CHAPTER 1

1
 CHAPTER I

INTRODUCTION:

1.1 OUTLINE OF THE PROJECT:

1.1.1 NEED AND IMPORTANCE:

The contemporary definition of Organizational Culture includes what is valued; the

leadership style, the language and symbols, the procedures and routines, and the definitions
of success that characterizes an organization. It is a specific collection of values and norms
that are shared by people and groups in an organization and that control the way they interact
with each other and with stakeholders outside the organization. Here, organizational values
are beliefs and ideas, about, what kinds of goals members of an organization should pursue
and the appropriate kinds or standards of behavior organizational members should use to
achieve these goals. From organizational values develops organizational norms, guidelines or
expectations that prescribe appropriate kinds of behavior by employees in particular
situations and control the behavior of organizational members towards one another.
In the past 25 years, the concept of organizational culture has gained wide acceptance as a
way to understand human systems. From an open system perspective, each aspect of
organizational culture can be seen as an important environmental condition affecting the
system and its subsystem. Increased competition, globalization, mergers, acquisitions,
alliances, and various workforce departments have created a greater need for organizational
culture. Thus, it has become an important pattern for the organization's development.

Below are important key ingredients of Organizational Culture:

• It focuses attention on the human side of organizational life, and finds significance
and learning in even its most ordinary aspects.

• It clarifies the importance of creating appropriate systems of shared meaning to help

people work together toward desired outcomes.

• It requires members especially leaders, to acknowledge the impact of their behavior

on the organization's culture.

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 • It encourages the view that the perceived relationship between an organization and its
environment is also affected by the organization's basic assumptions.

• Organizational culture is possibly the most critical factor determining a organization's

capacity, effectiveness, and longevity. It also contributes significantly to the
organization's brand image and brand promise.

• Organizational Culture creates energy and momentum. The energy will permeate the
organization and create a new momentum for success.

Strong/Weak culture:

Strong culture is said to exist where staff respond to stimulus because of their alignment to
organizational values. In such environments, strong cultures help firms operate like well-
oiled machines, cruising along with outstanding execution and perhaps minor tweaking of
existing procedures here and there.

Conversely, there is weak culture where there is little alignment with organizational values
and control must be exercised through extensive procedures and bureaucracy.

Research shows that organizations that foster strong cultures have clear values that give
employees a reason to embrace the culture. A "strong" culture may be especially beneficial to
firms operating in the service sector since members of these organizations are responsible for
delivering the service and for evaluations important constituents make about firms. Research
indicates that organizations may derive the following benefits from developing strong and
productive cultures:

 Better aligning the company towards achieving its vision, mission, and goals
 High employee motivation and loyalty
 Increased team cohesiveness among the company’s various departments and divisions
 Promoting consistency and encouraging coordination and control within the company
 Shaping employee behaviour at work, enabling the organization to be more efficient

Characteristic of Healthy Organizational structure:

Organizations should strive for what is considered a “healthy” organizational culture in order
to increase productivity, growth, efficiency and reduce employee turnover and other

3
counterproductive behaviour. A variety of characteristics describe a healthy culture,
including:

• Acceptance and appreciation for diversity

• Regard for and fair treatment of each employee as well as respect for each employee’s
contribution to the company
• Employee pride and enthusiasm for the organization and the work performed
• Equal opportunity for each employee to realize their full potential within the company
• Strong communication with all employees regarding policies and company issues
• Strong company leaders with a strong sense of direction and purpose
• Ability to compete in industry innovation and customer service, as well as price
• Lower than average turnover rates (perpetuated by a healthy culture)
• Investment in learning, training, and employee knowledge

Additionally, performance oriented cultures have been shown to possess statistically better
financial growth. Such cultures possess high employee involvement, strong internal
communications and an acceptance and encouragement of a healthy level of risk-taking in
order to achieve innovation. Additionally, organizational cultures that explicitly emphasize
factors related to the demands placed on them by industry technology and growth will be
better performers in their industries.

1.1.2. Scope of the study:

The scope the study involves

1. It helps the management

 To understand the causes of performance problems.
 To understand how to assess the effectiveness of motivational practices in the
organization.
2. This study focuses on today's turbulent, often chaotic, environment, commercial
success depends on employees making use of their talents in full.
3. The management can create the work environment in which their employees will
thrive.
4. The management can

4
  Enhance the professional perception of the employees
 Foster a team oriented cooperative environment
 Enhance employee relationship
 Provide constructive feedback to their performance

Encourage the resolve of the employees to change the negative behavior pattern

1.1.3. Problem Definition:

One of the most important building blocks for a highly successful organization and an
extraordinary workplace is "organizational culture." We define organizational culture as the
set of shared beliefs, truths, assumptions, and values that operate in organizations.
Organizational culture has been described as "how people behave when no one is looking."
Organizations are more than they appear to be on the surface. Behind products, policies,
services, and rewards are the ingredients which determine the results in organization. We
believe that organizational culture is a primary, if not THE primary determinant of that which
separates "champion" from "also-ran" organizations. We believe an organization can go only
as far as its culture takes it. We help organizations get their "cultural bearings," get a clear
sense of how far they are from where they wish to be, and what it will take to get "there."
Then we help organizations move themselves forward. Focusing on building and sustaining
an organizational culture is one way of showing that people are the organization’s most
valuable asset. There are of course many other bottom line business reasons to focus on and
build organizational culture.

1.1.4. Objectives of the study:

This study involves the following objectives

 To analyze the existing culture of the organization and finds its impact on the
employees.

 To analyze the impact of culture on the overall performance of the organization.

5
  To study the employee relationship with their peers

 To analyze the employee feel about the organization.

 To analyze how the employer encourage his employee in the decision making
process.

 To find out the employee motivational factor.

1.1.5 Research methodology:

Research design:
A research design is an arrangement of condition for collection and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
The study is descriptive in nature i.e., descriptive research. Descriptive research is concerned
with describing the characteristics of a particular individual or group. This includes surveys
and fact-finding enquiries of different kinds. The main characteristic of this method is that the
researcher has no control over the variables; one can only report what has happened or what
is happening. Thus, the research design in case of descriptive study is a comparative design
throwing light on all the areas and must be prepared keeping the objectives of the study and
the resources available. This study involves collection of data from all designations of
employees

SAMPLING TECHNIQUE
Sampling method:
The sampling method implemented is the simple random sampling. Simple random sample
(SRS) is a special case of a random sample. A sample is called simple random sample if each
unit of the population has an equal chance of being selected for the sample. Whenever a unit
is selected for the sample, the units of the population are equally likely to be selected. It must
be noted that the probability of selecting the first element is not to be compared with the
probability of selecting the second unit. When the first unit is selected, all the units of the
population have the equal chance of selection.
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Population:
The universe of the study consists of employees of Bajaj Autos with a total number of 57.
Out of the total population data could be collected from 50 persons.

Pilot study:
A pilot experiment, also called a pilot study, is a small scale preliminary study conducted
before the main research, in order to check the feasibility or to improve the design of the
research. Pilot studies, therefore, may not be appropriate for case studies. They are frequently
carried out before large-scale quantitative research, in an attempt to avoid time and money
being wasted on an inadequately designed project. A pilot study is usually carried out on
members of the relevant population, but not on those who will form part of the final sample.
This is because it may influence the later behavior of research subjects if they have already
been involved in the research. Here the pilot study involves the sample of 5 employees,
which helped in improving the standards.

Sources of Data Collection:

This study involves collection of primary data from the employees of Bajaj autos. This
survey method is used considering the size of the universe and time factor. Data are collected
through structured Questionnaire. Questionnaire has been designed and personally
administered.

Tools for analysis:

The statistical tools which are used for analysis are the

 Percentage analysis
Simple percentage refers to a special kind of ratio used in making comparison between two or
more series of data. Percentages are used to determine the relationship between the variables.

Number of responds

Percentage = _______________________ x 100

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 Number of respondents

 Chi-square analysis.
Chi-square test is a non –parametric test that establishes the independence between
variables. It is measured by comparing the observed with those of expected frequencies based
on the hypothesis.

It is given by,

Ψ2 = ∑ (O-E) 2 / E

O- Observed Frequency

E- Expected Frequency

1.1.6 Limitation of study:

There are certain limitations in the study. They are as follows
• The attitude of the worker changes from time to time. Hence the result of the project
may be applicable only at present
• We cannot get exact information because some of the employees are reluctant to share
the information

1.1.7 CHAPTERISATION:

• This entire report is classified into different chapters i.e., from Chapter 1 to
Chapter 4.
• Chapter 1 consists of Introduction part, outline of the project, need and
importance, scope of the project, objectives, research methodology, limitations
of this project and the company profile (BAJAJ AUTOS) and the product
profile of the company.
• Chapter 2 consists of the literature review of the project.

8
 • Chapter 3 consists of the data analysis and interpretation of the study.
• Chapter 4 consists of the Summary and Conclusion part of this study.

1.2 INDUSTRY PROFILE:

The company:
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two-wheelers and three-wheelers), home
appliances, lighting, iron and steel, insurance, travel and finance. The group's flagship
company, Bajaj Auto, is ranked as the world's fourth largest two- and three- wheeler
manufacturer and the Bajaj brand is well-known across several countries in Latin America,
Africa, Middle East, South and South East Asia. Founded in 1926, at the height of India's
movement for independence from the British, the group has an illustrious history. The
integrity, dedication, resourcefulness and determination to succeed which are characteristic of
the group today, are often traced back to its birth during those days of relentless devotion to a
common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of
Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This close relationship and
his deep involvement in the independence movement did not leave Jamnalal Bajaj with much
time to spend on his newly launched business venture.
His son, Kamalnayan Bajaj, then 27, took over the reigns of business in 1942. He too was
close to Gandhiji and it was only after Independence in 1947, that he was able to give his full
attention to the business. Kamalnayan Bajaj not only consolidated the group, but also
diversified into various manufacturing activities. The present Chairman of the group, Rahul
Bajaj, took charge of the business in 1965. Under his leadership, the turnover of the Bajaj
Auto the flagship company has gone up from INR.72 million to INR. 120 billion, its product
portfolio has expanded and the brand has found a global market. He is one of India’s most

9
distinguished business leaders and internationally respected for his business acumen and
entrepreneurial spirit.

Group of companies:
Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 34
companies and was founded in the year 1926. The companies in the group are
Bajaj Auto Ltd.
• Bajaj Holdings & Investment Ltd.
• Bajaj Finserv Ltd.
• Bajaj Allianz General Insurance Company Ltd.
• Bajaj Allianz Life Insurance Co. Ltd
• Bajaj Financial Solutions Ltd.
• Bajaj Auto Finance Ltd.
• Bajaj Allianz Financial Distributors Ltd.
• Bajaj Auto Holdings Ltd.
• P T Bajaj Auto Indonesia (PTBAI)
• Bajaj Auto International Holdings BV
• Bajaj Electricals Ltd.
• Hind Lamps Ltd.
• Bajaj Ventures Ltd.
• Mukand Ltd.
• Mukand Engineers Ltd.
• Mukand International Ltd.
• Bajaj Sevashram Pvt. Ltd.
• Jamnalal Sons Pvt. Ltd.
• Rahul Securities Pvt Ltd
• Shekhar Holdings Pvt Ltd
• Madhur Securities Pvt Ltd
• Niraj Holdings Pvt Ltd
• Shishir Holdings Pvt Ltd
• Kamalnayan Investments & Trading Pvt Ltd
• Sanraj Nayan Investments Pvt. Ltd.

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 • Hercules Hoists Ltd.
• Hind Musafir Agency Pvt. Ltd.
• Bajaj International Pvt. Ltd.
• Bachhraj Factories Pvt. Ltd.
• Baroda Industries Pvt. Ltd.
• Jeevan Ltd.
• Bachhraj & Co Pvt Ltd
• The Hindustan Housing Co. Ltd.
• Hospet Steels Ltd

Achievements:

2009
2008

September
April Bajaj
BajajPlatina
Pulsar125
150DTS-Si launchedlaunched
& 180 upgrade

August
January Bajaj
BajajXCD
XCD125
135DTS-Si
DTS-Siislaunched
largest selling 125cc motorcycle

July Bajaj Discover 135 DTS-i Upgrade Launched.

June Bajaj Pulsar 220 bags IMOTY award

2007

December RE GDi autorickshaw launched

September Bajaj XCD 125 DTS-Si launched

August DTS-Si engine launched

July Revamping of Organisational structure

June Bajaj Pulsar 220 DTS-Fi launched

April New Bajaj Auto Plant at Pantnagar, Uttarakhand

February 200 cc Pulsar DTS-i launched

January Bajaj Kristal DTS-i launched

2005

11
December Bajaj Discover launched

June Bajaj Avenger DTS-i launched

February Bajaj Wave DTS-i launched

Key policies:

12
Code of contact:
Bajaj Auto Limited (herein after referred to as the "Company") hereby adopts the following
Code of Conduct for Affirmative Action.
 The Company affirms that its competitiveness is interlinked with the well being of all
sections of the Indian society.
 The Company believes that equal opportunity in employment for all sections of the
society is a component of its growth and competitiveness. It further believes that
inclusive growth is a component of growth and development of the country.
 The Company affirms the recognition that liersity to reflect socially disadvantages
sections of the society in the workplace has a positive impact on business.
 The Company will not practice nor support conscious discrimination in any form.
 The Company does not bias employment away from applicants belonging to
disadvantaged sections of society if such applicants possess competitive skills and job
credentials.

13
  The Company's selection of business partners is not based on any considerations other
than normal business parameters. In case of equal business offers, the Company will
select a business partner belonging to a socially disadvantaged section of society.
 This Code of Conduct for Affirmative Action will be put up on the company web-site
to encourage applications from socially disadvantaged sections of society.
 The Company makes all efforts for upskilling and continual training of all its
employees in order to enhance their capabilities and competitive skills. No
discrimination of any type will be shown in this process.
 The Company may have a partnership programme with educational institution/s to
support and aid students from socially disadvantaged sections of society.
 The Company will maintain records of Affirmative Action.
 The Company has nominated Mr. Amrut Kumar Rath, Vice President (HR), to
oversee and promote the Affirmative Action policies and programmes. He will be
accountable to the Chairman.
 The Company will make available its learning and experiences as a good corporate
citizen in Affirmative Action to other companies desiring to incorporate such policies
in their own business.

1.3 Product profile:

Bajaj autos have launched various bikes, with different and effective features. The products
are as follows.

 Avenger
 Pulsar
 Discover

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AVENGER:

THE COMFORT

Feature Advantage Benefit

Forward foot riding posture
for driver.
Low saddle height - broad
saddle seat.
Special backrest for the
pillion.
Low centre of gravity.
Wide tyres at front and rear.
Duel foam density seat.
Comfortable and relaxed riding Strain free ride.
posture.
Bucket seat for comfort over all Fatigue free driving.
drives.
Pillion too has been taken care. Safe and comfortable feeling.
Better road grip and stability Good road holding - stability.
while on drive.
Better grip available. Excellent Road holding
characteristics.
Ensuring comfort for driver as Comfort on any kind of road.
well as pillion.

THE CONVENIENCE

Feature Advantage Benefit

15
Push button indicator
cancellation.
Low Battery level indicator.
Tripmeter to record distance
travelled.
Just push the indicator button Easy to ride without any
to cancel. driving/operating/maintenance
Get the warning before battery hassles.
conks off.
Better to claim conveyance
bills.

THE PERFORMANCE

Feature Advantage Benefit

4 stroke DTSi 220 CC engine DTSi technology advantages : Ride that can be enjoyed
Digital twin spark ignition. 1. Good power and pick up. due to Power packed

Oil cooled engine - bigger oil 2. Better fuel efficiency. performance.

cooler. 3. Lesser emissions.

DC Ignition system advantages :

1. Easy to start due to low trigger
start RPM.
2. Cold startability improved.

PULSAR:

16
150cc Dtsi
STYLE

Feature Benefit
All Black Engine. Aerodynamic tank flaps. All black styling adds to the aggressive and mean
Aggressive masked fairing with wolf eyed look. Light sensitive digital cockpit for great day
headlamps. Back-lit LCD digital speedo & night visibility. Bulb free tail lamp assembly
tachometer console. Twin slashed L.E.D means near-zero maintenance.
tail lamp.
Clip-on Handle bar Sporty Look

Bigger Carburetor Better Throttle Response

ENGINE

Feature Benefit
4 stoke, DTS-i 150 cc, 14.09 Ps. Legendary DTS-i technology with proven track
record for more power, more mileage &
ultimate refinement.
ExhuasTEC (Torque Expansion Chamber) Improves engine torque at low rpm and provides
Technology* for the exhaust technology abundant latent power at any stage of riding to
ensure effortless pulling for any load conditions.
State of the art feature at the heart of Optimum ignition timing for any engine rpm
Digital Biking: Digital C.D.I. Unit, Digital resulting in better throtle response and reduced

17
Twin Spak Ignition, TRICS III.
180cc Dtsi
STYLE
Feature
Split seats, Clip on handle bar, Anti
scratch tank pad, Two piece grab rail,
Aerodynamic tank flaps, Wolf eyed
headlamps L.E.D tail lamp, Black styling,
Kickless start
Beefy frame with 1345 mm wheelbase
ENGINE
Feature
4 stoke, DTS-i 180-cc, 17 Ps
emissions.
Benefit
Mean & Aggressive looks making it more sporty
& stylish
More strength and high stability with
exceptionally tight turning radius
Benefit
Legendary DTS-i technology with proven track
record for more power, more mileage & ultimate
18
 refinement

ExhuasTEC (Torque Expansion Chamber) Improves engine torque at low rpm and provides
Technology* for the exhaust technology abundant latent power at any stage of riding to
ensure effortless pulling for any load conditions
State of the art feature at the heart of Optimum ignition timing for any engine rpm
Digital Biking: Digital C.D.I. Unit, Digital resulting in better throtle response and reduced
Twin Spak ignition, TRICS III emissions

220cc Dtsi

STYLE

Feature Benefit

All Black styling, 3D chiselled logo, Enhances the Sporty & Aggressive look of this
Vertical stack twin projector headlamps, aerodynamic machine
Split seats, Clip-on handle bar

ENGINE

Feature Benefit
4 stroke, 220 cc, 21 Ps, Digital Twin Spark The most powerful engine of its class giving
Ignition engine with India's largest venturi highest output & mileage because of efficient
carburettor, temperature based ignition combustion of fuel & air mixture. Good
19
mapping, Auto choke startability & better torque

DISCOVER

EXCITING PERFORMANCE

Feature Benefit
150-cc DTS-i Ensures efficient combustion for an exceptional
engine combination of mileage and power
Class-leading Unparalleled pulling power in all gears
torque
Class-leading
power
Class-leading
power-to-weight
ratio
All-down 5-speed Smoother ride and greater fuel-efficiency over 4-
gearbox speed competition bikes

ExhausTEC* Excellent pulling power at low rpm, even in top gear

20
Ride Control Helps you maximise fuel efficiency
Switch

DC Ignition Improves ignition timing

EXCITING COMFORT

Feature Benefit
Rear Suspension - Excellent comfort on long drives on all terrains, for
Nitrox Suspension rider and pillion rider.
Front Suspension -
Long Travel front
suspension
Electric Start Hassle free starting for quick stop-start in traffic.

Battery Charge Easy monitoring of battery charge status.

Indicator

Auto Choke Sure start in all weather conditions.

21
CHAPTER II

CHAPTER II
REVIEW OF LITERATURE

THE NATURE OF ORGANIZATIONAL CHANGE:

This article offers a simple typology of different kinds of change. It was developed to help
clients understand change in organizations and it helps to explain the specific nature of
organizational change as the most fundamental of these. It also offers some thoughts on the
nature of organizational change.

Introduction:
22
I usually refer to myself as an organizational consultant; indeed, my masters degree is in
organizational consultancy. But most people don’t know what that means (and nor did I until
I started my MSc) so I often find myself trying to explain. Potential clients are not usually
interested in abstract theory and the challenge is to find a reasonably accessible way of
describing what I do. This article offers a typology of change in organizations, not as a
theoretical abstraction, but as a way of helping people understand the nature of organizational
change.

The initial premise is that there are four kinds of change in organisations:

 Process change.
 System change.
 Structural change.
 Organisational change.

In what follows I will say a little more about each—much more than I would expect to say to
a potential client, but still being far from exhaustive.

Process

Processes are the ordered set of activities which are used to generate the outputs of an
organisations. Michael Hammer and James Champney define a business process as, “a
collection of activities that take one or more kinds of input and creates an output that is of
value to the customer.” (1995:35)

Hammer and Champney contrast the process way of thinking with a simple task focus, where
each individual activity is viewed in isolation. Their work is thus a step towards a more
holistic view of organisational life. Processes can cut right across structural boundaries such
as departments, divisions or even firms; if the process can be managed and designed to
operate as a seamless whole enormous efficiencies could follow.

Business Process Re-engineering (BPR) was sold as a radical form of organisational

transformation. By re-ordering the processes to a more natural customer-focused way the
hope was that organisations would undergo a step change and move to new ways of working
and being. The reality was usually different.

23
This is not the place to discuss the strengths and weaknesses of BPR but the absence of any
reference to people in the definition above is very significant. In fact, processes always
involve interactions between people, usually on a one-to-one basis.

A better perspective on process comes, in my view, by considering the interactions between

the people who actually interact with one another to deliver the process. Winograd & Flores’
notion of commitments (1986) is worth exploring further in this context.

Systems

When most people in organisations speak of systems they are referring to sets of procedures.
Increasingly these will be facilitated by networked computers; so much so that IT systems are
now the first kind most managers will call to mind. But there are also HR systems: reward
and recognition; recruitment and retention; appraisal and development; and so on. There are
Health and Safety systems such as ‘permit to work’, payroll and finance systems, and so on.
Many of these are codified into standards such as ISO 9000.

Books on change in organisations often spend chapter after chapter advising on how to
change systems but although useful and essential, changing systems is unlikely to bring about
fundamental change.

System change in organisations is often not systemic—that is it rarely takes account of the
wider implications for the organisation as a whole. For instance I recently worked with an
organisation which re-arranged its shift system for production workers from a six-shift to
five-shift system. Production is continuous throughout the day and year and the new system
requires fewer workers but means that each shift only spends one week in five on days.

The same organisation also introduced a new ‘permit to work’ system (safety is crucial)
which gave more responsibility to the production workers. Each change was made for good
reasons but the effect of the two together is that maintenance workers have to wait hours for
their permits, they get frustrated and de-motivated and the state of maintenance at the plant is
poor.

The temptation is to ‘fix’ one or other of the systems so that they get together better. The
chances are that this temptation should be resisted—unless we ask why this situation was
allowed to occur, real change is unlikely.
24
Structures

Structure is the outward form of organisation; an indication of the regularities which arise
when groups of people get together in pursuit of a common purpose. Structures will
inevitably emerge from the interactions between individuals—these people will usually work
together; this one will usually adopt a leadership role; these will perform some functions,
those will perform others; this group will have more status and power than that; and so on.

Yet although structure will always emerge, in modern organisations it is usually imposed
from ‘outside’. A conscious decision is made: perhaps to move from a hierarchy to a matrix;
or from functional divisions to process-focused work teams.

Traditional ‘expert’ consultants are often very skilled at suggesting appropriate structures for
different kinds of organisation in particular environments. Vast sums were expended (and
often still are) in creating new structures. How often these projects deliver value for money
must be questioned—indeed, it can be argued that one of their primary functions is to provide
a mechanism to help managers deal with anxiety in organisational life (Hirschhorn & Barnett
1993).

Organization

Organisation is the most fundamental aspect of a business, charity, public service or any other
goal-directed collection of people. My current working definition of an organisation is a co-
creating pattern of relationships. The outward manifestation of organisation is what is often
known as culture. I will just briefly look at the three key terms in the definition in a little
more detail:

Relationships

The notion of relationship is core to this view of organisation, which owes much to the work
of Maturana & Varela:

Organization denotes those relations which must exist among the components of a system for
it to be a member of a specific class. (1987:47)

25
The relationships in human organisations are those which exist moment to moment between
the people who are ‘members’ of the organisation and also between them and those who are
in the ‘environment’ of the organisation. (I therefore do not see human organisations
as autopoetic as I understand Maturana and Varela’s use of the term.)

Pattern

I use the word ‘pattern’ to indicate that although the way the networks of relationships occur
is completely unpredictable at the micro level there are nevertheless some regularities and
consistencies.

The metaphor of the whirlpool may help here. From the point of view of an individual water
molecule all is change and progress—it enters the whirlpool at a specific place (the source),
moves from outside to inside in a way which is sometimes orderly and sometimes turbulent
and finally exits into another relatively calm environment (the sink). Technically, the
whirlpool is a chaotic system and it is not possible to predict the trajectory of an individual
molecule.

To the outside observer the whirlpool seems to present a relatively stable and recognisable
pattern. Not only can we recognise a whirlpool if we see one but any particular whirlpool has
features which persist over time (the Great Red Spot in Jupiter’s atmosphere is a good
example).

Co-creating

It is crucial to recognise that the patterns of relationship which make up organisation are not
designed or imposed from ‘above’ or ‘outside’; they are co-created by all the other
conversations and interactions which are occurring. Patterns may have a degree of stability
but they too are both influenced and influencing in this continuous dance of change.

Changing the Patterns

Change in the patterns of organisation - 'culture change', as it is often called - is not a simple
or predictable process. I believe that cultural patterns are emergent, the result of thousands of

26
individual local-level interactions and that although they can be influenced, these patterns are
remarkably resistant to change

References

Bak, Per 1997, How Nature Works: The Science of Self-Organized Criticality, Oxford:
Oxford University Press.

Dannemiller, Kathleen et al 2000, Whole-Scale Change: Unleashing the Magic in

Organizations, San Francisco: Berrett-Koehler.

Denning, Stephen 2001, The Springboard: How Storytelling Ignites Action in Knowledge-
Era Organizations, Boston: Butterworth-Heinemann.

Hammer, Michael and Champney, James 1995, Reengineering the Corporation: A Manifesto
for Business Revolution, revised edition, London: Nicholas Brealey.

Hirschhorn, Larry and Barnett, Carole K. 1993, The Psychodynamics of Organizations,

Philadelphia: Temple University Press.

Holland, John H. 1998, Emergence: From Chaos to Order. Reading, Mass: Helix.

Kauffman, Stuart 1996, At Home in the Universe: The Search for Laws of Complexity.
Harmondsworth: Penguin.

Kübler Ross, Elisabeth 1973, On Death and Dying: What the Dying Have to Teach Doctors,
Nurses, Clergy, and Their Own Families, London: Tavistock.

Maturana, Humberto and Varela, Francisco 1987, The Tree of Knowledge: The Biological
Roots of Human Understanding, London: Shambala.

NEW INSIGHTS ON ORGANIZATIONAL CHANGE

Published in Organizations & People Vol. 7 No 2; May 2000 pp 2-9. This article also appears
in Organizational Culture: An Introduction, edited by Nasreen Taher, Hyderabad: ICFAI
University Press, 2005, pp 82-92.

27
Introduction

There are many approaches to culture and even more definitions. Kroeber & Kluckhohn in
their classic review of culture (1952) report 156 different definitions, which they arrange
under six different generic headings. In the years since they wrote many other definitions
have been attempted and still there is no consensus.

Indeed the whole notion of a definition of culture may be unhelpful since it may lead us to
think of culture as a ‘thing’ or a state which ‘belongs’ to an organisation. This view is seen in
those models which try to distinguish different ‘types’ of organisational culture. One of the
best known is that developed by Roger Harrison (Harrison & Stokes 1992) who writes of
cultures as being characterised by ‘Power’, ‘Role’, ‘Achievement’ or ‘Support’. Charles
Handy developed this idea in a slightly different way in his Gods of Management (1995) with
‘Club’ (Zeus), ‘Role’ (Apollo), ‘Task’ (Athena) or ‘Existential’ (Dionysus).

Although these approaches can be useful I feel that they tend to encourage a rather
mechanical view of culture change. For example, the Harrison & Stokes diagnostic invites
you to score both existing culture and preferred culture suggesting that once you know where
you want to go it is possible to work out a way to get there.

Of course, this is the conventional approach to culture analysis summarised by Wilkins &
Patterson (1985) as:

Where do we need to be going strategically as an organisation?

Where are we now as a culture?
What are the gaps between where we are as a culture and where we should be?
What is our plan of action to close those gaps?

This classical OD approach is based on two assumptions. Firstly, that organisations are
usually, and preferably, in one state or another. This notion was best expressed in Kurt
Lewin’s famous ‘unfreeze—change—freeze’ model; implying that the change process
requires us to somehow shake the organisation out of its current equilibrium so that we can
change it while it is unstable and then let it settle into a new equilibrium state closer to our
ideal. And here is the second belief—that, somehow, we can make organisations change; that
by effective analysis, proper planning and appropriate action we can guarantee an outcome.

28
Yet this conventional wisdom, espoused by so many managers and consultants, needs to be
challenged. It seems to me that the evidence for it is extremely thin—we all know that most
change programmes have little lasting radical effect. So perhaps it’s time to look for some
alternative perspectives which might offer another approach.

Culture as emergence

According to the anthropologist Mary Douglas, culture is not a static ‘thing’ but something
which everyone is constantly creating, affirming and expressing. She writes about, "…the
admonitions, excuses, and moral judgements by which the people mutually coerce one
another into conformity." (Douglas 1985:xxiii) In this view culture is not imposed from
outside but exposed from within; any programme which attempts to change culture in a
planned way is likely to miss the mark.

Indeed, as Douglas observes, "…the central issue is not cultural change. The amazing thing
that needs to be investigated is cultural stability, whenever and wherever it is found."
(1985:xxii). If culture is being created all the time by everybody how is it that we sense it as
reasonably stable? I think that we can now begin to answer Douglas’ question by using some
of the insights of complexity theory, in particular by looking at emergence. Indeed my own
working definition of culture contains this as a key word:

Organisation culture is the emergent result of the continuing negotiations about values,
meanings and proprieties between the members of that organisation and with its environment.

In other words, culture is the result of all the daily conversations and negotiations between
the members of an organisation. They are continually agreeing (sometimes explicitly, usually
tacitly) about the ‘proper’ way to do things and how to make meanings about the events of
the world around them. If you want to change a culture you have to change all these
conversations—or at least the majority of them. And changing conversations is not the focus
of most change programmes, which tend to concentrate on organisational structures or reward
systems or other large-scale interventions.

The cultural web

A model of culture, developed by Jerry Johnson (Figure 1), may help to explain the
difference between the two approaches.
29
Johnson calls his model the ‘cultural web’ though I must admit that it reminds me more of a
flower than a web. The paradigm in the centre is the set of core beliefs which result from the
multiplicity of conversations and which maintains the unity of the culture. The ‘petals’ are
the manifestations of culture which result from the influence of the paradigm.

Most change programmes concentrate on the petals; they try to effect change by looking at
structures, systems and processes. Experience shows us that these initiatives usually have a
limited success. A lot of energy (and money) is put into the change programme, with all the
usual communication exercises, consultations, workshops, and so on. In the first few months
things seem to be changing but gradually the novelty and impetus wears off and the
organisation settles back into something like its previous configuration. The reason for this is
simple, though often overlooked—unless the paradigm at the heart of the culture is changed
there will be no lasting change.

Practical implications

The focus of organisational change interventions moves away from ‘planning change’ and
onto ‘facilitating emergence’. If we are looking to help a new paradigm emerge we need a
new way to think about the role of the change agent—whether external consultant or internal
OD specialist. We need a new metaphor.

30
One possibility is change agent as ‘midwife’. It seems to work reasonably well: the good
midwife develops a personal relationship with the pregnant woman; she recognises the
uniqueness of each encounter, treating the woman as a living being not a machine; she knows
that birth should not be forced but assisted; she understands the importance of
working with the body’s natural processes.

Most change agents seem to have a much more mechanical view of themselves—how can
you be a good consultant, how can you re-engineer or fix an organisation, if you don’t have a
full ‘tool kit’? This is the complement of the prevailing metaphor of ‘organisation as
machine’ which has been around since the time of Taylor and Fayol (Morgan 1997). It
implies that the change agent can stand outside the system, diagnose and understand its
working parts and then intervene to redesign it to operate in a more effective way. The
midwife metaphor, on the other hand, has the merit of seeing the organisation as a complex
self-organising entity to be worked with rather than worked on. But it does not go far enough;
it still places the change agent outside the system. The complex systems approach invites us
to work in the system, to give up the illusion that we can comprehend its complexity and to
adopt more modest aims.

One approach is that adopted by Patricia Shaw and Bill Critchley (Shaw 1997). They choose
to work both formally and informally in organisations helping people have conversations
which they might otherwise not have had. There is no linear plan of campaign; instead they
work towards helping the organisation become ready for its own transformation. In Bak’s
terms they help to remove barriers and open up channels so that the system can self-organise
to a critical configuration, where change becomes possible.

Conclusions

I have covered a lot of ground in this article and there is much more to say on many of the
topics. My aim is to open some avenues for thought and exploration rather than to present
finished work. Nevertheless I believe that by adopting a complexity perspective we can look
at organisational culture and change in completely different ways. We start to realise that
organisations cannot be changed according to plan or desire; instead the best we can do is to
try to build new connections and relationships so that a process of self-organisation can take
place. Then it is just a question of waiting and trying to make sure that the forces for stability
do not move it away from the critical state (actually, I believe that it is possible to influence
31
the outcome even though one cannot determine it, but that is another article). We also come
to see that the best place for the change agents to be is within the system; working from
outside is likely to be far less effective.

This is such a different way of working that it is hard for both clients and consultants.
Consultants have been used to offering apparently rational approaches to change which
satisfy clients’ needs for certainty and assurance. The complexity consultant cannot do this
and it takes a brave client to be prepared to accept that a complexity approach actually offers
a better chance of a favourable outcome than a conventional mechanical proposal. It’s also
scary for the consultant. The old check lists and prescriptions have gone, to be replaced by
intuition and creativity. You can end up feeling very exposed and inadequate but when it
works it feels great! I urge you to give it a try.

References

Bak, Per (1997) How Nature Works: The Science of Self-Organized Criticality. Oxford:
University Press.

Capra, Fritjof (1997) The Web of Life: A New Synthesis of Mind and Matter. London:
Flamingo.

Dooley, Kevin J. & Van de Ven, Andrew H. (1999) "Explaining Complex Organizational
Dynamics" Organization Science Vol. 10, No. 3 May-June pp. 358-372.

Douglas, Mary (1985) "Introduction" in Jonathan L. Gross & Steve Rayner, Measuring
Culture: A Paradigm for the Analysis of Social Organization. New York: Columbia
University Press.

Geertz, Clifford (1973) The Interpretation of Culture. New York: Basic Books.

Handy, Charles (1995) Gods of Management: The Changing Work of Organisations. London:
Arrow.

Harrison, Roger & Stokes, Herb (1992) Diagnosing Organizational Culture. San Francisco:
Pfeiffer.

32
 CREATIVITY IN ORGANIZATIONS: AN EMERGENT PERSPECTIVE:

Richard Seel, April 2005

More and more organisations are realising that creativity is essential. Whether it is new
product development, provision of innovative services or fundamental creative change
resulting in a new, more adaptive, culture, harnessing creativity is the key to organisational
performance and success in an ever-changing environment. In this article I will explore
creativity as an emergent phenomenon, asking what an organisation might do to help foster
and facilitate the creative process. I will illustrate my thesis both by looking at my experience
in a creative organisation par excellence: the British Broadcasting Corporation.

After I left college I joined the BBC as a trainee assistant film editor. For the next six years I
spent every working day watching a variety of talented film editors and directors creating
films for the BBC. For the next fourteen years I watched myself doing the same thing. I will
argue that the creative process has something to tell us about emergence and also that the
culture in the BBC—certainly in the sixties to eighties—operated in a way which was very
supportive of emergent creativity.

Complexity

Over the last thirty years there has been an increasing awareness that nature is rarely simple
—at least in the sense of being predictable and linear. We have come to realise that small
causes may have large effects (and vice versa) and that simple actions may have
unpredictable and surprising consequences. Both Lewin (1993) and Waldrop (1993) offer
accessible introductions to the development of complexity studies, especially as practiced at
the Santa Fe Institute in New Mexico. Since then there has been a mushrooming of studies
and yet our understanding is still very far from complete.

The systems studied at Santa Fe and other centres usually consist of large assemblies of
simple ‘agents’. These agents interact with one another according to small sets of simple
rules. Yet, despite this double dose of simplicity, the results of the interactions are both
surprising and unpredictable.

Human systems have several more levels of complexity than the basic complex adaptive
systems about which we have now learned so much. The ‘agents’—people—are actually very
33
complex systems in their own right and their interactions are not governed by simple rules
(though we can sometimes make useful models by assuming that there might be such rules).

Human beings have intentionality; they can decide to ignore the rules or to make up new
ones. Individuals behave unpredictably and getting consensus can be almost impossible in
some circumstances. Yet human systems display many of the properties of complex systems.
In particular, coherent patterns of behaviour can arise from the apparently idiosyncratic
interactions of random individuals. This property of complex systems is perhaps the most
significant of all: the seeming inevitability of the appearance of new and unpredictable
patterns—a phenomenon known as emergence.

Emergence

[Emergence is] the process by which patterns or global-level structures arise from interactive
local-level processes. This “structure” or “pattern” cannot be understood or predicted from
the behavior or properties of the component units alone. (Mihata 1997:31)

Jeffrey Goldstein (1999) offers a helpful introduction to the notion of emergence and shows
that the term was first used as long ago as 1885 by the English philosopher G. H. Lewes.
Emergence is the key property of complex systems, yet still remains mysterious in many
ways. Emergence cannot be planned or predicted, controlled or coerced; like the slippery eel,
as soon as we try to grasp or master it, it will slip out of our reach. Yet emergence does not
seem to be a completely random thing; there are times when it seems more likely than others
and many people have struggled to cone up with some sense of the conditions which must be
present before emergence can occur.

Drawing on much of this work, I have come up with a tentative list of pre-conditions for
emergence in human systems. My work is particularly focused on organisational life: those
patterns of meaning and commitment which swirl and dissipate minute-by-minute without
ceasing. The effectiveness of these conversations is, in large part, a measure of the
effectiveness of the organisation. If the conversations are rich, diverse and unconstrained
there is the possibility of creative and adaptive change. If not, the organisation will be
doomed to repeat itself until it is so far out of alignment with its environment that it will die.
So, in brief, here is a list of some of the things which seem to me to be important in
facilitating emergence in organisations (see also Seel 2002):

34
 Connectivity—emergence is unlikely to occur in a fragmented world.
Diversity—if there is not enough diversity in the system if will be hard for different
patterns to emerge.
Rate of information flow—either information overload or too little information flow can
make emergence unlikely.
Lack of inhibitors—inappropriate power differentials, too much anxiety or threats to
identity can all inhibit emergence.
Good constraints to action—effective boundaries can enhance the possibility of emergence.
Positive intention—a clear sense of purpose can influence the chances of emergence
occurring.
Quality of Interaction—research by Marcial Losada (Losada & Heaphy 2004) suggests that
emergence is more likely to occur if there are significantly more positive than negative
interactions within a group or team.
Watchful anticipation—a period of expectant waiting is often necessary to facilitate
emergence.
Conclusions

The study of emergence in complex systems offers us a useful perspective from which to
consider creativity and the conditions which can foster creativity. Both theory and the BBC
practice suggest that creativity may be best fostered by creating fairly tightly connected
communities of practice (Wenger 1998), connected by a number of distant ties between
communities. Ensure that your culture encourages diversity of opinion, approach and attitude;
enable a good mix of competition and collaboration in the dissemination of ideas. Encourage
an egalitarian empowered approach but make sure that the boundaries are clear and explicit.
Have clearly stated goals, ideally expressed in the form of stories, but hold these lightly so
that they can stimulate rather than inhibit emergence. Work towards a positive and energetic
set of interpersonal relationships; encourage space and time for play. And do not strive for
too much efficiency—by removing the possibility of unproductive downtime you also
remove waiting time and lose the opportunity to wait for form.

References

Barabási, Albert-Laszló 2002, Linked: The New Science of Networks, Cambridge, Ma:
Perseus Publishing.

35
Frost, Robert 2002, The Poetry of Robert Frost: The Collected Poems, New York: Henry
Holt & Co

Goldstein, Jeffrey 1999, “Emergence as a Construct: History and Issues”, Emergence 1:1, pp
49-72.

Kauffman, Stuart 1996, At Home in the Universe: The Search for Laws of Complexity.
Harmondsworth: Penguin.

Lewin, Roger 1993, Complexity: Life on the Edge of Chaos, London: Phoenix.

Mihata, Kevin 1997, “The Persistence of ‘Emergence’” in Raymond A. Eve, Sara Horsfall &
Mary E. Lee (eds), Chaos, Complexity & Sociology: Myths, Models & Theories pp 30-38,
Thousand Oaks, Ca: Sage.

36
 CHAPTER
III

CHAPTER III

DATE ANALYSIS AND INTERPRETATION:

TABLE NO: 3.1
Understanding organization mission and vision

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 18 36
2 AGREE 22 44

37
3 NEUTRAL 10 20
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 36% of the respondent strongly agrees that they have a
clear idea of organization mission and vision, followed by 44 % of respondent who agreed,
followed by 20 % of respondent are neutral.

CHART NO: 3.1

Understanding organization mission and vision

TABLE NO: 3.2

Tracking the progress

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

38
1 STRONGLY AGREE 7 14
2 AGREE 28 56
3 NEUTRAL 8 16
4 DISAGREE 7 14
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 14% of the respondent strongly agrees that they track
their performance with the organization goal, followed by 56 % of respondent who agreed,
followed by 16 % of respondent are neutral, and 14% of the respondents slightly disagree.
CHART NO: 3.2

Tracking the progress

TABLE NO: 3.3

Involvement in work

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 50 100

2 AGREE 0 0
3 NEUTRAL 0 0
39
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 100% of the respondent are highly involved in their work.

CHART NO: 3.3

Involvement in work

TABLE NO: 3.4

Relationship with other employee

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 32 64
2 AGREE 18 36
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100
40
INFERENCE
From the above table it is clear that 64% of the respondent strongly agrees that they have a
smooth relation with other employee, followed by 36% of respondent just agreed.
CHART NO: 3.1.4

Relationship with other employee

TABLE NO: 3.5

Utilization of skills and ability

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 27 54
2 AGREE 14 28
3 NEUTRAL 9 18
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE

41
From the above table it is clear that 54% of the respondent strongly agrees that their skills
and ability are effectively utilized by the organization, followed by 28% of the respondent
who agrees, and 18 % of the respondent are neutral.

CHART NO: 3.5

Utilization of skills and ability

TABLE NO: 3.1.6

Consultation with the employee

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 12 24
2 AGREE 17 34
3 NEUTRAL 15 30
4 DISAGREE 6 12
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 24% of the respondent strongly agrees that the
management takes decision after asking the suggestion from the employees, followed by 34%

42
of the respondent just agrees, followed by 30% of the respondent are neutral, and 12% of the
respondent disagrees.

CHART NO: 3.6

Consultation with the employee

TABLE NO: 3.7

Strong value for employee suggestion

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 10 20
2 AGREE 34 68
3 NEUTRAL 6 12
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 20% of the respondent strongly agrees that there is a
strong value for the employee suggestion, followed by 68% of the respondent just agrees,
followed by 12% of the respondent are neutral.

CHART NO: 3.7

43
Strong value for employee suggestion

TABLE NO: 3.8

Solving of problem

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 38 76
2 AGREE 12 24
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 76% of the respondent strongly agrees that the
management takes decision for any problem in a justified manner, followed by 24 % of
respondent who just agreed.

CHART NO: 3.8

Solving of problem

44
TABLE NO: 3.9

Response for organizational change

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 23 46
2 AGREE 19 38
3 NEUTRAL 8 16
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 46% of the respondent strongly agrees that there is a
response for any organizational change, followed by 38 % of respondent who just agreed,
followed by 16 % of respondent are neutral.
CHART NO: 3.9

Response for organizational change

45
TABLE NO: 3.10

Adaptation of new work style:

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 50 100

2 AGREE 0 0
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 100% of the respondent strongly agrees that they adopt
new work style.

CHART NO: 3.10

Adaptation of new work style:

46
TABLE NO: 3.11

Improving of skills and ability

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 41 82
2 AGREE 9 18
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 82% of the respondent strongly agrees that they can
improve their skills and ability, followed by 18 % of respondent who just agreed.
CHART NO: 3.11

Improving of skills and ability

47
TABLE NO: 3.12

Employee respect in organization

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 50 100

2 AGREE 0 0
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 100% of the respondent strongly agrees that they have
respect in the organization and they maintain a dignity.

CHART NO: 3.12

Employee respect in organization

48
TABLE NO: 3.13

Rewards and performance appraisal

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 38 76
2 AGREE 12 24
3 NEUTRAL 0 0
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 74% of the respondent strongly agrees that there is a
performance appraisal and rewards for the best employee, followed by 24 % of respondent
who just agreed.
CHART NO: 3.13

Rewards and performance appraisal

49
TABLE NO: 3.14

Management assistance and suggestion

S.NO OPINION NUMBER OF PERCENTAGE

RESPONDENT

1 STRONGLY AGREE 31 62
2 AGREE 17 34
3 NEUTRAL 2 4
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 50 100

INFERENCE
From the above table it is clear that 62% of the respondent strongly agrees that there is a
assistance and guidelines from the organization, followed by 34 % of respondent who just
agreed, followed by 4 % of respondent are neutral.

CHART NO: 3.14

Management assistance and suggestion

50
STATISTICAL TOOL:

3.2 CHI-SQUARE:
TEST-1
The following table shows the cross tabulation of Tracking of performance with organization
goals with their Age.

TABLE NO: 3.15

Tracking_of_progress * Age Crosstabulation

Age

25-30 31-40 41-50 Above 50 Total

Tracking_of_progress Strongly agree Count 0 0 4 3 7

Expected Count 2.4 2.2 1.5 .8 7.0

Agree Count 5 13 7 3 28

Expected Count 9.5 9.0 6.2 3.4 28.0

Neutral Count 5 3 0 0 8

Expected Count 2.7 2.6 1.8 1.0 8.0

Disagree Count 7 0 0 0 7

Expected Count 2.4 2.2 1.5 .8 7.0

Total Count 17 16 11 6 50

Expected Count 17.0 16.0 11.0 6.0 50.0

51
For chi-square test,
H0: Null Hypothesis
There is no relationship between the Age and the Performance tracking of the employees.

H1: Alternative Hypothesis

There is relation between the Age and the Performance tracking of the employees.

TABLE NO 3.16
Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 36.520a 9 .000

Likelihood Ratio 41.764 9 .000

Linear-by-Linear Association 23.544 1 .000

N of Valid Cases 50

a. 13 cells (81.3%) have expected count less than 5. The minimum

expected count is .84.

From the above chi-square test tabulation

Calculated value = 38.520

Tabulated value = 16.92

• Since the calculated value (38.520) is greater than tabulated value (16.92), H0 is
rejected, H1 is selected.

• So there is relationship between the Age and the Performance tracking of the
employees.
52
3.3 CORRELATION
The following shoes the Correlation of Experience of employee with the performance
tracking of employees.

TABLE NO 3.17
Tracking of performance * Experience of the employee Crosstabulation

Count

Experience of the employee

Less than 2 Between 2 - 6 Between 6 -

yrs yrs 10 yrs Above 10 yrs Total

Tracking of Strongly agree 2 3 2 0 7

performance Agree 11 8 4 5 28

Neutral 3 1 4 0 8

Disagree 1 3 2 1 7

Total 17 15 12 6 50

For correlation

H0: Null Hypothesis

There is no relationship between the Age and the Performance tracking of the employees.

H1: Alternative Hypothesis

There is relation between the Age and the Performance tracking of the employees

53
 TABLE NO 3.18
Correlations

Tracking of Experience of
performance the employee

Tracking of performance Pearson Correlation 1 .109

Sig. (2-tailed) .449

N 50 50

Experience of the Pearson Correlation .109 1

employee Sig. (2-tailed) .449

N 50 50

From the above correlation table

• The outcome of the correlation of Experience of the employee and their Tracking of
performance r = 0.109 which is a perfect positive value.
• H0 is rejected and H1 is accepted.
• So there is relationship between the Experience of the employee and their tracking of
performance.

54
CHAPTER IV

55
CHAPTER IV
SUMMARY AND CONCLUSIONS

4.1 FINDING
 From the percentage analysis it is found that, nearly 36% of the respondent strongly
agrees that they have a clear idea of organization mission and vision, followed by 44
% of respondent who agreed, followed by 20 % of respondent are neutral.
 From the percentage analysis it is found that, nearly 14% of the respondent strongly
agrees that they track their performance with the organization goal, followed by 56 %
of respondent who agreed, followed by 16 % of respondent are neutral, and 14% of
the respondents slightly disagree.
 From the percentage analysis it is found that, 100% of the respondent are highly
involved in their work
 From the percentage analysis it is found that, nearly 64% of the respondent strongly
agrees that they have a smooth relation with other employee, followed by 36% of
respondent just agreed.
 From the percentage analysis it is found that, nearly 54% of the respondent strongly
agrees that their skills and ability are effectively utilized by the organization, followed
by 28% of the respondent who agrees, and 18 % of the respondent are neutral.
 From the percentage analysis it is found that, nearly 24% of the respondent strongly
agrees that the management takes decision after asking the suggestion from the
employees, followed by 34% of the respondent just agrees, followed by 30% of the
respondent are neutral, and 12% of the respondent disagrees.
 From the percentage analysis it is found that, nearly 20% of the respondent strongly
agrees that there is a strong value for the employee suggestion, followed by 68% of
the respondent just agrees, followed by 12% of the respondent are neutral.

56
 From the percentage analysis it is found that, nearly 76% of the respondent strongly
agrees that the management takes decision for any problem in a justified manner,
followed by 24 % of respondent who just agreed.
 From the percentage analysis it is found that, nearly 46% of the respondent strongly
agrees that there is a response for any organizational change, followed by 38 % of
respondent who just agreed, followed by 16 % of respondent are neutral
 From the percentage analysis it is found that, 100% of the respondent strongly agrees
that they adopt new work style.
 From the percentage analysis it is found that, nearly 82% of the respondent strongly
agrees that they can improve their skills and ability, followed by 18 % of respondent
who just agreed.
 From the percentage analysis it is found that, 100% of the respondent strongly agrees
that they have respect in the organization and they maintain a dignity.
 From the percentage analysis it is found that, nearly 74% of the respondent strongly
agrees that there is a performance appraisal and rewards for the best employee,
followed by 24 % of respondent who just agreed.
 From the percentage analysis it is found that, nearly 62% of the respondent strongly
agrees that there is assistance and guidelines from the organization, followed by 34 %
of respondent who just agreed, followed by 4 % of respondent are neutral.

57
4.2. SUGGESTION
 The organization should make its employee to understand about its Mission and
Vision and also about the various goals. The organization culture is an important
factor which lies for the growth and the improvement of the organization and also for
the employees.
 The organization must effectively use the employee’s skills and abilities to have a
good overall performance of the organization. Effective using of skills will improve
the organization standard and also help in the growth of the employee.
 Before taking any decision the management should consider the suggestions of the
employees so that there will be a smooth relation between the management and the
employees.
 The overall view is that, the organization is having effective organization culture
which is been clear from the above feedback. There are some small improvements
which the organization should take for the effective growing of the organization.
 There is a good response from the employee for any organizational culture change. So
if there is any change, that should be more effective than the present culture.

58
4.3 CONCLUSION
This study was designed to find out how the organization culture plays an important role in
the organization and also in the behaviour of the employees. This will have a great impact on
its employees and make them to behave in a justified manner. So this concept plays an
important role in the organization.
Nowadays all the organizations are very concern about their culture and the various goals.
Effective planning will help them to achieve these goals. This organization culture has got
great important only few decades back. The organization has started showing importance to
its employees, where in olden days there was no importance.
From the study it is analysed that the culture followed in the BAJAJ Autos is more effective
and there are importance for the employees, which routed them to achieve this position. So
this organizational culture is a broad concept and all the organization should implement it to
have effective growth.

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APPENDICES:
A STUDY ON THE ORGANIZATIONAL CULTURE AND ITS IMPACT ON
EMPLOYEE’S BEHAVIOUR
PERSONAL INFORMATION
NAME:
DESIGNATION:
DEPARTMENT:
QUALIFICATION:

EXPERIENCE: LESS THAN 2 YRS 2-6 YRS 6-10 YRS ABOVE 10 YRS
GENDER: MALE FEMALE

AGE: 25-30 31-40 41-50 Above 50 yrs

MARITAL STATUS: Married Unmarried

1. I have a clear idea about my organization mission and vision

o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
2. I continuously track my progress against the organization goals
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
3. I have a high involvement in my work
o Strongly agree
o Agree

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 o Neutral
o Disagree
o Strongly disagree
4. I maintain a good relationship with the other employees
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
5. My skills and ability are utilized effectively by the company
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
6. The higher authority will have a consultation with the employees before taking any
decision
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
7. The higher authority believe that there is a strong value for employees suggestion
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
8. If there any conflict occurs the management solve the problem in a justified manner
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
9. There is a good response for any organizational changes
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
10. I continuously adopt new and improved ways to do my work
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

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11. There is a great opportunity for me to improve my skills and abilities in the
organization
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
12. The management treat all employees with respect and dignity
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
13. The management provides rewards and appraisal for the employee who has done an
outstanding performance.
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
14. If there is any problem faced by the employee, the management provide more
assistance and suggestions
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
15. Suggestion

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BIBLIOGRAPHY

• www.google.com
• www.bajajautos.com
• Research Methodology – 2002 Edition – C.R.Kothari Publications

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