A PROJECT REPORT SUBMITTED TO

OSMANIA UNIVERSITY
HYDERABAD
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE DEGREE IN
BACHELORS OF BUSINESS ADMINISTRATION
SUBMITTED
BY
_________________________________
_______________________________
VILLA MARIE PG COLLEGE FOR WOMEN
SOMAJIGUDA- 82
2016-2019
By
DEPARTMENT OF BUSINESS ADMINISTRTION
VILLA MARIE DEGREE COLLEGE,
SOMAJIGUDA
(Affiliated to Osmania University)
2016-2019
 CERTIFICATION

This is to certify that the Project Report title Organizational Culture at Webmark
Technologies, Hyderabad submitted in partial fulfilment for the award of BBA Programme of
Department of Business Management, Villa Marie College, Osmania University, was carried
out by XXXX under my guidance. This has not been submitted to any other University or
Institution for the award of any degree/diploma/certificate

Name and address of the Guide Signature of the Guide

 DECLARATION

I the undersigned solemnly declare that the report of the summer training work entitled
study on “Organizational Culture at Webmark Technologies, Hyderabad” is based on my
work carried out during the course of my study under the supervision of
________________________________ , _____________________________________&
Mrs_______________________________, Faculty, Department of Management. Villa Marie
Degree College

I assert that the statements made and conclusions drawn are an outcome of the project
work. I further declare that to the best of my knowledge and believe the project report does not
contain any part of any work which has been submitted for the award of any other degree/
diploma/ certificate in this university or any other university.

_______________________

(Signature of the student)

DATE:

PLACE:
 ACKNOWLEDGEMENT

I am extremely grateful to Principal Dr. Y. Philomena and the Department of B.B.A for giving
me the opportunity of learning through this research project. It has been an excellent and
rewarding experience, and has immensely increased my knowledge.

I wish to express my sincere gratitude and appreciation to my project guide and mentor,
Ms.____________________, Head of Department, Department of Business Administration,
for her support, guidance and encouragement.

I would also like to extend special thanks to my family and friends who have been a constant
source of support and encouragement. Without them, this project would not have been
materialized.

_______________________

(Signature of the student)

DATE:

PLACE:
 Abstract

Organizational Culture is comprised of mixture of norms, values, expectations, policies

and procedures that influence work motivation, commitment and ultimately, individual and
work unit performance. Positive Culture encourages, while negative Cultures inhibits
discretionary effort. ‘Organizational Culture’ refers to the quality of working environment. If
people feel that they are valued and respected within the organization, they are more likely to
contribute positively to the achievements of the business outcomes. Creating a healthy
organizational Culture requires attention to the factors which influence employee’s
perceptions, including the quality of leadership, the way in which decisions are made and
whether the efforts of employees are recognized. In fact “Culture may be thought of as the
perceptions of the characteristics of an organization”.

“Culture for an organization is somewhat like the personality for a person. Just
as every individual has a personality that makes each person unique, each organization has an
organizational Culture that clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its structural
characteristics. Thus every organization deals with its member in a distinct way through its
policies on allocations of resources, communication pattern, reward and penalty, leadership
and decision making style, etc. The organizational policy and conviction with regard to all
these and a cluster of other related activities influence the feelings, attitudes and behavior of
its members and results in the creation of the unique organizational Culture.
 TABLE OF CONTENTS

Chapter No. Description Page No.

Introduction

Introduction

Need of study

Scope of study

Objectives of the study

Chapter I
Research Methodology

Data Collection

Limitations of the study

Chapter -II Review of literature

Chapter - III Company Profile

Chapter - IV Data Analysis and Interpretation

Chapter - V Findings, Suggestions and

Conclusions
Bibliography

Annexure
 Chapter – I
Introduction
Introduction:
The content of organizational Culture has varied widely and they include almost all the
important aspect of organizations such as structure, communication, leadership, Conflicts,
reward system, inter personal relationships organizational effectiveness, reasonability and so
forth. It has been pointed out that the contents of the Culture constructed by various researches
overlap wit many other major concepts in organizational behavior Glick, 1985). Such overlaps
seems to have promoted researchers to raise the question how the concept of Culture is different
from other organizational variables, especially, structure and job satisfaction.

IMPACT OF ORGANIZATIONAL CULTURE:

Organizational Culture has a major influence on human performance through its impact on
individual motivation and job satisfaction. It does this by carrying certain kinds of expectancies
about what consequences will follow from different actions. Individuals in the organization
have certain expectations and fulfillment of these expectations depend upon their perception as
to how the organizational Culture suits to the satisfaction of their needs. Thus organizational
Culture provides a type of work environment in which individuals feels satisfied or dissatisfied.
Since satisfaction of individual goes a long way in determining his efficiency, organizational
Culture can be said to be directly related with his performance in the organization.

Affects Motivation, Productivity and Job satisfaction:

Organizational Culture can have a major influence on motivation, productivity and

job satisfaction. Culture determines the action and it creates few expectations as to
consequences. Employees expect certain rewards, penalties, satisfaction or frustrations based
on the organizational Culture and their expectations tend to lead to motivation as said in
expectancy theory.
Contingency Relationship:

There is a contingency relationship between Culture and the organization. The Culture
of an organization is contingent upon the type of employees. The type related to employees
education like technical workers, knowledge workers. For example, research institutes
certainly want a Culture different from that of a workshop or an office.

Social System:

Organizational Culture represents the entire social system of a work-group. It is

clearly a system concept. There are two important aspects of Culture: (1) workplace itself and
(2) Personal treatment of Management. If employees feel satisfied while at work and if Culture
provides a sense of personal worth, it can be assumed that in that organization is favorable.
Employees expect the management to feel and care about their needs and problems. If these
two are favorable a good Culture prevails in the organization.

A high level of organizational Culture is necessary for the development of organization. Good
Culture attracts good and efficient to the organization, who contribute to the productivity of
the organization.

DIMENSIONS OF ORGANIZATIONAL CULTURE:

Organizational Culture have used data relating to individual perception of
organizational properties in identifying organizational Culture. Denison (1996) argues that
developing a universal set of dimensions was often the central issue of the Culture researchers
so that comparative studies could be made possible in different organizational settings. He
compared this approach to that of the culture research that used a post-modem perspective
which examined the qualitative aspects of individual social contexts where each culture that
was seen as unique and was not expected to have generalisable qualities which had become
central to the Culture research.

Jones and James (19790 argued that one of the assumptions of the Culture literature is that a
relatively limited number of dimensions could characterise a wide cross-section of social
settings. Jones and James labelled their factors as follows:

‘Conflict and ambiguity’, which ‘reflected perceived conflict in organizational goals and
objectives, combined with ambiguity of organizational structure and roles, a lack of
interdepartmental cooperation, and poor communication from management. Also included
were poor planning, inefficient job design, a lack of awareness of employee needs and
problems, and a lack of fairness and objectivity in the rewards process.’

‘Job challenge, importance and variety’, which ‘reflected a job perceived as challenging,
which involve a variety of duties, including dealing with other people. The job was seen as
providing autonomy and feedback, and demanding high standards of quality and performance.’

‘Leader facilitation and support’, which ‘reflected perceived leader behaviors such as the
extent to which the leader was seen as helping to accomplish work goals by means of
scheduling activities, planning, etc., as well as the extent to which he was perceived as
facilitating interpersonal relationships and providing personal support.’

‘Workgroup cooperation, friendliness, and warmth’, which ‘generally described

relationships among group members and their pride in the workgroup.’

‘Professional and organizational esprit’, which ‘reflected perceived external image and
desirable growth potential offered by the job. Also included were perceptions of an open
atmosphere to express one’s feelings and thoughts, confidence in the leader, and consistently
applied organizational policies, combined with nonconflicting roles expectations and reduced
job pressure.’

‘Job standards’, which ‘reflected the degree to which the job was seens as having rigid
standards of quality and accuracy, combined with inadequate time, manpower, training and
resources to complete the task.

OBJECTIVES

 To study the level of organizational Culture prevailing in the Organization.

 To study the factors influencing organizational Culture.
 To study the organizational Culture using seven dimensions: Environment, Team work,
Management Effectiveness, Involvement, Rewards and recognition, Competency and
Commitment
 To study the impact of Culture dimension on organizational Culture.
 To study the employee’s attitudes towards the organization
SCOPE OF THE STUDY

The investigator has made the study to measure the prevailing organizational Culture in
Webmark Technologies. It helps the management to concentrate the area which wants to
improve for the betterment of organization.

Need of the Study

This study is under taken to analyze the “organizational Culture in Webmark

Technologies”. It helps in analyzing the present organizational Culture followed in the
company and how far does the employees are satisfied with the present process and do they
require any changes in the present process followed which could help them in modifying and
developing present situation.

RESEARCH METHODOLOGY
The methodology followed for conducting the study includes the specification of research
design, sample design, questionnaire design, data collection and statistical tools used for
analyzing the collected data.

Research Design: The research design used for this study is of the descriptive type.
Descriptive research studies are those studies which are concerned with describing the
characteristics of a particular individual or a group.

Sample Size: All the items consideration in any field of inquiry constitutes a universe of
population. In this research only a few items can be selected form the population for our study
purpose. The items selected constitute what is technically called a sample. Here out sample
size is 100 employees from the total population in the delivery peoples. The samples are
selected on the basis of convenient.

Data Collection: The primary data was collected by using questionnaires.

Questionnaire Schedule: Questions are framed in such a way that the answers reflect the ideas
and thoughts of the respondents with regard to level of satisfaction of various factors of job
satisfaction and organizational Culture.
Tools of Analysis:

Simple Percentage Analysis:

Here the simple percentage analysis is used for calculating the percentage of satisfaction level
in the total respondents.

Percentage analysis formula:

Percentage = number of respondent *100

Total number of population

Weighted average method = sub weight

Sample size

SOURCES OF DATA

Primary data, Secondary data

Primary data: Observation, Experimentation, Surveys

Secondary data: The information collected from the company magazines, various books and
also from internet &Collecting data from employees through questionnaire and through
management.

LIMITATIONS OF THE STUDY

1. Study conducted in Webmark Technologies, It not applicable in any other companies.

2. Bias of the respondents is another problem, as they did not reveal their real feelings.
3. Survey is restricted to sample size 100.
4. Some respondents hesitated to give the actual situation; they feared that management
would take any action against them.
5. As such the research study was being done in the year 2019, with required data analysis
and interpretation, the data needs to be updated at times when it comes to have further
usage of this research study report.
 Chapter – II
Review of Literature
Organizational Culture is a relative enduring characteristic of an organization which
distinguishes it from other organization: (a) and embodies members collective perceptions
about their organization with respect to such dimensions as autonomy, trust, cohesiveness,
support, recognition, innovation and fairness: (b) is produced by members interaction; (c)
serves as a basis for interpreting the situation; (d) reflects the prevalent norms, values and
attitudes of the organizations culture; and (e) acts as a source of influence for shaping behavior.
(Moran and Volkwein, 1992, p.2)

Francese (1993) who examined the effect of Culture in service responsiveness; Meudell and
Gadd (1994) who studied Culture and culture in short life organizations; and Vallen (1993)
who was concerned about organizational Culture and service staff burnout. Organisational
cliate has much to offer in terms of its ability to explain the behaviour of people in the
workplace. Ashforth (1985, p. 838) put forward the view that ‘ Culture has the potential to
facilitate a truly integrative science of organizational behaviour,. Schneider later discussed in
terms of:

The atmosphere that employees perceive is created in their organizations by practices,

procedures and rewards… Employees observe what happens to them (and around them) and
then draw conclusions about the organization’s priorities. They then sit their own priorities
accordingly. (Schneider, 1994, p. 18)

Schneider, Brief and Guzzo (1996, p.9) argue that ‘sustainable organizational change is most
assured when both the Culture – what the organizations, members experience – and the culture
– what the organizations’ members believe the organization values – change’.

Early Formulations of the Culture construct

The concept of Culture can be traced back to the work of Lewin, Lippitt and White (1939)
and a work entitled ‘Patterns of aggressive behaviour in experimentally created social Cultures’
(Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939) study investigated the
relationship between leadership style and Culture, a factor that has remained central to the
concept, Joyce and Slocum (1982) trace the concept back to the studies of Koffka (1935) on
‘behaviour environment’; Lewin’s (1936) study on ‘life space’; and Murray’s (1938) work
on organizational Culture. Lewin’s (1951) approach to Culture was conceptualized by the
relationship between individuals, their social environment and how that is set in a framework.
Lewin expressed this in terms of simple equation:

B = f (P.E.) in which B = Behaviour, E= Environment, and P = the person

It is clear from Lewin’s equation that the concept of Culture takes a psychological approach,
focusing upon the individual and seeking to understand the cognitive processes and behaviour.
Lewin’s conceptualization of the theory provides the underpinnings of many studies and
approaches to Culture research.

Three approaches to the Culture construct

James and Jones (1974) conducted a major review of the theory and research on
organizational Culture ad identified Culture in three separate ways that were not mutually
exclusive, (a) multiple measurement – organizational attribute approach, (b) perceptual
measurement – organizational attribute approach, and (c) the perceptual measurement –
individual attribute approach.

In the multiple measurement organizational approach james and jones cite forehand and
Gilmer (1964) as defining organizational Culture as a defining organizational Culture as a “set
of characteristics that describe an organization and that (a) distinguish the organization from
other organizations (b) are relatively enduring over time, and (c) influence the behavior of
people in the organization.

Schneider and Bartlett (1968) had proposed four organizational Culture dimensions,

 Individual autonomy: based on the factors of the individual responsibility, agent

interdependence, rules orientation and opportunities for exercising individual initiative.

 The degree of structure imposed upon the position: based on the factors of structure,
managerial structure and the closeness of supervision.
 Reward orientation: based upon the factors of reward, general satisfaction,
promotional-achievement orientation, and being profit minded and sales oriented.
 Consideration, warmth and support: based upon the factors of managerial support,
nurturing of subordinates and warmth and support.
In reviewing psychological Culture as a set of perceptually based, psychological attributes
Jones and James (1979) noted that the process reflected the developments that had occurred
in the conceptualization of Culture and the nature of its major influences. They propose that
psychological Culture:

(a) refers to the individual’s cognitively based description of the situation;

(b) involves a psychological processing of specific perceptions into more abstract
depictions of the psychologically meaningful influences in the situation;
(c) tends to be closely related to situational characteristics that have relatively direct and
immediate ties to the individual experience; and
(d) is multidimensional, with a central core of dimensions that apply across a variety of
situations(through additional dimensions might be need to better describe particular
situations. (Jones and James, 1979, p.205)

Schneider and Hall (1972) describe Culture as a global perception held by individuals
about their own organizational environment.

Schneider and Snyder (1975) further clarified the approach by defining Culture as a
summary perception which individuals form of (or about) an organization. For them it is a
global impression of the organization.

Development of Culture Instruments

Current instruments include Patterson, Payne and west (1996) Business Organisation Culture
Index that consists of 28 item scales however only eight were used because of the length.
Kozlowski and Doherty’s (1989) instrument uses 55 measures consisting of 11 sub-scales that
overlaps with Jones and James (1979). Joyce and Slocum (1982) used the same measures as
Pritchard & Karasick (1973) with 10 dimensions that were factor analysed and reduced to
six. Drexler’s (1977) survey of operations that was based upon Taylor and Bowers (1972) a
composite of several other instruments. Likert’s (1976) profile of organizational
characteristics.

Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis for
their instrument which they applied to employees with a large public building construction and
maintenance authority in Australia. Modifications to the original instrument were threefold,
consisting of modifications to the wording, scaling and presentation format. Ryder and Southey
judged the scaling of the original instunment to be unsatisfactory.

Culture researchers typically placed greater emphasis on organizational member’s perceptions

of observable practices and procedures that are closer to the surface of organizational life and
categorization of these practices and perceptions into analytic dimensions defined by the
researchers. (Denison, 1996, pp. 621 – 622). The studies have claimed that Culture has a
considerable impact upon organizational effectiveness.

Organizational Culture

Litwin and Stringer define organizational Culture as 'a set of measurable properties of the
work environment, perceived directly or indirectly by people who live and work in this
environment and assumed to influence their motivation and behaviour'. Traditionally,
organizational Culture alms to capture a snapshot of an organization at one point in time.
Organizational Culture research has had a long and active history, with much of its foundation
drawn from psychology. Because of space constraints and the availability of excellent articles
which review the extensive history of the organizational Culture literature, we will only
briefly review the organizational Culture literature here. Organizational Culture is largely
based on Lewinian field theory, which is a result of Lewin's work on experimentally-created
social Cultures This work was advanced by several early key studies including Litwin and
Stringer and Tagiuri and Litwin. Litwi n and Stringer investigated how organizational Culture
affects individual motivation. They also suggested that organizational Culture was comprised
of nine dimensions: structure, responsibility, reward, risk, warmth, support, standards,
conflict, and identity. Taguiri and Litwin's book was comprised of a series of essays that
treated Culture in ways ranging from a subjective interpretation of organizational
characteristics to an objective set of organizational characteristics. Other early studies were
aimed at identifying the dimensions comprising organizational Culture

After the 1960s and early 1970s, the focus of the organizational Culture field became more
clearly defined. More recently, organizational Culture researchers have begun to consider
how organizational Cultures develop. Three schools of thought have developed: the
subjectivist, objectivist, and interactionalist perspectives. Probably the most troubling issue
that the organizational Culture literature continues to face is defining the appropriate
dimensions that comprise organizational Culture. Organizational Culture is a fairly general
term which refers to a class of dimensions which can be critiqued for being too diverse . In
addition, the multidimensional nature of organizational Culture makes it more difficult to
define sharp borders. Organizational Culture scholars have responded by making empirical
and theoretical arguments to distinguish organizational Culture from various other const
ructs, such as structure and individual satisfaction. While these and other efforts have been
helpful, some fuzziness around the borders and differentiation of the organizational Culture
construct still remains.
Research on organizational Culture has continued more recently, including Joyce and
Slocum's study of person and organizational fit, Joyce and Slocum's investigation of the
extent to which organization members agree about their organizational Culture, Glick's
discussion of the difficulties of measuring organizational Culture, Denison's investigation of
the relationship between organizational Culture and performance, and Koyes and DeCotis's
work on measuring organizational Culture. Even more recently, Denison has investigated the
difference between organizational culture and organizational Culture, and Griffin and
Mathieu have looked at how perceptions of organizational Culture vary with the hierarchical
level in an organization. Anderson and West contributed to the literature by exploring the link
between organizational Culture and innovation.

Measuring Organizational Culture

At its most basic level, organizational Culture refers to employee perceptions of their work
environment. Generally, these perceptions are descriptively based rather than value based. For
example, the phrase, "I have more work to do than I can possibly finish" is a description of a
person’s workload, while the phrase "I like my job" is a positive evaluation of one’s job. Thus,
organizational Culture is more than simply a summary of employee likes and dislikes.

The assessment of organizational Culture typically occurs via an off-the-shelf or customized

survey containing questions about he work environment. Although administration procedures
used when conducting a survey can vary, ideally employees are asked to report to a designated
work site at a scheduled time to complete the survey, and employee participation is voluntary.
Selecting A Survey

Once a decision is made to conduct an organizational survey, it can be difficult to identify the
"right" survey to use. Although not a comprehensive list, the following factors may be helpful
in reducing the number of survey choices:

• Determine the scope of information included in the survey. As might be imagined, there
are a large number of organizational Culture areas that exist. Recent research has
identified more than 460 different types of work environment characteristics that have
been measured. Many of these characteristics can be classified into the following major
areas: job, role, leader, organization and work group. In many companies there are
particular areas where employee feedback would be useful. For example, a company
concerned about the impact of recent managerial downsizing may want to ensure that
leadership/supervisory components are included in the survey.

• Make sure the number of Culture areas included is kept to a manageable level. Not only
will including too many areas on the survey increase the time and effort needed to
administer the survey, but it also can make the interpretation process more difficult. On
a related issue, many users of organizational surveys find it useful to add a few
customized items to the survey. Although adding items does not always add to the
scientific value of a survey, it can go a long way in generating support from the
company’s management team.

It can be extremely helpful to choose a survey that offers some flexibility in its administration
capabilities.

For example, some companies may require the ability to administer the assessment using a
paper-and-pencil format, while others may prefer an intranet format. Factors such as employee
demographics can be important, also. Some companies may require both an English and
Spanish version of the survey to accommodate all of their employees.

Finally, identify some general pieces of information you would like to see in a report once the
survey responses have been analyzed. For example, some companies may have an interest in
only reviewing the average levels of item responses within the company, while others may
want to see how the company scored compared to other companies throughout the nation.
In addition, some companies may want to have results broken down department-by-department
or item-by-item while others may want one set of analyses based on the entire set of employee
responses. In any event, the publisher/director of an organizational survey should assist a
company in selecting an instrument that will meet their specific reporting needs.

Benefits

Companies that conduct organizational Culture surveys may experience one or more of the
following benefits:

 Employee involvement- By administering an organizational survey, employees are

given an opportunity to be involved in the company at a different level than is typically
defined in their job descriptions. Research has shown that employees who are more
involved in the company also may be more satisfied with their job, miss fewer days of
work, stay with a company longer, and perform better on the job.
 Positive work outcomes- In the last 30 years, a significant amount of evidence has
been accumulated documenting the importance of the work environment in relation to
organizational performance. In general, research has shown that factors in the work
environment are related to outcomes such as employee motivation, job satisfaction,
intentions to quit, job performance and even organizational productivity. In addition,
an emerging area of research has indicated that organizational Culture can influence
customer perceptions of the quality of goods or services delivered by a company.
 Communication forum- In many companies it can be very difficult to communicate
with the majority of employees. Recent trends such as organizational restructuring
and/or merging of companies has resulted in "flat" organizational responsibility charts,
which increases the number of employees for which each manager is accountable. As
a result, some managers only have limited amounts of time to talk to employees about
day-to-day activities. Conversations regarding an employee’s work environment can
fall to the wayside, and in some instances, never take place. Organizational surveys that
occur on a scheduled basis (e.g., annually, biannually, etc.) can be a more efficient way
for managers to gather important information.
 Industry comparisons- Organizations often look to other companies when
determining organizational policies and procedures. It is quite common for companies
to "explore the market" or conduct benchmark studies when considering issues such as
 new product development, salary or employee benefit policies, marketing strategies,
etc. A common question is "How do we compare to others?" One advantage of
conducting an organizational survey is that it can provide an opportunity to compare
the company’s work environment to that of other companies. Many surveys offer a
national normative database that can be used to facilitate comparisons across a variety
of conditions and industries.
 Proactive management- Administering organizational Culture surveys allows
managers to be much more proactive in managing their employees and work
environments. When used on a scheduled basis, organizational surveys can help
pinpoint problem areas within the work environment before they grow into a crisis
needing immediate attention. Problems that require a reactive posture interrupt the
normal workflow, and typically cause delays in providing products or services to
customers.

Tips For Creating An Effective Organizational Culture-

 Listen to the entire organization with ease.

 Collect perceptions in real-time.

 Reduce organizational bias.

 Validate the questions and thus improve the results.

 Facilitate candid and open feedback from employees who respond anonymously.

 Identifying areas of inefficiency or performance gaps.

 Identify root causes for poor productivity (such as poor communication or poor process
efficiency).

 Reduce transition time during changes in the organization (such as reorganization,

relocation, a change in ownership, new products/services, or rapid growth).

 Inform leaders with the information needed to make the best decisions.

 Give employees an organized voice to assist leaders in taking actions.

 Gain a fresh perspective of the organization.

 Facilitate, track and execute informed action steps in one system.

 Increase productivity.

What Do You Mean By Organization

1 a. The act or process of organizing.

b. The state or manner of being organized: a high degree of organization.

2. Something that has been organized or made into an ordered whole.

3. Something made up of elements with varied functions that contribute to the whole and
to collective functions; an organism.
4. A group of persons organized for a particular purpose; an association: a benevolent
organization
5. a. A structure through which individuals cooperate systematically to conduct
business.

b. The administrative personnel of such a structure.

An organization is a formal group of people with one or more shared goals.

According to management science, most human organizations fall roughly into five types:
 Pyramids or hierarchies
 Committees or juries
 Matrix organizations
 Ecologies
 Composite organizations

Pyramids or Hierarchies

A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the classic
bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more people.
Pyramids are an effective way to achieve repeatable results because they have the shortest path
from the standard-setter to the worker.
They suffer from communication and supervisory faults because the organization is only as
good as its weakest link. They lack creativity because they have poor communications.

Committees or Juries
These consist of a group of peers who decide as a group, perhaps by voting. The difference
between a jury and a committee is that the members of the committee are usually assigned to
perform or lead further actions after the group comes to a decision, whereas members of a jury
come to a decision. In common law countries legal juries render decisions of guilt, liability and
quantify damages, juries are also used in athletic contests, book awards and similar activities.
Sometimes a selection committee functions like a jury. In the middle ages juries in continental
Europe were used to determine the law according to consensus amongst local notables

Committees are often the most reliable way to make decisions. Condorcet's jury theorem
proved that if the average member votes better than a roll of dice, then adding more members
increases the number of majorities that can come to a correct vote (however correctness is
defined). The problem is that if the average member is worse than a roll of dice, the committee's
decisions grow worse, not better! Staffing is crucial.

Staff Organization or Cross-functional Team

A staff helps an expert get all his work done. To this end, a "chief of staff" decides whether an
assignment is routine or not. If it's routine, he assigns it to a staff member, who is a sort of
junior expert. The chief of staff schedules the routine problems, and checks that they are
completed.
If a problem is not routine, the chief of staff notices. He passes it to the expert, who solves the
problem, and educates the staff -- converting the problem into a routine problem.
Staffs make decisions quickly, and carry out assignments efficiently, though less reliably than
committees or matrices. For this reason businesses often prefer to use this method.
Staffs break down easily, usually from bad selection of people

Matrix Organization
On the face of it, this is the perfect organisation. One hierarchy is "functional" and assures that
each type of expert in the organization is well trained, and measured by a boss who is super-
expert in the same field. The other direction is "executive" and tries to get projects completed
using the experts.
Matrices are the only known organizations that can consistently create complex technical
products like airplanes and engines.
The problem is that going through channels takes too long. Getting approval to actually do
anything often needs the approval of each type of expert, and both of each expert's bosses! The
trick is to speed approvals: make approval everybody's number one job, and simplify sign-offs.

Ecologies
This organization has intense competition. Bad parts of the organization starve. Good ones get
more work. Everybody is paid for what they actually do, and runs a tiny business that has to
show a profit, or they get canned. For example: upper managers invest, and if they make bad
investments, there's no profit. Engineers rent their designs out to manufacturing. Facilities
people rent space, etc.
This is a really effective organization. But it's wasteful because all those dead pieces of
organization have valuable training, and are very hard to recycle. They're bitter, and they will
stop taking it after a while. Reorganization follows.
This may reflect a rather one-sided view of what goes on in ecology. It is also the case that a
natural ecosystem has a natural border - ecoregions do not in general compete with one another
in any way, but are very autonomous.

Composite Organizations
These try to use each of the above types of organization in the right places. Very occasionally,
a true organizational genius can make this work, for a while.
Don't bet on it in the long term. Success outgrows the ability of the genius. There just get to be
too many special cases.

"Chaordic" Organizations
An emerging model of organizing human endeavors, based on a blending of chaos and order
(hence "chaordic"), comes out of the work of Dee Hock and the creation of the VISA financial
network. Blending democracy, complex system, consensus decision making, co-operation and
competition, the chaordic approach attempts to encourage organizations to evolve from the
increasingly nonviable hierarchical, command-and-control models.
Culture

The prevailing psychological state

Organizational Culture

Organizational Culture refers to a set of measurable properties of the work environment, that
are perceived by the people who live and work in it, and that influence their motivation and
behavior. Culture characteristics that have been determined to significantly impact a
company’s bottom line are: flexibility, responsibility, standards, rewards, clarity and team
commitment.

CONTENTS OF ORGANIZATIONAL CULTURE

1. Responsibility: The extent to which individuals feel accountable for their own job
performance.

Job clarity: The extent to which individuals understand what the organization
expects of them

Job commitment: The extent to which individuals are willing to do whatever is

necessary to get the job done.

2. Assimilation: The extent to which individuals feel the organization treats them as
integral parts of the organization.

Organizational clarity: The extent to which individuals understand the organization and
how they fit into it
Organizational commitment: the extent to which individuals feel loyal to the
organization

3. Efficiency: the extent to which the organization accomplishes work in an orderly and
timely manner

Practices: the extent to which systems and procedures facilitate effective job
performance
 Operational support: the extent to which the organization accomplishes work without
unnecessary effort and distractions.

4. Excellence: the extent to which individuals are committed to producing quality work

Standards: the extent to which the organization clearly defines and emphasizes superior
job performance

Challenge: the extent to which individuals have to expand their abilities to obtain work
objectives

5. Innovation: the extent to which the organization is committed to maintaining state-of-

the are technology and expertise.

Change management: the extent to which changes within the organization are beneficial
and occur effectively.

Progress: the extent to which the introduction of new ideas or equipment improves
productivity.

6. Recognition: the extent to which individuals feel that they make important contributions
that the organization values

Reinforcement: the extent to which the organization appropriately rewards exemplary

job performance

Esteem: the extent to which individuals feel successful in their jobs

1. Team Spirit: the extent to which individuals feel that the people with whom they
work support them personally and professionally
Cooperation: the extent to which individuals work with and help one another to
achieve common goals.

Interpersonal relationships: the extent to which mutual good feeling exist

between individuals who work together.
Organizational Vital Signs-a leading indicator of satisfaction measuring of employees

Organizational Vital Signs:

 Identifies the readiness for, commitment for, and skills for change;
 Identifies the values, emotional competencies, and behaviors needed for success;
 Alerts managers to needs and opportunities for training, communication, and
development;
 Helps build strategies for sustainable growth;
 Is scalable, measurable, and practical.

Organizational Culture-Employee Satisfaction Survey

The Organizational Culture Assessment is a powerful instrument, especially when provided

organization-wide with specific departmental demographic separation and analysis. Each
category has been designed to assess one of the key categories, which affect employee
performance. This assessment should be administered anonymously company wide, broken out
by departments of 6 or more people to protect the identities of respondents. Every precaution
should be taken to insure confidentiality in order that respondents will feel comfortable sharing
their true opinions and perspectives
The objective of performing an employee Culture assessment is to identify the key areas which
are hindering production, reducing effectiveness and which might generate unexpected costs
in the near future. The idea and approach is for the organization not to simply perform an
academic exercise, simply because they ‘do it at this time every year’, but to critically examine
themselves to see where the company and it’s employees might be finely tuned to generate
higher levels of performance. Once identified, opportunities to strengthen existing approaches,
which are working well, as well as select appropriate interventions for addressing the weakest
areas, should be aggressively pursued for the maximum benefit of everyone.

This assessment is designed with the following assumptions in mind:

Fundamental care of the employee as an asset

Organizations are successful because of the quality of work employees perform. When
employees are cared for, and the right environment is created where there are no barriers to
performance, their true value to the organization can be fully realized.

Respect for the dignity of the employee and the sensitivities of human beings

Humans have fundamental needs for safety and security, affiliation and acceptance,
involvement as well as self-actualization. The extent to which these and other human needs are
fulfilled lead to higher levels of commitment, initiative and performance. Organizations, who
include an emphasis on fulfilling the needs of their employees to some extent, will enjoy a
more productive and stable workforce.

Full understanding of the realities of business

This assessment is written with full realization of the realities of business, and not an unrealistic
utopian view of an idealized work environment. The factors emphasized and measured in this
assessment are the important levers to optimizing employee workplace performance, not just
creating an environment where everyone feels better.

Embracing optimization and improvement

An irrefutable trend in business today, continuous improvement and increasing levels of
efficiency are a way of life, and these factors are given appropriate emphasis in this assessment
because they represent an ever present dynamic with which every employee must deal.

Keys to motivation and commitment

Rather than only identifying potential problem areas to be avoided, this assessment focuses on
areas where human behavior can be leveraged more positively to create employees with higher
levels of motivation and commitment.

Activities At Ail

The Values define the universal principles the Organisation intends to follow.
To relate the Values agreed upon, to day-to-day working, and transact business, it is essential
to define how various situations, as listed below, will be handled by each member and the
Organisation:

 Honour Commitment and Accept Responsibility

 Repeated Failure
 Criticism
 Role Clarity and Accountability
 Adherence to Hierarchy
 Providing Feedback
 Scheduled Meetings
 Counselling and Grievance Handling

Such a definition generated by the members is known as the Code of Conduct (COC). It is also
essential to define how the COC will be monitored.

Roles in an organisation

Although, all the roles, as mentioned below, in a progressive organisation perform the
Maintenance, Improvement, Innovation and Organisational Development activities, the scope
/ degree varies.
 Shows direction and steers the organisation / department / section to
Leader
achieve desired goals

The Innovators are normally the Functional Heads, who also have
Innovators
significant role as Managers.

The role of innovator is a new concept, where very few creative people are
retained by the organisation. Their basic purpose is to come up with
innovative ideas in any field of the organisation operation and to ensure
that, the organisation never relents in its pursuit of excellence, even in
situations where they might appear to have reached the ultimate.

Acts as a co-ordinator between the Innovator and the executor. The

Manager
manager is also the policy pusher.

Execute the Plan

Executors
Note: It should be noted that each role demands all the attributes of all the roles,
but the degree of the composition varies, which is adequately reflected in
the chart below

Conscious effort therefore is demanded on the part of the leaders to ensure that all the members
recognise this trend and work towards it.

Divisional Concept and Corporate Functional Expertise

Having recognised the different roles, AIL believes that small Divisional concepts, specialising
in specific core competencies are the ideal solution. Simultaneously, to take advantage of the
scale of volume, functional expertise at the Corporate level is recommended. This will by no
means limit the autonomy of each Divisional Unit. The latter shall take full advantage of the
central expertise to realise the organisation's vision.

Span of Control

In the Managerial role, one factor, which needs to be considered, is the span of control. The
span of control defines the number of members reporting to a superior.

As the organisation matures the span of control keeps on increasing, depending on members
reporting and functional diversity.
 Span of Control

High Medium Least

Functional
Diversity
Low Highest Medium

Low High
Level of Reporting Member

The Span of Control would however reduce in the case where the superior is also responsible
for part of the direct execution.

Key Business Process Orientation

The specific role of each member, should be a natural outcome of the Key Business Process
requirement. Members should be aware of their specific contribution, depending on their
functional expertise, as per the demands of the end result of the process.

This would imply that the emphasis has to change from functional effectiveness to Process
effectiveness.

The internal or external customer becomes the deciding authority to evaluate the effectiveness
of the process team, while the process owner and the team member themselves can only
evaluate their own, peer's, superior's and subordinate's effectiveness.

The Process Owner should preferably be from the managerial group, having the maximum
influence on the process, while the members selected should be representatives of different
functions who influence the process

Designations & Positions in the Organisational Hierarchy

AIL has decided to develop a more meaningful policy on designations and levels in the
organisational hierarchy. The true value of the individual will be determined by the self-respect
and appreciation by others that one is able to create for one ’s self in the organisation, through
his / her performance and proactive behaviour.
AIL has chosen to de-link designations from level in the organisational hierarchy.

The position of a person in AIL or his/ her seniority in the organisational hierarchy is not at all
indicated by the designation; instead it is reflected entirely & only by the level in which he /
she is placed.

AIL has a total of 7 levels in the organisation. The placement of an employee in a particular
level, is based on the complexity of the job content, the responsibility, level of accountability,
initiative and creativity demanded by the job. The qualification and experience are also
considered while determining the level.

Hence, members in same or different levels can have same or different designations.

Designations, on the other hand, are primarily are primarily meant for use with the external
world, or to satisfy the perceptive needs of the job

Up-gradation, Reward and Promotion

The advantages of a flat organisation have been well established.

This, however, at a certain stage of evolution of the organisation, starts creating frustration
within members, due to a perceived lack of growth opportunity in terms of designation and
status.

To overcome this possible and apparent shortcoming, many organisations have created separate
designations within the four distinct roles and with it, allied remuneration and perks.

Instead of adopting this short term palliative, AIL has decided to develop a more open and
meaningful policy on designations and levels in the organisational hierarchy. The underlying
principle is that individual shall derive appreciation of one’s own worth based on his / her own
mission, values, principles and conscience

The above situation does not prevent one from providing additional contribution to the
organisation. In fact depending on one’s competence and initiative, superiors shall consciously
strive to enrich and enlarge the scope of activity of their subordinates.

Such job enrichment, when evaluated periodically through the professional Job Evaluation
technique, will qualify a member to be upgraded and be entitled to higher remuneration and
perks.
Superior performances in one's own job will qualify an individual for a reward only for that
year. This would be a natural outcome of the periodic and annual appraisal system. Promotion
to a different role will, however, happen only when the individual demonstrates his/ her
readiness to take over a higher responsibility.

Appraisal System

The basic purpose of the appraisal system is to enable the individual to introspect as to what
extent he/she has realised his / her objectives, and therefore take necessary measures not only
to achieve the objectives, but also to surpass them. In this process, the individual is able to
continuously bring out the best in himself / herself, which can otherwise remain dormant.

A Job Description, with clear definition of parameters for evaluating the effectiveness of the
jobholder, allows the individual to evaluate oneself, based on factual data.

Unfortunately, the concept has two inherent drawbacks:

a) The measurable parameters of evaluating effectiveness, at times may not reflect the true
value of the individual effectiveness.
b) We, as individuals, tend to justify our failure, and in the process loose the opportunity
to improve our competence and character. The latter is one element, which is difficult
to define in the key parameters of effectiveness.
Therefore, to evaluate one’s own effectiveness and thus to create one’s own self-improvement
plan, the basic responsibility has to be that of the individual. However our habits, may not
have taught us the discipline to self introspect. Hence, in an organisation, the superior's
prime responsibility in an appraisal system is to inculcate the discipline of periodic self-
introspection in his / her subordinates.

In the process of self-introspection, the individual can make an assessment of his / her
development through the aid of

- Self
- Superior
- Subordinate
- Peers
AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 1998-99, the
360o appraisal will be done for senior members only, to get the feedback of superiors, peers
and subordinates, and initiate action for their self-improvement.

The above concept demands that the members giving the feedback should be objective and
honest.

The individual should take the feedback in a constructive manner, and has the full right to ask
for factual qualification on specific feedback.

This aspect puts an additional responsibility on the other members, which they have to
consciously and sincerely fulfil. The superior in this respect has a major responsibility. His /
her role demands that he / she observes his / her subordinate in various respects, to name a few

- His / her attitude with others

- His / her listening and communication capability
- His / her analytical / conceptual skills and creativity
- His / her ownership level
- His / her efficiency and skills

The incidents/facts that help the superior in assessing the subordinates character and
competence, shall be recorded and shared openly during the counseling / appraisal sessions.

Career Planning and Competence Development

The conventional process of career planning includes:

a. The organisational growth plan of Manpower requirement at different levels, keeping

the business growth in view.
b. Assessing the present competence and aspiration of the existing members.
c. Matching the career opportunities (a) with the potential (b)
d. Developing suitable competence development plan for individual matches and
monitoring the same. This would allow the organisation to meet its quality manpower
need in the coming years, as projected in (a)
This process definitely fulfils the need of the organisation as well as individual.

However, in reality such an approach has two major drawbacks:

a. The effort required to do justice to the said process is immense and organisations
despite the best intentions usually do not succeed in doing so.
b. The process has an inherent drawback due to the changing nature of the long-term
business plan.
Rapidly changing business environment has made the latter factor more prominent, and
organisations have to be flexible to the extent of keeping an open mind in changing their core
competency, besides short term tactics/ action plans, if and when required.

This scenario demands a different approach to “Career Planning”. First the purpose of Career
Planning should be understood. This purpose can be articulated as under;

“The purpose of Career Planning is to develop each individual’s potential to its maximum level,
as also to match the present and emerging organisations needs”

This purpose would automatically allow the members to grow and acquire positions of higher
responsibility.

To fulfil this purpose, the career plan, which is almost non-existent in most companies today,
is an agreed document between the organisation, the concerned superior and the individual. It
will enlist the different actions to be taken by all three in realising the individual's as also the
organisation's growth aspirations.

This, therefore, will be the natural outcome of the Appraisal system. The superiors’ attitude
should be such that he / she should develop his / her subordinate to become more capable than
himself.

The above attitude may appear to be a threat for the superior. However, in reality, the courage
and consideration demanded from the superior to achieve this will be enhanced in the process
to such an extent, that he / she himself will become more competent and sought after individual
to take on more challenging assignments.

The consolidated effort on the part of the organisation, superior and the individual, in realising
the Career Plan, which is the outcome of the appraisal system, could be crystallised in the
Competence Development Plan for each individual of the organisation.
 Chapter – III
Industry Profile & Company Profile

Industry Profile
Overview on India's Software Industry

According to statistics, country's software exports reached total revenues of Rs 46100 crores.
The shares of total Indian exports form 4.9 per cent in 2016 to 20.4 percent in 2017-2018. It is
expected that the industry will generate a total employment of around four millions peoples,
which accounts for 7 per cent of India's total GDP as in the year 2018.

The year 1995-96 was a boom for the industry. The performance of the industry over the years
is as follows:

(In terms of US $ millions)

Domestic software Market490670920185017002450

Software Exports 73410851750265040006300

Indian Software Industry 122417552670390057008750

India's Software Exports:

Software exports has major share in India's total exports. As of the year 2016-17,
both software and services revenue grew by 32 percent to $ 22 billions and $ 28.5 billions in
2017-18.

According to NASSCOM, India's domestic market, grew by 24 per cent. Presently Indian
companies have concentrated on only two largest IT service markets. They are USA and the
UK. Even Canada, Japan, Germany and France represent huge growth potential in the industry.

Why India?

 Rapidly Improving infrastructure

 Large Talent Pool Availability
  Infrastructure High Quality Educat ional
 Low Operaing Costs
 R&D Strengths
 Established Technology Clusters
 Government Incentive

Progress of IT Industry
(In terms of US $ billion)

Year2015-16, 2016-17, 2017-18*IT software and service exports9.212.015.2ITE-BPO

exports3.65.27.3Domestic market3.94.86.0Total16.722.028.5

*Estimated
Source: Ministry of Communications and IT.

2018-2013 - 1224 million US Dollars

2013-2020 - 1755 million US Dollars
2020-2015 - 2670 million US Dollars
2015-2016 - 3900 million US Dollars
2016-2017 - 5700 million US Dollars
2017-2018 - 8750 million US Dollars
According to the NASSCOM- McKinsey report on the IT industry of India, the
projected revenue of the IT industry of India for the year 2019 is 87 billion US Dollars. The
projected exports or the year 2016, accord to this report, is 50 billion US Dollars.

Some of the important aspects of the NASSCOM- McKinsey report related to the size of India's
IT industry are -

 There is potential of 3.2 million people being employed in the IT industry of India by the end
of 2020.
 Contribution of software and services to the total GDP of India will be more than 7.5%.
 FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT industry by the
end of 2018.
 45% of total exports from India will be from IT exports.
 225 billion US Dollars worth of market capitalization from ITshares.
 Softwares and services are exported to bout 195 companies from India. North America
accounts for 61% of the software exports from India.

The projections about the size of India's IT industry present a very optimistic picture. The
industry is expected to grow to double its current size by the year 2018. India's IT industry is
expected to grow at an annual average rate of 18% in the next five years. The industry is also
expected to cross the 100 billion US Dollar mark by 2017. One of the major areas of growth
for the IT industry of India is by tapping the potential in the domestic market. The IT industry
of India is largely dependant on the export market. Penetrating more into the domestic market
would create further opportunities of growth for the IT industry.

Adoption of new liberal policies in India has given birth immense opportunities to its industries.
Success story of India's Software Industry is a step in the same direction.

The Software Industry, which is a main component of the Information technology, has
brought tremendous success for the emerging economy.

India's young aged manpower is the key behind this success story. Presently there are more
than 500 software firms in the country.

Worldwide IT Spending to Grow 5.3 Percent in 2018

Unseasonably Strong Hardware Sales in First Quarter Sets Up 2018 for Solid IT Spending
Growth Worldwide IT spending is forecast to reach $3.4 trillion in 2018, a 5.3 percent increase
from IT spending of $3.2 trillion in 2017, according to Gartner, Inc. The IT industry will
continue to show steady growth with IT spending in 2017 projected to surpass $3.5 trillion, a
4.2 percent increase from 2018.

"Following strong fourth quarter sales, an unseasonably robust hardware supply chain in the
first quarter of 2018, combined with continued improvement in the global economy, sets up
2018 for solid IT spending growth," said Richard Gordon, research vice president at Gartner.
"However, it's important to note that nearly 4 percentage points of this growth will be the result
of a projected decline in the value of the dollar relative to last year. IT spending in exchange-
rate-adjusted dollars will still grow 1.6 percent this year, after declining 1.4 percent in 2017."
Worldwide computing hardware spending is forecast to reach $353 billion in 2018, a 5.7
percent increase from 2017 (see Table 1). Robust consumer spending on mobile PCs will drive
hardware spending in 2018. Enterprise hardware spending will grow again in 2018, but it will
remain below its 2016 level through 2020. Spending on storage will enjoy the fastest growth
in terms of enterprise spending as the volume of enterprise data that needs to be stored
continues to increase. Near-term spending on servers will be concentrated on lower-end
servers; longer-term, server spending will be curtailed by virtualization, consolidation and,
potentially, cloud computing.

"Computing hardware suffered the steepest spending decline of the four major IT spending
category segments in 2017. However, it is now forecast to enjoy the joint strongest rebound in
2018," said George Shiffler, research director at Gartner. "Consumer PC spending will
contribute nearly 4 percentage points of hardware spending growth in 2018, powered by strong
consumer spending on mobile PCs. Additionally, professional PC spending will contribute just
over 1 percentage point of spending growth in 2018 as organizations begin their migration to
Windows 7 toward the end of the year."

Worldwide IT Spending Forecast (Billions of U.S. Dollars)

2017 2017 2018 2018

Spending Growth (%) Spending Growth (%)

Computing Hardware 333 -12.5 353 5.7
Software 221 -2.1 232 5.1
IT Services 777 -4.0 821 5.7
Telecom 1,892 -3.4 1,988 5.1
All IT 3,223 -4.5 3,394 5.3

Worldwide software spending is expected to total $232 billion in 2018, a 5.1 percent increase
from last year. Gartner analysts said the impact of the recession on the software industry was
tempered and not as dramatic as other IT markets. In 2018, the majority of enterprise software
markets will see positive growth.

The infrastructure market, which includes all the software to build, run and manage an
enterprise, is the largest segment in terms of revenue and the fastest-growing through the 2020.
The hottest software segments through 2020 include virtualization, security, data
integration/data quality and business intelligence. The applications market, which includes
personal productivity and packaged enterprise applications, has some of the fastest-growth
segments. Web conferencing, team collaboration and enterprise content management are
forecast to have double-digit compound annual growth rates (CAGR), in the face of growing
competition surrounding social networking and content.

"Cost optimization, and the shifts in spending form mega suites to the automation of processes
will continue to benefit alternative software acquisition models as organizations will look for
ways to shift spending from capital expenditures to operating expenditures," said Joanne
Correia, managing vice president at Gartner. "Because of this, vendors offering software as a
service (SaaS), IT asset management, virtualization capabilities and that have a good open-
source strategy will continue to benefit. We also see mobile-device support or applications, as
well as cloud services driving new opportunities."

The worldwide IT services industry is forecast to have spending reach $821 billion in 2018, up
5.7 percent from 2017. The industry experienced some growth in reported outsourcing revenue
at the close of 2017, an encouraging sign for service providers, which Gartner analysts believe
will spread to consulting and system integration in 2018.

"We continue to see a long-term recession 'hangover' as a more-cautious mind-set continues as

the norm among a lot of buyers who keep looking for small, safe deals where cost take-out is
a key factor, said Kathryn Hale, research vice president at Gartner. "In the face of that ongoing
strong pressure to renegotiate contracts, and in the absence of equivalent pressure from
stockholders, we believe vendors will generally choose to maintain margins over revenue
growth."

Worldwide telecom spending is on pace to total close to $2 trillion in 2018, a 5.1 percent
increase from 2017. Between 2018 and 2020, the mobile device share of the telecom market is
expected to increase from 11 percent to 14 percent, while the service share drops from 80
percent to 77 percent and the infrastructure share remains stable at 9 percent of the total market.

Worldwide enterprise network services spending is forecast to grow 2 percent in revenue in

2018, but Gartner analysts said this masks ongoing declines in Europe and many other mature
markets as well as an essentially flat North American market.
"Longer term, the global enterprise network services market is expected to grow modestly,
largely on the back of growth in Internet services, such as hosting," said Peter Kjeldsen,
research director at Gartner. "Ethernet services will also grow significantly, albeit at the
expense of both legacy services and multiprotocol label switching (MPLS)."

In India, the software boom started somewhere in the late 1990s. Most of the Indian software
companies at that moment offered only limited software services such as the banking and the
engineering software. The business software boom started with the emergence of Y2K
problem, when a large number of skilled personnel were required to fulfill the mammoth
database-correction demand in order to cope up with the advent of the new millennium

The profile of the Indian IT Services has been undergoing a change in the last few years, partly
as it moves up the value chain and partly as a response to the market dynamics. Ten years ago,
most US companies would not even consider outsourcing some of their IT projects to outside
vendors. Now, ten years later, a vast majority of US companies use the professional services
of Indian Software engineers in some manner, through large, medium or small companies or
through individuals recruited directly.

The market competition is forcing organizations to cut down on costs of products. The
professional IT services on the other hand are becoming increasingly expensive. The offshore
software development model is today where onsite professional services were ten years ago.
There is a high chance (almost a mathematical certainty), that in less than ten years, the vast
majority of IT services (software development being just one of them) from developed
countries, will be, one, outsourced and two, outsourced to an offshore vendor.

Despite the global economic slowdown, the Indian IT software and services industry is
maintaining a steady pace of growth. Software development activity is not confined to a few
cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune,
Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa,
Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art
software facilities and the presence of a large number of overseas vendors. India’s most prized
resource is its readily available technical work force. India has the second largest English-
speaking scientific professionals in the world, second only to the U.S. It is estimated that India
has over 4 million technical workers, over 1,832 educational institutions and polytechnics,
which train more than 67,785 computer software professionals every year. The enormous base
 of skilled manpower is a major draw for global customers. India provides IT services at one-
tenth the price. No wonder more and more companies are basing their operations in India.

 India's IT industry caters to both domestic and export markets. Exports contribute around 75%
of the total revenue of the IT industry in India. The IT industry can be broadly divided into
four segments –

Hardware

IT-
Software ITES-BPO
industry

IT-
Services

The industry is in an expansion mode right now, with dozens of new offshore IT services
vendors emerging everyday, the industry has a high probability of being subjected to the 80:20
rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced
offshore development work will be done by 20 percent of all vendors, a small number of high
quality, trusted vendors. Only a few select countries and only the most professional companies
in those countries, will emerge as winners. India will definitely be the country of choice for
offshore software development. We have the potential to become and remain the country of
choice for all software developments and IT enabled services, second only to the USA. The
third choice could be far distant.

India is among the three countries that have built supercomputers on their own. The other two
are USA and Japan. India is among six countries that launch satellites and do so even for
Germany and Belgium. India's INSAT is among the world's largest domestic satellite
communication systems. India has the third largest telecommunications network among the
emerging economies, and it is among the top ten networks of the world.

To become a global leader in the IT industry and retain that position, we need to constantly
keep moving up the value chain, focusing on finished products and solutions, rather than purely
on skill sets and resumes. We need to be able to package our services as products, rather than
offering them as raw material. We need to be able to recognize and build up on our strengths
and work on our weaknesses.

The IT industry has emerged as one of the most important industries in the Indian economy
contributing significantly to the growth of the economy.

The IT industry of India got a major boost from the liberalization of the Indian economy. India's
software exports have grown at an annual average rate of more than 50% since 1991. The
structure of the IT industry is quite different from other industries in the Indian economy. The
IT industry of India is hugely dependant on skilled manpower. Primarily a knowledge based
industry, the IT industry of India has reordered significant success due to the huge availability
of skilled personnel in India.

The industry structure in the IT sector has four major categories. These are -

 IT services
 IT enabled services
 Software products
 Hardware
 IT services

IT services

IT services constitute a major part of the IT industry of India. IT services include client, server
and web based services. Opportunities in the IT services sector exist in the areas of consulting
services, management services, internet services and application maintenance. The major users
of IT services are

 Government
 Banking
 Financial services
 Retail and distribution
 Manufacturing
 The services which make extensive use of information andTeleco technologies are
categorized as IT enabled services. The IT enabled services is the most important contributor
to the growth of the IT industry of India. Some of the important services covered by the
ITES sectorin in India are -

 Customer-interaction services including call-centers

 Back-office services
 Revenue accounting
 Data entry and data conversion
 HR services
 Transcription and translation services
 Content development and animation
 Remote education,
 Data search
 GIS
 Market research
 Network consultancy

Software products

Software products are among the most highly exported products from India. The software
industry in India originated in the 1970s and grew at a significant pace in the last ten years.
Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times
from 2630 crores to 13200 crores. During the same period software and service exports from
India grew by almost twelve times.

Hardware

The hardware sector of the It industry focuses on the manufacturing and assembling of
computer hardware. The consumption of computer hardware is high in the domestic market.
Due to the rise in the number of IT companies, sales of desktops, laptops, servers, routers, etc
have been on the rise in recent years. Many domestic and multi-national; companies have
invested in the computer hardware market in India.
Another categorization in the structure of India's IT industry is related to the market. There are
two major market classifications - the domestic market and the export market. The export
market, dominates the IT industry accounting for 75% of the revenue.

Challenges before Indian IT Industry

At present there are a number of challenges that are facing the information technology industry
of India. One of the major challenges for the Indian information technology industry was to
keep maintaining its excellent performance standards.

The experts are however of the opinion that there are certain things that need to be done
in order to make sure that India can maintain its status as one of the leading information
technology destinations of the world. The first step that needs to be taken is to create an
environment for innovation that could be carried for a long time.

The innovation needs to be done in three areas that are connected to the information
technology industry of India such as business models, ecosystems and knowledge. The
information technology sector of India also has to spread the range of its activities and also
look at the opportunities in other countries

. The improvement however, also needs to be qualitative rather than just being
quantitative. The skill level of the information technology professionals is one area that needs
improvement and presents a considerable amount of challenge before the Indian information
technology industry.

The Indian information technology industry also needs to co-ordinate with the
academic circles as well as other industries in India for better performance and improved
productivity. The experts are of the opinion that the business process outsourcing service
providers in India need to change their operations to a way that is more oriented to the
knowledge process outsourcing. One of the most important crises facing the Indian information
technology industry concerns the human resources aspect. The problems with outsourcing in
countries like the United States of America are posing problems for the Indian information
technology industry as well.

In the recent times a bill has been passed in the state of New Jersey that allows only the citizens
or legal non-Americans to be given contracts. This legislation has also affected some other
states like Missouri, Connecticut, Wisconsin and Maryland. These states are also supposed to
be considering these laws and their implementation. This is supposed to have an adverse effect
on the outsourcing that is the source upon which the information technology industry of India
thrives. The information technology professionals who aim at working in the country are also
likely to be hindered by the legislation as a significant amount of these professionals have been
going to work in the USA for a long time

COMPANY PROFILE

About Webmark Technologies

A Global Consulting Firm We offer industry-specific solutions and integration services

through a unique onsite, offsite, offshore delivery model that helps our clients achieve reduced
"time to market" their products and world-class quality on-time in budget. Since 2004,
Webmark Technologies has gained its reputation by delivering quality services through
delivering time critical solutions and continuously evolving through innovative delivery
methods. We have a dedicated team of high-quality professionals who constantly work with
diverse industrial players of varied sectors like biometrics, education, banking, media
monitoring, retail, shipping & logistics etc.

We strive to build up innovative solutions for our patrons through advance technologies and
enable them to compete successfully into their technical domains. Transparency & visibility in
communication being our core policies where our clients always have the ownership in scrutiny
of project status each time they work with us. Our back-up resource management gains its
strength from the presence of 25 IT colleges in our vicinity and through our in-house domain
training centres

With constant innovation, we have made our physical presence in India, USA & Europe. Our
services are not merely restricted to the big organizations but we cater solutions to small and
medium scale enterprises too.

An ISO 9001:2016 certified conglomerate and Gold Certified Partner with Microsoft, we are
also a member of honoured organizations like National Association of Software and Services
Companies (NASSCOM), The Indus Entrepreneurs (TIE), Electronics & Computer Software
Export Promotion council (ESC INDIA) and Software Technology Parks of India (STPI),
which in turn provides reliability & assurance not only to our existing but prospective clients
also.

We dedicate ourselves to the provision of the premier quality Java, J2SE, J2EE and J2ME
development services. We levitate our enormous know-how in developing Java and its other
counterpart systems as mentioned above to convey premium systems apposite to our client's
business requirements. Over the time we have erected up a depository of information and
competence, which we bring to bear on all our assignments.

Board of Advisors

President & CEO

A visionary and a strategist, Akhilesh Conceived & Designed Webmark Technologies in 2004,
now leading and steering the team, built this organization delivering solutions globally. He has
helped position the company by spearheading business strategies and strengthening global
delivery and customer support centers in USA and Europe. Akhilesh firmly believes

that by collaborating, the team can exponentially increase throughput. With this in mind the
organization's philosophy is always to act as an augmentation of the client's teams and
supporting them to compete more effectively in the global business arena. Akhilesh is a
Certified Project Manager from PMI UK and a Masters in Computer Applications.

Our Strengths

If there is something constant in this cosmos, it is CHANGE. Webmark Technologies

challenges that change. Moving ahead of the curve, we convey exceedingly qualitative, timely
delivered & cost effective offshore software development services to our clients.

Our global software outsourcing model makes sure we deliver utmost targeted result to YOU.
Adhering to strict deadlines our proficient team players act just like an extension to our clients'
software team.

Webmark Technologies has materialized as a top provider of multi-faceted KPO solutions to

organizations across the globe. We cater innovation without burning a hole in your pocket.
Managing transition process and delivering the customized solutions at the apt time, is what
Webmark Technologies is known for. Right from developing software to its testing and
implementation, web development and integration, multimedia development, we endeavor in
fetching value and contentment for you. Web based project management; transparent policies
trailed by visible communication are among the many traits which make our clients keep
coming back to us.

Demonstrating sheer hard work that reflects in the goodwill etched out, our proliferated
clientele is a proof of the say.

Webmark Technologies confidently believes in

Together We Can

Together We Will

Together We Make A Difference

That's The Power Of Three, Webmark Technologies

Corporate Social Responsibility

With a vision to harness technology to its best, Webmark Technologies has not narrowed itself
to maturating in the IT sector alone. As years have ticked by, we have sighted a lucid
thoroughfare to capture our idea of taking on our success to yet another level. Spreading our
visualization to other fragments of society who struggle for their fundamental requirements is
where A3Logcis’ extended assistance steps in.

Children in poverty make up thirty-nine percent of the population, and most of these children
do not receive a good education due to the paucity of money & other resources. Because of
which their parents cannot afford to even dream of sending their wards to school. As a result
of which, many children doom in the darkness of illiteracy. Education is considered to be the
elementary right of every child. In order to illuminate dimmed smiles and motivate the ignited
minds, Webmark Technologies has stepped ahead of the usual. We have adopted an entire
school in Rajasthan under the “FOOD FOR EDUCATION” Initiative.

With school strength of 150, we have taken up the total responsibility of feeding, educating
and helping them progress in life. We aim at drawing out the feeling of being under-privileged
that is instilled in these children. With efforts that understand the gravity of the present
scenario, Webmark Technologies is and will always strive to let each child be blessed with the
fruit of education. In nexus to this attempt we also lend a hand in providing essential technology
in form of equipments such as computers that aid in fostering the education of the children. For
this, we have associated ourselves with "SMILE" the society that works for mobilizing and
improving the life experiences of underprivileged children and women. We make available the
very best of Webmark Technologies in nurturing these young inquisitive minds which can be
answered through computers. Allowing access to this wonder machine we have donated
workstations and are on a look out to cement the very foundation of these children by doing
more and more in the times to come.

Java

We dedicate ourselves to the provision of the premier quality Java, J2SE, J2EE and J2ME
development services. We levitate our enormous know-how in developing Java and its other
counterpart systems as mentioned above to convey premium systems apposite to our client's
business requirements. Over the time we have erected up a depository of information and
competence, which we bring to bear on all our assignments.

This implies when we develop, or consult on a project for a client, we deliver proficiency each
time. We have been involved in everything from start-ups to outsized companies and have
worked on projects of all categories, across continents. In short, we have a mammoth quantity
of knowledge and know-how that we display on the dais for our clients.

Applications developed on the Java platform tag along, their own set of pros. Java applications
can be downloadable programs that stay sheltered and guarantee effortlessness in distribution.
Java programming language facilitates, features such as packaging, interfacing and threading,
thereby ensuing in the delivery of applications that have the potential to tremendously secure
in their orientation. Webmark Technologies puts its best foot forward in java application
development. By deploying innate Java based features we make sure of a greater deliverance
standard for application development using Java.

Standard Editation (J2SE)

J2SE tenders a milieu for Core Java and Desktop Java applications development. In nexus to
this it also proffers the base for Java 2 Platform, Enterprise Edition (J2EE) and Java Web
Services technologies

The Java2 Platform, Standard Edition (J2SE) consists of the key building blocks for lettering
urbane solutions using the Java language. J2SE provides an all inclusive, firm, and secure basis
for edificing and deploying network-centric enterprise applications that run on systems ranging
from desktop PCs to workgroup servers. They convey what you need to Web-enable your
enterprise: easier Web development and deployment, enterprise interoperability, security
advancements, sooner performance, and much more.

J2SE seizes the strain off by constructing communally integrated systems using the hardware
and software platform. It also abridges the process of wiring programs into most relational
database systems and integrating SQL access into object-oriented Java language systems, as
well. The J2SE solution that we have on offer is a feature-complete, API-rich development
platform, with everything you need to make your business noticed on the web. For focused
markets, it can be extended via Java optional packages.

Standard Editation (J2EE)

Java 2 Platform, Enterprise Edition, is a Java platform used for expansion and running
distributed n-tier architecture applications that are normally cushioned on modular mechanism
operating on an application server. Java 2EE encompasses copious API specifications. It
facilitates in the development of an enterprise application that can drift amongst platforms, and
is greatly scalable while slotting in several technologies.

With the aid of Java 2 Platform, Enterprise Edition (J2EE) we make feasible solutions for
developing, deploying, and supervising multi-tier server-centric applications. Building on
J2EE platform appends the potential that is basic to offer an all inclusive, steady, protected,
and speedy Java platform to the enterprise level. It nails value by appreciably dipping the cost
and intricacy of developing and deploying multi-tier solutions. Hence, results in services that
can be quickly set out and effortlessly enhanced.

If you wish to fabricate or develop component-based N-tier enterprise applications, then

propose it to us. As, we are the ones who are on the lookout to make this proposal worthwhile,
for you. We advocate that you use J2EE platform as you cannot close your eyes to its
advantages mentioned underneath:-

Total Web services support

Quicker solution delivery point to market by consumption of open-source components

Autonomy of choice by circumventing single-source for enterprise software needs

Simplified connectivity

Microsoft .Net Technology

Microsoft .NET is a technology which merges efficiently the information, users, program
systems and hardware. .NET can unite numeral of technologies that are providing companies
the likelihood to acquire and utilize the imperative information at the requisite moment and
place. .NET technology tenders many benefits. It lends a hand to the software development
team to fashion powerful high quality but easy to use information systems. In view of the fact
that it is platform independent

.NET permits businesses to speedily amalgamate their existing systems, information and
devices, thus assisting in alliances and effective communication.ys,

We proudly flaunt our practiced .NET developers who are always on a look out to implement
any requirements into steadfast and scalable high-end applications using .NET Forms. .NET
key benefits are enumerated as under:-

Integrated toolset

Easy programming model and

Language conformity

Taut integration with Windows OS fetches extra values for our clientele. .Net is a cutting edge
web development technology that helps fabricate supple, intricate and technologically
advanced web applications. Webmark Technologies is the best alternative for clients who are
on a look out for high quality .Net applications. Our web developers have attained substantial
experience in developing .NET applications that is directly reflected in their proficiently
executed assignments.

.Net Migration Solutions

Necessitation for technology migration of applications or databases in enterprises crops up

from amendments in business hassles or technology challenges either to perk up operational
competence or to cope up with the risk. Several enterprises are straddled with the challenge of
making certain, that investments in legacy systems do not get locked in proprietary and
outdated technologies while drifting to newer systems. While alternatives such as rewriting or
buying latest products subsist, migration leverages the
business model and the features of the application that can be done in a prudent manner

Following are the major issues that leads to various apprehensions like:-

Scalability concerns

Multifarious IT architecture

Archaic technology

Complicatedness in upgrading for new users etc.

This entire combination of rationalities underline dictates the migration to superior solutions.
We personify ourselves as your outsourcing partner for migrating applications from an aged
technology to Microsoft.Net Platform or a Microsoft solution. Webmark Technologies take
immense pride in demonstrating its skills through its seasoned team of engineers and certified
technicians. With a massive experience rolled up on our sleeve we proffer roadmaps and
strategies to voyage from existing systems to newer ones at easy on pocket prices. Our .NET
application migration services take account of:

Evaluation of your progress system that can aid in deciding whether to stay, build or buy new-
fangled solutions.

Choice of the target milieu and scheduling the migration.

Microsoft .Net Framework 2.0 / 1.1, Visual Studio.Net 2005

Implementation and support services

Webmark Technologies .NET migration programs incorporate the underneath:-

Migrating databases

Data servers

Applications in the identical or diverse platforms

Dynamics CRM

The contemporary myth around a Customer Relationship Management (CRM) solution

deployment is, If you fabricate it, CRM users will approach. The veracity, however, is that end
users have numerous ways to inertly or actively defy CRM systems they do not like. That is
one of the many reasons why Webmark Technologies has productively deployed myriad
Microsoft Dynamics CRM projects for our clients. Its mechanism is exactly the way your
populace does with a proverbial interface and intuitive tools to proficiently get the job done

Our CRM helps companies put together and administer their customer database by means of
Microsoft Dynamics CRM software. Microsoft Dynamics CRM is a comprehensible, supple
and integrated solution that prolifies sales hit and makes available finer customer service. Our
specialists envelop complete array of skill sets crucial for a flourishing Microsoft Dynamics
CRM implementation. CRM deployment allows you to deliberate the paramount wants of your
customer, get acquainted with their experience with your products alongside perk up your sales
force productively.

If you call for a CRM solution from Webmark Technologies we know that you have hit the
exact topographic point. Having brilliant know-how in Microsoft CRM, we propose
functionality and ease of use that is far superior to what others could tender. Of those desirous
of generating and upholding their customer records from the foremost spot of contact to
procurement and post-sales, then Microsoft Dynamics CRM is the solution that you can bank
on. We proffer our value elevating proficiency in Microsoft CRM 3.0 software solutions so
that you can empower your sales personnel to allow admittance and update in real time the
most up-to-date customer status and recent sales quotes.

By inculcating your business with Microsofts CRM, you step on to the number one situate of
the podium. This turns out primarily due to CRM, that not only astounds your customers and
keep your sales crew well clued-up but also bestows you with the competitive periphery that
distinguishes your existence. All in all you decipher your customers better than anyone else

Oracle

Technology progresses, Markets spread out, and Commerce advances.

Yes we are talking about the Oracle Technology. We put into practice production strength
backup & recuperation processes. Alongside upgrade to and from all versions of Oracle,
troubleshoot issues and advocate/employ the accurate solutions for organizations across all
market sectors. Our client base embraces companies from the entire globe
With proficiency and knowledge wrapping the entire Oracle product range, we make sure that
our clients uphold a robust architecture to convey most advantageous performance, maximum
uptime and security to their business.

Since Oracle is a dominant gizmo for executing enterprise solutions it is often found crucial
for organic growth. This is so because we rarely use Oracle solutions for undersized and
middling magnitude businesses.

Following are the victorious vicinities that we have spread our expertise to:-

Internet services

Publishing

Telecommunications

Asset management

Workflow automation

Job tracking and billing

Channeling Oracle Application server to its pinnacle brilliance, we have created three-tier
architecture applications also. Our technical competence encompasses the underneath:-

Oracle Databases: 9i, oracle 10g and 11g

Oracle Enterprise Manager to administer production databases

Toad to develop applications

SQL loader to load applications

Oracle Real Application Cluster

Oracle Data Sentinel

Oracle Application Server 10g

My SQL

Guarantees Database Class, Performance, and Accessibility

The MySQL database server is the world's most admired open source database. Its architecture
formulates it, as a tremendously prompt and effortless database to customize. Extensive reclaim
of code within the software and a minimalistic approach to generating functionally-rich
features has resulted in a database management system unparalleled in speed, solidity,
steadiness and ease of deployment.

The inimitable separation of the core server from the storage engine makes it feasible to dart
with strict transaction control or with ultra-fast transaction less disk access, whichever is most
apposite for the situation

With Webmark Technologies, you can streamline the manual, time-intensive errands linked
with MySQL design, development, admin, presentation and availability. As a vital part of our
application and services management key, we offer MySQL with precise competence for:

Database management

Performance and Accessibility management

Business services management

End user management

Modify, configuration and liberate management

These capabilities enable IT to surpass service levels and optimize support processes.

We build up standardized versions of the open-source MySQL database. It makes capital by

promoting service agreements that envelop upgrades, technical support and preservation of
those programs. Developers have embraced MySQL because its code is available in open
source that can be downloaded, viewed and changed effortlessly. That makes it relatively easy
to inscribe programs that labor with the database.

Services - Application Development

Owing to the dynamic technology environment, your business always faces the constant threat
of going out of the lead. A mild alteration in the customer preferences can cause your current
applications incompatible for the business challenges you face. Then you surely call for a
partner who can guarantee success with an approach that gives you the unique balance of cost,
speed, and quality. Webmark Technologies is the answer to it. We have a distinct & established
application development process which embraces the entire
Software development life cycle. This initiates right from business case analysis to warranty
support of other application

We belong to the favored category of application development outsourcing vendors. Delivering

substantial paybacks to our global customers has been our utmost objective. Custom
application development is Webmark Technologies’s forte. Our team of proficient IT
professionals engage themselves in understanding the in & out of your business objectives.
They examine your recent and upcoming needs in nexus with the market and work in close
alliance to engineer the most apposite application that suits your business.

Webmark Technologies offers an extensive range of IT development solutions namely:-

Rejuvenating existing or old applications

Develops fresh & innovative applications for a new set-up

Client-Server Application Development

Customized Web based applications

Distributed Application Development etc.

When making use of our IT development solutions, you are sure to enjoy the benefits that
accrue with there deployment. They can chiefly be elaborated as under :-

Abridged defects

Reduced turn around time

Leveraging the existing finest practices and artifact templates

A global delivery model that is flexible for application development

Rapid team ramp-up and ramp-down as per project needs

Services - KOP Services

KPO is emerging as a new-fangled sector in the present times. With its proliferated presence
in the market, we have extended our KPO services in the domain of data research, development
and analytics. Through our KPO services we strive to
Handle your hardware proficiently

Facilitate in comprehending your market

Shriveled design time

Series of gains to help you make well versed decision

Currently we deliver in the related areas such as data research, analytics and development.

It is explained as under:- Data Research & Analytics

1. Strategic Market Research Following services can be positioned under this head:- Insights
into case studies & their reviews along with marketing intelligence that helps in evaluating the
market scenario. SWOT Analysis followed by trailing & benchmarking the competitor.

2. Business Information Services Client needs are attended to, by our BIS professionals. These
services chiefly are; profile for pitch books, news runs/tracking, ownership/insider holdings,
fundamental data such as price-volume charts or graphs, IBES forward estimates, CUSIP
identification, ratings, management bios, product overviews and Securities and Exchange
Commission filings.
Data Development Services

Database Publishing

Bespoke Documents, templates are generated competently & speedily with the assistance of
computers, by putting this service into practice.

Data Enhancement Making Use of the services of veteran professionals the client is enriched
with the information on the following; sales and marketing, planning, strategy, and other
functions.

With the proper categorization of internal data its usefulness is increased manifold for the
client. This refined data is integrated into the client's current databases or management
information systems.

Services - Data Center Management

Furtherance of development calls for intricate IT infrastructure. Lot of time is deployed into
ensuring that your IT is in competent succession by you. To add to this, there are loads of other
concerns piled up. Like energy costs, server utilization, limited physical space & IT staff and
numerous vendors. This makes it the apt time for Webmark Technologies to step in & help you
out in simplifying your IT infrastructure. With uncertainties enveloping the market your IT
system is prone to abrupt breakdowns. As a result of which an expert hand is essentially
required.

Our data centers are spread globally at various places like United States, United Kingdom,
France, Germany, Netherlands, Czech Republic, India and across 8000 locations in 125
different countries.

Our world class datacenters are enabled with the following capabilities:

The following cannot be left unmentioned when it comes to our Data centre Management
services:-

1. Continuous system integration and improvement

We do not merely take your systems and maintain them. We work with you to revamp your
system to condense your total cost of ownership. We also apply the preeminent practices and
insights that we have and continue to gain and apply those best practices to perk up your
systems, resulting in further dipping your total cost of ownership.

2. Proactive monitoring and preemptive maintenance

Several hosting companies provide monitoring services and support. They notify you if a
problem transpire and then your IT team has to act on that information. We are different! We
proactively monitor your systems and if we notice any predicament, we actually fix it so that
your systems can continue to run smoothly. We also believe in preemptive maintenance. E.g.
We do not wait till the disk fails we fix it at the first sign of snag.

Precisely, we are a combination of system integrator, hosting provider and systems operator.
As such, we are involved in the design phase, build phase and operation phase of the Data
Center for your mission critical applications. Since we are the ones accountable for operations,
we make sure that the design and build are done properly unlike a systems integrator who
would design a system, but will not be present if, a problem occurs in the other two phases.
Whereas, we are there with you in the other two phases as well.

Services - Database Management

The heart of every information system is the Database. They continuously collect & deliver
vital information that ropes in business intelligence, collaboration, customer service and
decision making all through an enterprise. But businesses today are exposed to numerous
challenges. The constant change that is innate in composite environments, along with
delivering tangible value from their database investments, are among the numerous challenges
faced by organizations. We empower our clients by

providing width and profundity of technical know-how required to congregate these challenges
posed by dynamic IT settings. Database management is a part of a bigger set of IT management
solutions across many disciplines. Hence it cannot subsist in isolation. Webmark Technologies
has designed and developed diverse management solutions that can automate database
management with intelligent monitoring and proactive management. This results in better-
quality application competence and database control.

We offer an all-inclusive range of database administration services. The entire range includes
the following database products such as Oracle, MS-SQL, and MS Access. The services
rendered cover database administration, implementation, optimization, support and
maintenance and disaster recovery of business-critical databases. We are equally proficient in
delivering additional database services. They are database reverse engineering, data migration,
data warehousing, database replication, and data modeling. Webmark Technologies database
experts generate a supple database environment that is all geared up to mature with your needs.

Our Database Management Services comprise of the following :-

Installing, Configuring Upgrading database software across diverse platforms

Assisting application development by means of high end PL/SQL programs

Manual and computerized Database Monitoring of production milieu through industry standard
tools

Delineating and executing backup and recuperation tactics for 24*7 dynamic production
databases

Performance tuning & diagnosis focused at diverse stratums i.e. database Server, database
schema & SQL level

Scheming extremely scalable data models for applications that can furnish high volume of data
& toting up of new features

Defining & accomplishing database architecture for new-fangled and on hand applications that
can convey utmost performance, elevated scalability and availability

Integrated Data Migration stratagems and their execution during application upgrade OR across
different database versions OR softwares

Crafting data warehouse models and integrated ETL techniques with industry standard licensed
and open source tools

Business Intelligence elucidation for intricate reporting requirements using OLAP and data
warehouse

Production Support during grave hours at various stages from a database server correlated
issues to a manual data fixes on application table

Services - Integration Services

Webmark Technologies has devised such Integration Solutions that facilitate the concerns to
accomplish integration maturity for integrations sandwiched between enterprise applications,
partners (customers, suppliers, logistics, marketplaces etc) and people (employees, business
users etc). We have the following Integration solutions to offer, namely

Enterprise Service Bus (ESB)

Business to Business (B2B)

Business Process Integration (BPI)

Workflows Composite Applications

Service Oriented Integration Webmark Technologies also provide Data Integration solutions,
which transversely extends into ETL, Platform integrations, CDC / Real-time / Near-real time
data integration, Unstructured Data Handling, Enterprise Information Integration. Apart from
the above, we offer a gamut of Integration services to address diverse needs of the
organizations.

Where the organizations have integrations that are custom built and ad-hoc, Webmark
Technologies tenders Need Assessment Integration Health-Check and Product Evaluation
offerings.

Organizations with multiple Integration products exist and who aspire to fuse & develop single
product or choose a new product to take care of all sorts of integration needs, Webmark
Technologies proposes services such as ‘Pilot Execution and Migration roadmap.

We have an Integration Competency Center (ICC) service for organizations in order to provide
a variety of Integration related services for their business divisions.

We also make available end-to-end B2B services including map analysis, mapping
specifications creation, map conversion, map creation, trading partners on-boarding, package
implementation and 24x7 support.

The present times witness a dynamic business scenario, typified by active markets, mergers &
acquisitions coupled with severe competition. In order to uphold control, enterprises need to
build up a finer aptitude to sense and respond speedily and smartly to market alterations.

Few such challenges that can be listed are as:-

Business processes span IT applications

Incongruent applications need to share data

Cohesive view of data preferred

Application processes need to inter-operate

The sure shot way to gun down these challenges is to avail the Integration Services of Webmark
Technologies.

Industry - Banking & Finance

To achieve elevated performance, the banks have to be in tune with the present global banking
scenario. In the recent past the banking industry has witnessed influential change in all probable
forms and functions right from meltdowns to mergers. Today, banks are reassessing their
current strategies, re-evaluating the business models and reinvesting in building competencies
in systems and processes. While internal challenges are behemoth, the external world is surging
up with a new face as well.

New-fangled regulations, taut compliance, closer watch and high intervention by government
bodies are forcing the banks to be agile, yet robust

With international competence we assist our clients in harnessing a pool of services, like
consulting, technology and outsourcing services complemented by deep financial services
industry expertise. Webmark Technologies helps achieve competitive lead by propelling high
performance. We comprehend and value the change and have proactively invested in
generating solutions that help banks create fresh business opportunities, strike the existing ones
more resourcefully and deal with the new challenges on the horizon.

Our technology expertise whether in IT or IT-enabled services, has demonstrated its worth in
all the tasks taken up by us. Webmark Technologies team of practiced professionals is poised
to make the distinction through its business technology contributions in the varied segments of
banking across geographies.

Industry - E-Larning
There is a steady evolution of technology in the High Tech industry that necessitates recurring,
trouble free accessibility, and dependable web-enabled knowledge up gradation and education.
E- Learning wraps all forms of improved learning through technology. IT aids in bridging
countless gaps that include catering distance education to those who face geographical
blockades. The capability to leverage implicit information as an asset to increase employee
productivity and ultimately, business performance can endow with a crucial edge to players in
this fiercely aggressive industry.

We have an all geared up, availability of domain experts to provide customized e-learning
solutions to help customers enhance their workforce performance and amplify their customers
delight.

With the assistance of our IT professionals who have drawn customized e-learning, we are able
to deliver solutions that go well with your target audience. These solutions are much better than
anticipated. We have consistently handled assignments that required upgrades to diverse client
learning management systems and hence launched e-learning courses on finest systems.

We offer the following in the E-Learning services:

Evaluating the needs through consulting, along with advocating those solution designs that
suffice customer needs.

Structuring end-to-solutions that bring into play multiple modalities to facilitate learners to
successfully retain information.

Examining, scheming, and developing media-rich, interactive, easily searchable custom

content.

Edificing content for varied modes of instruction such as classroom, online, blended,
synchronous, and asynchronous.

Webmark Technologies is committed to provide trustworthy advice to customers in

strategizing their learning programs and synchronizing them to their business needs.

Industry – ERP
ERP the acronym for Enterprise Resource Planning is a colossal software architecture that
ropes in the streaming and allocation of geographically strewn enterprises. The extensive
information is put athwart all the serviceable divisions of a business house. Enterprise Resource
Planning is the unification of chiefly three mechanisms; Business Management Practices,
Information Technology and Specific Business Objectives. It proffers an all-inclusive synopsis
of the entire business implementation to personnel, which actually persuades their verdict in a
productive way.

As the name suggests, ERP should necessarily endow the business with an extensive collection
of functionalities sustained by features like :-

Suppleness

Modularity

Openness

Pervasive

Premium business procedures

Global focus

ERP software architecture in the present times can probably encircle an expansive array of
enterprise wide functions and amalgamate them into a single database repository. ERP at
Webmark Technologies rears one of the finest Quality enterprise applications and technology,
and supplies services in process modeling, application evaluation and selection, development /
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 Chapter – IV
Data Analysis & Interpretation
A number of questions are prepared and the question is given to the workers to respond. These
responses are generally measured on yes or no basis. These responses can then be tabulated
and conclusions can be drawn about how the employees feel about the organisation. Other
organizational variables in this particular profile developed are interpersonal relationship,
rewards and recognition, handling problems and communication.

WORKING ENVIRONMENT

1. TABLE SHOWING THE SAFETY OF WORKING ENVIRONMENT

Safety No. of respondents Percentage

Yes 92 92%

No 8 8%

Out of 100 employees 92% say that their working environment is safe and the remaining 8%
say it to be unsafe.

Safety of working environment

100
80 Yes
No. of respondents

60
40 Yes
20 No No
0
Yes No

Response
2. TABLE SHOWING THE CLEANLINESS OF WORKING ENVIRONMENT

Cleanliness No. of respondents Percentage

Yes 100 100%

No 0 0%

All the 100 employees are satisfied with the cleanliness and well organized working area.

Diagram No.2

Cleanliness of working area

120
No. of respondents

100
80 Yes
Yes
60
No
40
20
No
0
Yes No

Response
 3TABLE SHOWING THE RESPONSES OF THE EMPLOYEES WITH
REGARD TO STRESS AT THEIR WORK PLACE.

Stress No. of respondents Percentage

Yes 69 69%

No 31 31%

From the above pie diagram it is clear that 69% of the employees feel their work area to be
stressful whereas on 31% of the employees feel their work area not to be stressful.

Diagram No.3

PIE DIAGRAM REPRESENTING THE VIEWS OF EMPLOYEES WITH REGARD

TO STRESS AT THEIR WORK PLACE.

31%
Yes
No

69%
TABLE SHOWING THE AVAILABILITY OF RESOURCES AT THE WORK
PLACE.

Resource availability No. of respondents Percentage

Yes 77 77%

No 23 23%

77% of the respondents feel that they are properly equipped with the resources which they
will need to perform their job effectively and 23% of respondents feel the other way.

Diagram No.4

Resource availability

90
No. of respondents

80
70
60
Yes Yes
50
40 No
30
20
10 No
0
Yes No

Response
TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEES WITH
REGARD TO EQUIPMENT MAINTENANCE.

Maintenance of equipment No. of respondents Percentage

Yes 76 76%

No 24 24%

Out off 100 respondents 76% say that they are very much satisfied with the proper
maintenance and upgrading of equipment, but however 24% of employees say that they are
not satisfied with the maintenance of equipment.

Diagram No. 5

Maintenenance of equipment

80
No. of respondents

60

40 Yes Yes
No
20

0 No
Yes
No
Response
INTERPERSONAL RELATIONSHIP
TABLE SHOWING THE RELATIONSHIP OF EMPLOYEES
Friendly relationship

No. of respondents Percentage

93 93%
Yes
7 7%
No

93% of the employees say that they have a friendly relationship with their co-workers and
only 7% say that they doesn’t have a friendly relation with their co-workers.
Diagram No.6

7%

93% Yes
No
 TABLE REPRESENTING THE LEVEL OF CONFIDENCE IN CO-
WORKERS

Confidence No. of respondents Percentage

Yes 99 99%

No 1 1%

The analysis reveals that almost all the employees have confidence in co-workers, only a
marginal percentage of employees do not have confidence in co-workers.

Diagram No.7

Confidence in co-workers

100 99

No. of
Yes
respondents 50
No

1
0
Yes / No
 TABLE SHOWING THE CO-ORDINATION OF VARIOUS EMPLOYEES.

Co-ordination No. of respondents Percentage

Yes 90 90%

No 10 10%

Almost 90% of the employees say that other employees in their department co-ordinate well,
whereas 10% of the employees say that the employees does not co-ordinate well within their
department.
Diagram No.8

Co-ordination of employees

100
90

No. of
Yes
respondents 50
No
10
0
Yes / No
REWARDS AND RECOGNITION

TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEES WITH

REGARD TO BENEFITS

Rewards No. of respondents Percentage

Yes 84 84%

No 16 16%

The analysis shows that almost 84% of employees say that they are satisfied with the current
rewards and benefits provided to them whereas the remaining 16% say that they are dis-
satisfied with the current rewards.

Diagram No. 9

BENEFITS

100
80 84

No. of 60 Yes
respondents
40 No
16
20
0
Yes / No
 TABLE SHOWING THE FEEDBACK OF PERFORMANCE OF EMPLOYEES.

Recognition No. of respondents Percentage

Yes 83 83%

No 17 17%

83% of the employees say that they receive adequate feedback about their performance and
17% say that they doesn’t receive adequate feedback about their performance.

Diagram No.10

Feedback to employees

100
83
No. of
Yes
respondents 50
No
17

0
Yes / No
 TABLE REPRESENTING THE APPRECIATION OF PERFORMANCE OF
EMPLOYEES.

Percentage
Appreciation No. of respondents

62%
Supervisor 62

36%
Manager 36

2%
Higher authority 2

62% of the employees say that they will be appreciated by the supervisors and 36% of the
employees say that they will be appreciated by the managers and on 2% say that they will be
appreciated by the higher authorities.

Diagram No.11

Performance appraisal

70
60 62
50
Supervisor
No. of 40 36
respondents Manager
30
Higher authority
20
10 2
0
Responses
 TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEES WITH
REGARD TO SALARY.

Fair payment No. of respondents Percentage

Yes 70 70%

No 30 30%

70% of the employees say that they receive fair salary for their performance and 30% say that
they are not satisfied with the payment.

Diagram 12

Fair payment of salary

80
70
60
No. of
40 Yes
respondents 30
No
20

0
response
 TABLE SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO
BENEFITS

Rewards No. of respondents Percentage

Monetary 88 88%

Non-monetary 12 12%

The analysis shows that almost 88% of employees prefer monetary rewards and the
remaining 12% prefer non-monetary rewards.

Diagram No.13

CHART SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO

BENEFITS

90
80
70
60
50 monetary
40 Non monetary
30
20
10
0
Response
COMMUNICATION
TABLE SHOWING THE EFFECTIVENESS OF DOWNWARD COMMUNICATION

Downward communication

No. of respondents Percentage

61 61%
Yes
39 39%
No

The analysis shows that 61% of employees feel the downward communication to be effective
whereas 39% of employees feel the downward communication to be completely ineffective.
Diagram No.14

Downward communication

39%
61%
Yes
No
TABLE REPRESENTING THE COMMUNICATION TO OTHER DEPARTMENTS.

Happenings in other parts of the company

Very well

To some extent

Not at all
Responses 38 46 16

0 20 No.
40of respondents
60 80 100 120

Happenings in other parts

Percentage
of the company No. of respondents

38%
Very well 38

46%
To some extent 46

16%
Not at all 16

46% of the employees say that they know the happenings in other parts of the company, 38%
of the employees say that they know the happenings in other parts of the company to some
extent and 16% say that they are not being informed about the happenings in other parts of
the company.
Diagram No.15
 TABLE SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO
BENEFITS

Free communication with No. of respondents Percentage

higher authorities

Yes 77 77%

No 23 23%

The analysis shows that 86% of employees say that they are able to communicate freely with
the superiors and the remaining 14% say the other way.

Diagram No. 16

CHART SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO

BENEFITS

80
70
60
50
Yes
40
No
30
20
10
0
Response
 TABLE SHOWING THE INTER DEPARTMENT COMMUNICATION

Inter department No. of respondents Percentage

communication

Yes 85 85%

No 15 15%

85% of the employees say that their department communicates well with other departments
and 15% say that they are not satisfied with the inter department communication.
Diagram No.17

Inter department communication

100

80 85
No. of 60
respondents Yes
40
No
20 15

0
Response

HANDLING PROBLEMS
 TABLE SHOWING THE HANDLING OF PROBLEMS.

Percentage
Problems as challenges? No. of respondents

23%
Yes 23

7%
No 7

I report the problem to the

70%
superiors 70

70% of the employees say that they will report the problems to their superiors and 23% of the
employees say that they will face the problems as challenges and on 7% say that they will not
take up the problems as challenges.
Diagram No. 18

Problems as challenges?

80 70
70
60
50 Yes
No. of
respondents 40 No
30 Higher authority
20 23
10 7
0
Responses
 TABLE SHOWING THE HANDLING OF PROBLEMS.

Superiors know the

problems of
Percentage
subordinates? No. of respondents

31%
Very well 31

54%
To some extent 54

15%
Not at all 15

From the data it is clear that 31% of the employees say that their superiors know very well
about the problem faced by the subordinates and 54% say that their superiors know to some
extent and 15% say that their superiors do not know about the problems faced by the
subordinates.
Diagram No. 19

Superiors know the problems of subordinates?

60 54

40 Very well
No. of
respondents To some extent
31
20 15
Not at all

0
Response
SUPERVISOR/SUPERIOR SOLVE YOUR PROBLEMS AT THE EARLIEST

Percentage
OPTIONS No. of respondents

77%
YES 77

23%
NO 23

The analysis shows that 77% of employees say that they are able to get help from the
superiors to solve the problems and the remaining 23% say no.

Diagram No.20

SUPERVISOR/SUPERIOR SOLVE YOUR PROBLEMS AT THE EARLIEST

Series 1
90%
80%
70%
60%
50%
40% Series 1

30%
20%
10%
0%
YES NO
TABLE SHOWING EMPLYOEE’S INVOLVEMENT IN SOLVING PROBLEMS

Percentage
OPTIONS No. of respondents

80%
YES 80

20%
NO 20

The analysis shows that 80% of employees say that their inputs are considered for solving the
problems and the remaining 20% say no.
Diagram No. 21
YOUR INVOLVEMENT IN SOLVING PROBLEMS

Problem solving
90%

80%

70%

60%

50%

Problem solving
40%

30%

20%

10%

0%
YES NO
TABLE SHOWING AVAILABILITY OF GRIEVANCE CELL IN ORGANISATION

Percentage
OPTIONS No. of respondents

44%
YES 44

56%
NO 56

The analysis shows that 44% of employees says yes about the availability of grievance cell in
organization and the remaining 56% say no.

Diagram No.22

CHART REPRESENTING THE AVAILABILITY OF GRIEVANCE CELL IN

ORGANISATION

60%
Grievance cell

50%

40%

30%
Grievance cell

20%

10%

0%
YES NO
TABLE SHOWING WHETHER RECCOMENDATIONS OF THE GRIEVANCE
CELL CONSIDERED BY MANAGEMENT

Percentage
OPTIONS No. of respondents

76%
YES 76

24%
NO 24

The analysis shows that 76% of employees say yes about the recommendations of grievance
cell in organization and the remaining 24% say no.

Diagram No.23

RECCOMENDATIONS OF THE GRIEVANCE CELL CONSIDERED BY

MANAGEMENT

Recommendations
80%

70%

60%

50%

40%
Recommendations
30%

20%

10%

0%
YES NO
 Chapter – V
Findings & Conclusion
FINDINGS
 Out of 100 employees 92% say that their working environment is safe and the
remaining 8% say it to be unsafe.
 All the 100 employees are satisfied with the cleanliness and well organized working
area.
 The research work states that 69% of the employees feel their work area to be stressful
whereas on 31% of the employees feel their work area not to be stressful.
 77% of the respondents feel that they are properly equipped with the resources which
they will need to perform their job effectively and 23% of respondents feel the other
way.
 Out of 100 respondents 76% say that they are very much satisfied with the proper
maintenance and upgrading of equipment, but however 24% of employees say that they
are not satisfied with the maintenance of equipment.
 93% of the employees say that they have a friendly relationship with their co-workers
and only 7% say that they doesn’t have a friendly relation with their co-workers.
 The analysis reveals that almost all the employees have confidence in co-workers, only
a marginal percentage of employees do not have confidence in co-workers.
 Almost 90% of the employees say that other employees in their department co-ordinate
well, whereas 10% of the employees say that the employees does not co-ordinate well
within their department.
 The analysis shows that almost 84% of employees say that they are satisfied with the
current rewards and benefits provided to them whereas the remaining 16% say that they
are dis-satisfied with the current rewards.
 83% of the employees say that they receive adequate feedback about their performance
and 17% say that they doesn’t receive adequate feedback about their performance.
 62% of the employees say that they will be appreciated by the supervisors and 36% of
the employees say that they will be appreciated by the managers and on 2% say that
they will be appreciated by the higher authorities.
 70% of the employees say that they receive fair salary for their performance and 30%
say that they are not satisfied with the payment.
 The analysis shows that almost 88% of employees prefer monetary rewards and the
remaining 12% prefer non-monetary rewards.
 The analysis shows that 61% of employees feel the downward communication to be
effective whereas 39% of employees feel the downward communication to be
completely ineffective.
 46% of the employees say that they know the happenings in other parts of the company,
38% of the employees say that they know the happenings in other parts of the company
to some extent and 16% say that they are not being informed about the happenings in
other parts of the company.
 The analysis shows that 86% of employees say that they are able to communicate freely
with the superiors and the remaining 14% say the other way.
 70% of the employees say that they will report the problems to their superiors and 23%
of the employees say that they will face the problems as challenges and on 7% say that
they will not take up the problems as challenges.
 The research work states that 31% of the employees say that their superiors know very
well about the problem faced by the subordinates and 54% say that their superiors know
to some extent and 15% say that their superiors do not know about the problems faced
by the subordinates.
 The analysis shows that 77% of employees say that they are able to get help from the
superiors to solve the problems and the remaining 23% say no.
 The analysis shows that 80% of employees say that their inputs are considered for
solving the problems and the remaining 20% say no.
 The analysis shows that 44% of employees says yes about the availability of grievance
cell in organization and the remaining 56% say no.
 The analysis shows that 76% of employees say yes about the recommendations of
grievance cell in organization and the remaining 24% say no.
CONCLUSION

I hope the organization will be benefited from this survey and with the help of the
suggestions given the organization can improve its working further more and the overall
satisfaction level in the organization might increase up to the excellent level.

This research made an attempt to identify the Culture condition and the way in which that
affects the employees in Burn standard company limited. From the study it is observed that
decision making, innovation and change, all these factors handling by the top management.
There is good relationship between the employees and employer.

An overview of this research reveals little hot organizational Culture prevailing in Burn
standard company limited, the organization lacks on certain factors like communication and
trust. If these factors are given little more care, the company can maintain a good working
involvement with high level of satisfaction, devotion, organizational commitment and
involvement.
 Chapter – VI
Suggestions/ Recommendations

SUGGESTIONS

 Company may reward the employees based on their performance.

 When working on solutions to problems, experts should keep in mind the needs of

organizational members as well as society at large.

 Supervisors have to give personals to the problems of subordinate, whether they arise

out of his job environment or a personal nature, by giving them sympathetic

consideration, patient hearing, proper counseling and suggesting alternative proposals.

 Create a congenial work atmosphere and pleasing surroundings, and arrange for better

job facilities by having better tools and appliance. These will improve working

capacity, develop enthusiasm, and a sense of loyalty towards the Organization.

 The way of handling problems can be innovated and improved.

 The management has to consider the recommendations of the grievance cell

 The management has to provide a better work life facilities related to communication
Bibliography:

WEBSITES

 http://www.wordreference.com/definition/ o r g a n i s a t i o n a l C u l t u r e
 http://wikipedia.com
 www.visteon.com
 http://www.google.com
 www.yahoo.com
 www.bing.com

BOOKS REFERRED

 Kotari C.R,2nd edition (2003) “Research Methodology,” Guptha K.K, PP-

68,117,277.
 Pattannayak Biswajeet 3rd edition (2005) “Human Resource management”.
 Stephen P.Robbins and Timothy A. Judge 13th edition (2009) “Organizational
Behavior”
 Annexure

I PERSONAL DATA:

1. Name (optional) : _________________________

2. Age : Below 25( ) 26-35yrs ( ) 36-45yrs ( ) Above 45 ( )
3. Gender : Male ( ) Female ( )
4. Marital status : Single ( ) Married ( )
5. Qualification : School ( ) Diploma ( ) Degree ( )
6. Department : __________________________
7. Experience : 0-5yrs ( ) 5-10yrs ( ) 10-15yrs ( ) Above 15yrs ( )
8. Present salary : Below 5000 ( ) 5000-10000 ( ) 10000-15000 ( ) Above
15000 ( )

II WORKING ENVIRONMENT

1. Do you feel that your working environment is safe?

Yes ( ) No ( )
2. Is your work area clean and well organised?
Yes ( ) No ( )
3. Do you feel that your work area to be stressful?
Yes ( ) No ( )
4. Do you have all the resources which you will need to perform the job effectively?
Yes ( ) No ( )
5. Does your company provide proper maintenance, replacement and upgrading of
equipment which you use?
Yes ( ) No ( )
III INTERPERSONAL RELATIONSHIP
1. Do you have friendly relationship with your co-workers?
Yes ( ) No ( )
2. Do you have confidence in your co-workers?
Yes ( ) No ( )
3. Does all the people in your department work well together?
Yes ( ) No ( )
IV REWARDS AND RECOGNITION

1. Are you satisfied with the current benefits provided by your organization
Yes ( ) No ( )
2. Do you receive adequate feedback about your performance?
Yes ( ) No ( )
3. Who will appreciate your performance
Supervisor ( ) Manager ( ) Higher authority ( )
4. Do you feel that you are fairly paid for the work which you do?
Yes ( ) No ( )
5. What kind of rewards will you expect from your organization?
Monetary ( ) Non-monetary ( )
V COMMUNICATION
1. Do you feel the downward communication to be effective?
Yes ( ) No ( )
2. To what extent do you know what is happening in other parts of your company?
Very well ( ) To some extent ( ) Not at all ( )
3. Are you able to communicate freely with your higher authorities?
Yes ( ) No ( )
4. Does your department communicate well with other departments?
Yes ( ) No ( )
VI HANDLING PROBLEMS
1. Do you take problems as challenges and try to find a better solution than anyone else?
Yes ( ) No ( ) I report the problem to the superiors ( )
2. How well do superiors know the problems faced by the subordinates?
Very well ( ) to some extent ( ) Not at all ( )
3. Does your supervisor/superior solve your problems at the earliest?
Yes ( ) No ( )
4. Is your involvement in solving problems considered?
Yes ( ) No ( )
5. Do you have grievance cell in your organisation?
Yes ( ) No ( )
6. Does the management consider the recommendations of the grievance cell?
Yes ( ) No ( )