a study on work culture

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A STUDY ON WORK CULTURE

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CHAPTER - IINTRODUCTION

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INTRODUCTION

Work culture is one of the most important aspects in any organization.

The work culture is very important and vital because of the fact that it

improves production and enhanced work culture in the organization helps to

survive the increasingly competitive domestic as well as global markets. It

refers to the employees opinion on Flexi timings, Superior- subordinate

relationship and the nature of work. Work is a source of sustenance to human

beings. The environment where the person works has a lot of effect on the

efficiency and effectiveness. In a laymans language we can call this

environment along with the processes working in it as Work Culture

DEFINITONS:

According to R.S Mani, in the book Human behavior at work, by M.G.Rao,

(1993)defines work culture as:

Work culture is defined as the rules/ regulations, polices/ practices,

traditions / rituals and values / beliefs of the organization

Edgar.H. Schein defines work culture in the book Human behavior at work

by M.G.Rao, (1993)2, as:

The work culture of an organization is a product of its history, traditions,

values and vision.

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A Pattern of basic group assumptions that has worked well enough to be

considered valid and therefore, it is taught to new members as the correct

way to perceive, think and feel

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THE CONTEXT / MEANING OF WORK CULTURE

Jai.B.Psingh, (1990) has defined the concept and meaning of work culture in

the book Work culture in Indian context as:

The work related activities and the meanings attached to such activities in

the framework of norms and values regarding to work. These activities,

norms and values are generally conceptualized in an organization. An

organization has its boundaries, goals and objectives, technology managerial

practices, material and human resources as well as constraints. Its employees

have skills, knowledge, needs and expectations. The two sets of factors

organizational and organism interact and overtime establish roles, norms and

values pertaining to work. It is the totality of levels of interacting factors

around the focus concerns for work culture

WORK CULTURE AT FOUR LEVELS:

Jai.B.P.Singh, (1990) describe the following four levels of work

culture as;

Organizational goals and objectives and the way they are perceived

and reacted to by the employees: The work culture can be assessed by

knowing whether the goals and objectives of the organization are

aware to the employees and also the way they perceive it and react to

the goals of the organization

Technology of an organization, its structure, work forms, financial

position etc: The type of technology used in the organization, the

structure of the organization whether it is vertical or horizontal, the

financial background of the organization etc.

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Social groups, norms, values, power structure, role relations etc: The

different social groups in the organizations, its functioning, the norms

and values followed by the members, the power structure and thevarious role relations between the employees in the organization.

Work behaviour and work related activities: The behaviour pattern

followed in the organizations among the employees and also the other

work related activities like the discipline, timings and nature of the

work.

KINDS OF WORK CULTURE:

Jai.B.P.Singh, 1990describes the kinds of work culture in the book Work

culture in Indian context as follows:

Work and organizational cultures are subsets of the larger societal culture.While each organization has its own work culture, two patterns are distinct:

soft and synergetic representing the extremes of a broadly conceived

continuum of work.

1. Soft work culture means that everybody in the organization is

complacent enough and the motivation level of the employees to do

something new is very less. The Soft work culture is not a desirable

state of an organization

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2. Synergetic work culture: Its social cultural values are utilized to

mobilize and motivate manpower. Synergetic organizational culture

believes in rewarding for hard work recognizes merit and gives due

importance to work.

If the organizational culture is conductive to excellence at work, high

productivity, and the efficiency of work in employees life span and a high

quality of work life, the organization is said to have a work- conducive

culture.

If an organizations enforces strong work norms, maintains strict discipline

and makes profits, but neglect and exploits its human resources the

organization is said to possess an unethical and work-centric culture. The

employees lack involvement, commitment, and desire to do something

innovative in this kind of culture.

Similarly if an organization neglects the social needs of its employees in

achieving technological excellence, it is said to be working under the

technocratic culture.

The criteria which determines the centrality of work for an individual are job

satisfaction, value addition from the job, peace of mind, working conditions,

up to date technology, superior subordinate relationship, reinforcement

(reward for hard work), status/ prestige associated with the position/

designation, extent of responsibility and freedom for making decisions,

security of job and last but not the least money.

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Work culture changes with the organizational core activity. The work culture

present in heavy industries is significantly different form that existing in

diverse industries like banking, IT, fashion, entertainment and knowledge

based industries.

HISTORIC VIEW OF WORK CULTURE:

According to Jai.B.P.Singh, (1990)describes the historic view of work

cultures follows:

In the west, work culture evolved from the Judeo- Christian traditions, where

work was negatively viewed, where work was presented as a calling, to the

post industrial world view, where the concept of work being liberated from

the confines of employment and redefined as those activities which are

societically useful and personally Self- realizing. Work role compared to the

changed circumstances with the other life roles (such as family and leisure).

While the industrial revolution was a catalyst for the Protestian ethic,

material affluence and information technology seem to lead to new ways of

looking at work culture in the post-industrial era.

IMPORTANCE OF WORK CULTURE:

Jai.B.P.Singh, (1990) describe the importance of work culture as

follows:

Work culture has to be imbibed and developed. A good work culture is where

employees are prepared to take up new/ modified tasks and ensure that the

same are completed as per schedule. A good work culture involves the

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organization creating a climate where employees are anxious to work and

complete the task and the employees ensure that the working hours are very

devoted towards the organizational work.

Culture is the software of the mind

Societical culture is an important aspect of an organizations

environment

External culture: that determines the work culture is the following:

Acceptable behaviour for an organization

Acceptable behaviour for individuals

Internal culture:

Who will be hired

How individual behave within the organization

Whether an organization achieves its goals

Internal culture:

1. The value and the beliefs shared among the employees of an

organization

2. As within the national culture, this determines acceptable and

unacceptable behavior.

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FOUR MODELS FOR WORK CULTURE:

M.G.Rao, (1993) indicates the four models of work culture as follows:

Preparing work place success:

1. Understanding who they are and what they do:

We believe that the models are helpful for determining options within the

work environments but can never be literally transposed between one

environment and another and emdashnor should they be. Each company

reflects as an individual does, unique characteristic, which require unique

responses form the company ownership. When a college hires a new faculty

member, it is to the college that the faculty understands the student needs,

services available in the campus, the funding system and more, likewise,

when working with the clients it is important to understand their motivation

and how their system work. For E.g. is the company in a growth mode? If so,

they may value speed, efficiency, and recruiting. Training may be a strong

value. Alternatively, if the company is undergoing an internal transition like

ISO certification, then the documentation becomes important process with

details and accuracy is magnified.

2. Flexibility:

Business is constantly changing. Part of serving industry is the ability to meet

its ongoing demands. A company may have new management, be undergoing

a merger, or it may have adapted a new training programme. This means that

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a company may call on Monday for training they would like to offer on

Friday. They may delay or adjust class schedules four to six times based upon

the production needs or customer demands. In addition personnel changes

happen regularly within industry, so building and rebuilding relationships is

critical.

3. All workplace education is outcome based:

Most of the training is provided because of a clear and evident need. The

workplace often requests the instructor/ consultants experience in designing

training outcomes. Employees are paying for results, and if they arent

being delivered they will look elsewhere.

4. Commitment to individual and collective success:

Industry is often portrayed as an evil entity, which uses and victimizes

people. The employer often pays education within the workplace, so they

have a high commitment to the individual and the teams success within the

learning process. Washington is experiencing a low employment cycle.

Within the environment, many employers are investing heavily in the

education of their workforce.

WORK CULTURE IN INDIAN CONTEXT:

Jai. B.P.Singh, (1990)while describing the work culture in Indian context

mentions the following:

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Work culture in Indian took a different route. Initially, work performed

as a part of social relationships and occupational differentiations along caste

lines. The British bureaucratized Indian work organizations and polarized the

positions of officers and non- development with the twin goal growth and

social justice. In many organizations, however social drifted into welfare

orientation, which often diluted the salience of growth of the reason may be

the fact that the major share of work in India is still performed in the

agricultural sector, which is more central of the Indian social systems in

India. Hence, a more comprehensive understanding of the Indian social

milieu helps in understanding the work culture in Indian organizations.

Overview of Emergence And Changing Of Work Culture In Indian

Context:

The British were the first to introduce procedures and work methods

were all patterned after the British organization. The preference for

relationship orientation, which requires a superior to be nuturant and the

subordinate to be dependent was never totally erased from the Indian psyche.

The rapid expansion of industrial activities required a large-scale import of

Western technology. And work forms, which were expected to contain

Western work values. The works organizational were put in the service of

national development with the twin goal of growth and social justice. The

developmental roles were not congruent to economic objectives. The climate

in many of the work organizations is still marked by bureaucratization, im-

personalization, political interference, and the ethos of a welfare organization

(more in public sector than in the private sector). With the recruitment of

employees from broader spectrum of the society there has been grater

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penetration of social habits and cultural values into fabric or the work

organization.

The emphasis on equitable distribution of wealth had its roots in the

Indian cultural preference for harmony and sharing of wealth .In highly

heterogeneous and pluralistic social context of India, the condition of the

employees was sought to be improved through building tolerant

organizations with the minimal conflict. However it worked other way as

employees construed these employee friendly policies to meet their personal

and social obligations while neglecting work requirements.

Emerging trends of work culture in Indian Context:

Increasing number of organizations in India is doing away with the

cabin culture. Open office layout ensures greater transparency of operations

and facilitates easier communication among various people in the same

location. This promotes a feeling of oneness and eliminates physical barriers.

There are only a few cabin cubicles, which serve as conference with lesser

disturbances. Another important feature among the organizations is that hey

have begun to lay greater emphasis on teamwork. This fosters we spirit and

can often contribute to synergy which in turn can make the organization more

productive. Organizations have now started to open office system, many

organizations have heading for common canteens, pools etc. This is the

hierarchy for relationships at work are given more informal and self-

dependent ways of getting things done.

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Some Recent Policies in Organizations Affecting The Work Culture:

There is always a policy change taking place in the organization for

achieving the goals of the organization like many organizations have

introduced Voluntary Retirement Scheme (VRS) to downsize (reduce the

employees strength) to reduce cost. This is applicable to mostly ailing

PSUS and private organizations in the brick and mortar sector.

The organizations have come up with an Anti sexual harassment

policy as an initiative to prevent any abuse against the women workforce.

This is one of the policies that reflect the changing status of women in the

workplace of the new economy.

The increasing fluidity of organizational structure and cultures has opened

up opportunities for women who are well informed, well placed and well

organized. This trend is more visible in the urban class with the rural female

population still lagging quite behind. In certain cases, the workingwomen

have proved themselves to be more productive than their male counterparts.

The work environment has become so liberal that even women are staying

late in the night to complete their work. They are interacting continuously

with the male colleagues and discussing with them their family and other

problems. They attend all the official parties and functions, which continue

sometimes, even in the late night. The noticeable point is that they are still

maintaining the traditional and moral values of the society.

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IMPACT OF WORK CULUTRE ON THE SOCIETY AND ITS

MEMBERS:

According to Fred Luthans (2002) with the skyrocketing of the skilled work

force in the new economy industries, consumerism has become quite evident

in the metropolitan cities. Life is becoming more modernized in the

megalopolis. The overwhelming salaries and incentives offered by these

organizations is in line with their philosophy to create and share wealth.

Decision making capability in the social life of an individual has improved

drastically with the decentralization of decision- making process in the

organizations. Similarly, leadership role in the organizations can teach a

person to fight against any social injustice in the personal life. The win-win

climate in these organizations can foster positive attitude in the employees

that help them in being successful in the social life. These claims can be

substantiated by the awareness of the working people living in big cities

about the problems faced by the society and their willingness to take on

initiative to clean the malaise faced by the society

RESEARCH PROBLEM:

In the light of the discussion presented in the preceding pages about the

nature and importance of work culture for organizational well being, it is the

interest of the researcher to have a empirical idea about the prevailing work

culture at the organization and also to study the issues related to it.

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RESEARCH METHODOLOGY

TITLE OF THE STUDY:

"A Study on work culture at Emmett"

AIM:

To analyze and understand the prevailing work culture at Emmett

SPECIFIC OBJECTIVES:

To study the prevailing work culture

To understand the factors that contribute to the work culture

To confirm with the employee's comfort ability with the prevailing

work culture

RESEARCH PROBLEM:

Work culture is an important aspect of every organization. It is

therefore the interest of the researcher to have an empirical idea about the

prevailing work culture at the selected organization and also to study the

issues related to it.

PILOT STUDY:

During the process the researcher had a discussion with the HR

executives there in and solicited their opinion on the various issues related to

the study. Out of the pilot study the researcher decided to conduct a study at

Emmett.

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UNIVERSE AND SAMPLE:

Since the management at Emmett wanted the researcher to focus only on the

management staff for the present stud, they formed the universe for the study.

The management at Emmett did not give the employees details and also did

not provide the details regarding the total number of employees i.e. universe,

as they were considered it to be very confidential, Therefore the researcher

had to adopt a purposive sampling method of taking 10 respondents from

each of the departments of work at Emmett. The details are as follows:

DEPARTMENT NO OF EMPLOYEES

Corp HR 10

Corp IT 10

EG 21 10

EG 24 10

SEPG 10

Internal Automation 10

RESEARCH DESIGN:

As the study attempts to describe the work culture and analyze the

employees comfort ability, the Descriptive design seemed to be most

appropriate and was therefore adopted.

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TOOLS FOR DATA COLLECTION:

The tool used by the researcher for collecting data was a structured

questionnaire. It was prepared in English and had closed ended questions.

The questionnaire method was adopted, as most of the respondents were very

busy during the office hours.

The questionnaire was prepared in keeping the objectives in mind; it was

given to the respondent and collected back at a later date.

CONTENTS OF THE QUESTIONNAIRE:

Contents of the questionnaire are divided into:

a. Personal data of the respondents

b. Focus of Values of the organization

c. Focus on the organizations adherence to work related matters

d. Focus on the organizations role in attending to factors like freedom,

support etc.

e. Focus on the relationship between Top management and the employees

PRE TESTING:

In order to ascertain the validity of the tool of data collection, viz.

questionnaire, a pre testing was done by the researcher with a selected

number of 5 management staff of the organization. This was essential to find

out the parts of the questionnaire, which was lacking perfection and also

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helped the researcher to identify the lacking areas and also modify some parts

of the questionnaire. The exercise done in this regard was very useful for the

researcher to give the final touch towards the questionnaire before putting

into actual study.

DATA COLLECTION:

Data collection was carried out at Emmett in the month of February 2009.All

the 60 questionnaires were distributed to the employees at the work place.

The purpose of the study was explained to them personally by the researcher.

On the whole the respondents were friendly and co-operative.

OPERATIONAL DEFINTION:

For the purpose of the study the following key terms were operationally

defined:

Work culture:

Work culture is defined as the rules/ regulations, policies/ practices, traditions

/ rituals, values/ beliefs of the organization. (R.S.Mani)

Management staff:

All the employees of the organization working in the departments like

EG21,EG24, SEPG, Internal automation, Corp HR, Corp IT in positions like

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System analyst, Software developer, Hr executive etc, other than that of the

workers cadre are considered to be the management staff .

PROCESS OF DATA ANALYSIS:

The statistical package used for the research study is SPSS (Statistical

Package for Social Sciences.) through which the data was first entered and

tabulated .The tabulated data was interpreted to arrive at workable

conclusions. Analysis and interpretation was made to the tabulated data.

LIMITATIONS:

The researcher found it difficult to collect the data from the

respondents as the respondents felt that there was a deviation from

their regular work.

The researcher found it difficult to restrict the respondents by

discussing with each other, which influenced the respondents original

opinion about the study.

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CHAPTER - II

REVIEW OF LITERATURE

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REVIEW OF LITERATURE

Influence of Indian National Culture on Organizations

National Culture can be defined as the collective programming of a group

of people with common experiences, such as political and educational

systems, at the national level referred to as Software of the Mind by

Hofstede. Hofstedes value dimension is a common approach for

operationalizing national culture in terms of values.

Hofstedes Five value dimensions of National Culture are:

Individualism-Collectivism

Power Distance

Masculinity- Femininity

Uncertainty Avoidance

Long Term Orientation

It is important to understand the Indian National Culture for those who wish

to manage organisations in India, to understand what factors motivate

employees in India in order for organisations to enjoy sustainable

performance.

Studies show that managers are socialised by their own national culture,

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regardless of the management level in an organisation, and tend to develop

values, beliefs, behaviours and practices that are compatible with the main

features of that national culture.

INDIAN CULTURE VS WESTERN CULTURE

Traditionally, Indian culture is characterized by a hierarchical family system.

This comes from the way people live in India, here people learn the essential

themes of cultural life within the bosom of a family. In most of the country,

the basic units of society are the patrilineal family units. There are family

heads that take most decisions and look after the family. Loyalty to family is

a deeply held ideal for almost everyone.

In contrast to this, the western family system is a nuclear type, where a

couple live with their unmarried children and when the children marry they

separate out of the family and form a separate nuclear family.

These characteristics of the family system have a strong influence on the

thinking of the people of these cultures. This in a way influences the

organisations & the managers in that culture. The comparison can be drawn

between these two cultures as under:

Indian Western

Styles of Management Authoritative:

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Society demonstrates a high power culture. Workers prefer authoritative and

hierarchical forms of Management. They expect leaders protection, concern

& support. Democratic:

Managers place high importance on driving workforce towards self-initiative,

creativity & Entrepreneurship.

Environmental Influences External Locus of Control:

Lack of positive reinforcement from society. Individuals believe that

outcomes depend on fate or supernatural forces beyond human control.

Internal Locus of Control:

Responsibilities & Accountabilities lie with the individual are responsible for

the outcomes.

ORGANISATIONAL CULTURE: THE LINK TO MANAGEMENT

PRACTICE

Human Nature Less efforts to improve ones present situation, individuals

believe that their present situation is as a result of their actions & lifestyles

in previous birth. Individuals focus on improving their present situation, they

believe that change in personality and lifestyle is in their control.

Man-Nature Individuals have an external locus of control; they subjugate

themselves to nature. Negative impact on ambition, work ethic & persistence.

Individuals have an internal locus of control; they believe that they can

control nature and their own destiny.

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Time Individuals oriented towards past and view time as an infinite entity,

which causes tremendous pressures to conform to traditional practices and

beliefs. Individuals focus on future, which translates into preference for

planning, scheduling and a sense of urgency.

Relational Individuals prefer hierarchical relationships, may be a

consequence of caste system & supported by it often extended to business

leading to recruitment based on caste. Individuals tend to hire based on skill

sets required for the work, dominating the particular industry.

India & Globalization

The globalization of business had a tremendous impact on life styles and role

relationships in India. MNCs established operations in the closed economies

and began to affect tradition and culture. Indian Managers are combining

traditional values and dimensions of the contemporary global market

imperatives in a unique way.

Indian managers may not synergise divergent values in a terminal sense but

may rearrange their work goals and related values in different layers at

different points of time.

Indian organisations can be grouped as under

i) Western Industrialized firms including JVs/Subsidiaries of MNCs

ii) Family dominated firms maybe involved in JVs with Western Firms

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iii) Indigenous Firms

iv) Private & Public Corporations

Impact of Globalization on the Indian firms:

Compared to domestic firms MNCs are more inclined to higher women, pay

higher salaries & promote them to managerial positions.

Managers will develop hybrid or crossvergence approach to management

which will combine indigenous and imported methods retaining an integral

Indian value, thus maintaining and fostering an environment of trust

necessary to build effective business relationship.

Equal employment opportunity practice may lead to hiring the most

qualified person for a job, as opposed to preferential hiring of family

members or relatives.

Increased competition of Indian firms with MNCs, which raised concerns

about total quality management, workforce skills and pressure to change

from indigenous, costly technology to more effective technology

applications.

CHALLENGES & OPPORTUNITIES FOR GROWTH THROUGH

RESOURCE ADVANTAGE

From the Organisation perspective India seems to be straddling two currents

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of economic development which can be explained by strategic management

theory:

i) Resource Dependence: It involves accessing needed resource and

capabilities from external sources. Resources may be accessed through

alliances or joint ventures with MNCs, and can bridge opportunities with

Indians working abroad with entrepreneurial and technical capabilities.

ii) Resource Based View of the Firm: Developing the resources into unique

combinations internally. Indian firms can develop sustainable competitive

advantages build rare, unique combinations for capabilities and resources.

The factors that support growth of industries in India rely on cultural

adaptiveness. From a corporate cultural perspective the IT sector has affected

Indian Capitalism, because the corporate culture and business practices of

Indias IT firms are vastly superior to those of Indias Traditional business

houses. The software industry makes extensive use of resources available to

India, where it has comparative advantage. India produces the second largest

annual output of scientists and engineers.

But acting as potential constraints or facilitators of these efforts are the macro

issues of government, social tradition and national culture.

AN EXAMPLE OF CROSS-CULTURE MISMATCH: DAIMLER

CHRYSLER

In May 1998, Daimler-Benz (German Organisation) and Chrysler

Corporation (American Organisation), two of the world's leading car

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manufacturers, agreed to combine their businesses in what they claimed to be

a "merger of equals."

Daimler-Benz was characterized by methodical decision-making while

Chrysler encouraged creativity. Chrysler was the very symbol of American

adaptability and resilience. Chrysler valued efficiency, empowerment, and

fairly egalitarian relations among staff; whereas Daimler-Benz seemed to

value respect for authority, bureaucratic precision, and centralized decision-

making. These cultural differences soon became manifest in the daily

activities of the company. For example, Chrysler executives quickly became

frustrated with the attention Daimler-Benz executives gave to trivial matters,

such as the shape of a pamphlet sent to employees.

Daimler-Benz executives were equally perplexed when Eaton showed his

emotions with tears in a speech to other executives. Chrysler was one of the

leanest and nimblest car companies in the world; while Daimler-Benz had

long represented the epitome of German industrial might (its Mercedes cars

were arguably the best example of German quality and engineering).

Daimler-Benz attempted to run Chrysler USA operations in the same way as

it would run its German operations. This approach was doomed to failure.

DaimlerChrysler announced on 14th May 2007, that it would sell Chrysler to

Cerberus Capital Management of New York, a private equity firm that

specializes in restructuring troubled companies, effectively unwinding the

original transaction. The de-merged German company will adopt the name

Daimler AG. The US Company adopted the name Chrysler LLC when the

sale completed on 3rd August 2007.

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CONCLUSION

From the perspective of Organisational Culture and management practices,

India is country in transition with vast potential and challenges, very

significant accomplishments, but also respect for the past and social

traditions. The key for organisations to succeed is the ability to integrate the

traditional system into the modern outlook and form a hybrid strategy for

management of the Indian Organisations

WORK CULTURE IN INDIA

In the time of globalization India is main hub for outsource. The India has

become a haven for the booming software industry with rapid growth. Cities

like Bangalore, Hyderabad and Pune are top-notch destinations for the IT

enthusiasts all over the world, and are fast becoming trend setters for other

cities like Ghaziabad, Noida, and Gurgaon. When people of other country

wonders about the attraction toward Indian service from all over the world is

not only money, it`s work culture of the Indian out shore staff which is

attracting other country to outsource theirjobs to India. The people of India

are very hard working and dedicated to their work. The work culture over

here has their own style with the Indian way of life while seeking to achieve

the organizational objectives. The Indian people are more concern about their

job and always looking for give their best, if you see major difference in

between other country`s work style , you find Indian`s are more conservative

but in the time of globalization the people from urban India is also changing

with the western culture. India is full of tradition and culture and this culture

also affect on their work style. The people here very honest with theirjobs

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and they treat their job as worship of his own. Since there mind set is more

towards security for their family, so they are very honest with their respected

company and people will not tend to change their job. People here are very

punctual and understand the meaning of dead line. The brain and intelligence

is always what Indian is renowned for and their positive work culture basic

building block for an organization. The main mantra for Indians is Fatalism

and Collectivism which give them higher success in the entire field. The

Structure and hierarchy in Indian companies you will find senior colleagues

and especially elders are obeyed and respected and most senior person advice

is always listen. Thats way Indian out sourcing business growing day by day.

Have you ever tried getting your work done at any office, institution,

hospital, nursing college or school? Unless & until you puruse your care,

going pillar to post, nothing moves. It's the 'Work Culture' - to be blamed.

The lack of work culture has all negative effects, bringing down the

efficiency.

Positive work culture is a must to maintain standards and reputation of an

organization. Thus, saving energy, money & material. Both, individual &

organization have their roles to play. While former's initiative, caliber and

creativity matters, letter's motivational attitude does miracles. This inspires,

guides and leads others towards a positive and productive work culture.

An organization can't meet its objectives unless positive work culture exists.

Poor working conditions, stagnation lack of appreciation/incentives and

rewards are sufficient factors to kill one's creativity and interest. Other

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factors, viz. political interference, corruption, social stress, financial problems

etc. are also responsible to de-motivate a person.

Organizations are not able to use one's potential. On the other hand after one

gets a position, loses interest in learning & sharpening its skills. Success is in

learning new things and also from one's follies.

Positive work culture not only develops an organization, provides satisfaction

to its personnel, too.

Organizational culture is an idea in the field of Organizational studies and

management which describes the psychology, attitudes, experiences, beliefs

and Values (personal and cultural values) of an organization. It has been

defined as "the 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."

This definition continues to explain organizational values also known as

"beliefs and ideas about what kinds of goals members of an organization

should pursue and ideas about the appropriate kinds or standards of behavior

organizational members should use to achieve these goals. From

organizational values develop 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."

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Organizational culture is not the same as corporate culture. It is wider and

deeper concepts, something that an organization 'is' rather than what it 'has'

(according to Buchanan and Huczynski)

Corporate culture is the total sum of the values, customs, traditions and

meanings that make a company unique. Corporate culture is often called "the

character of an organization" since it embodies the vision of the companys

founders. The values of a corporate culture influence the ethical standards

within a corporation, as well as managerial behavior.

Senior management may try to determine a corporate culture. They may wish

to impose corporate values and standards of behavior that specifically reflect

the objectives of the organization. In addition, there will also be an extant

internal culture within the workforce. Work-groups within the organization

have their own behavioral quirks and interactions which, to an extent, affect

the whole system. Roger Harrison's four-culture typology, and adapted by

Charles Handy, suggests that unlike organizational culture, corporate culture

can be 'imported'. For example, computer technicians will have expertise,

language and behaviors gained independently of the organization, but their

presence can influence the culture of the organization as a whole.

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.

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Conversely, there is weak culture where there is little alignment with

organizational values and control must be exercised through extensive

procedures and bureaucracy.

Where culture is strongpeople do things because they believe it is the right

thing to dothere is a risk of another phenomenon, Groupthink.

"Groupthink" was described by Irving L. Janis. He defined it as "...a quick

and easy way to refer to a mode of thinking that people engage when they are

deeply involved in a cohesive ingroup, when members' strivings for

unanimity override their motivation to realistically appraise alternatives of

action." This is a state where people, even if they have different ideas, do not

challenge organizational thinking, and therefore there is a reduced capacity

for innovative thoughts. This could occur, for example, where there is heavy

reliance on a central charismatic figure in the organization, or where there is

an evangelical belief in the organizations values, or also in groups where a

friendly climate is at the base of their identity (avoidance of conflict). In fact

group think is very common, it happens all the time, in almost every group.

Members that are defiant are often turned down or seen as a negative

influence by the rest of the group, because they bring conflict.

Innovative organizations need individuals who are prepared to challenge the

status quobe it groupthink or bureaucracy, and also need procedures to

implement new ideas effectively.

What is Culture?

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Basically, organizational culture is the personality of the organization.

Culture is comprised of the assumptions, values, norms and tangible signs

(artifacts) of organization members and their behaviors. Members of an

organization soon come to sense the particular culture of an organization.

Culture is one of those terms that's difficult to express distinctly, but

everyone knows it when they sense it. For example, the culture of a large,

for-profit corporation is quite different than that of a hospital which is quite

different that that of a university. You can tell the culture of an organization

by looking at the arrangement of furniture, what they brag about, what

members wear, etc. -- similar to what you can use to get a feeling about

someone's personality.

Corporate culture can be looked at as a system. Inputs include feedback from,

e.g., society, professions, laws, stories, heroes, values on competition or

service, etc. The process is based on our assumptions, values and norms, e.g.,

our values on money, time, facilities, space and people. Outputs or effects of

our culture are, e.g., organizational behaviors, technologies, strategies, image,

products, services, appearance, etc.

The concept of culture is particularly important when attempting to manage

organization-wide change. Practitioners are coming to realize that, despite the

best-laid plans, organizational change must include not only changing

structures and processes, but also changing the corporate culture as well.

There's been a great deal of literature generated over the past decade about

the concept of organizational culture -- particularly in regard to learning how

to change organizational culture. Organizational change efforts are rumored

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to fail the vast majority of the time. Usually, this failure is credited to lack of

understanding about the strong role of culture and the role it plays in

organizations. That's one of the reasons that many strategic planners now

place as much emphasis on identifying strategic values as they do mission

and vision.

Some Types of Culture

There are different types of culture just like there are different types of

personality. Researcher Jeffrey Sonnenfeld identified the following four

types of cultures.

Academy Culture

Employees are highly skilled and tend to stay in the organization, while

working their way up the ranks. The organization provides a stable

environment in which employees can development and exercise their skills.

Examples are universities, hospitals, large corporations, etc.

Baseball Team Culture

Employees are "free agents" who have highly prized skills. They are in high

demand and can rather easily get jobs elsewhere. This type of culture exists

in fast-paced, high-risk organizations, such as investment banking,

advertising, etc.

Club Culture

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The most important requirement for employees in this culture is to fit into the

group. Usually employees start at the bottom and stay with the organization.

The organization promotes from within and highly values seniority.

Examples are the military, some law firms, etc.

Fortress Culture

Employees don't know if they'll be laid off or not. These organizations often

undergo massive reorganization. There are many opportunities for those with

timely, specialized skills. Examples are savings and loans, large car

companies, etc.

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COMPANY PROFILE

About Company

Emmett has been active in catering to the outsourcing needs of

publishers and other organizations since 1992. Over the years, we have

adopted a seamless partnership approach. The client organizations are always

comfortable in dealing with Emmett and work as true partners; often with the

feeling that this is a virtual extension of their own operations. It is our strong

belief that this integration is the cornerstone of the success of any outsourcing

relationship.

Emmett started with only 10 professionals and today has grown to a

very substantive size of 500. This growth has been made possible by robust

systems and processes that lead to reliable output. We have expertise in

workflow management, and in developing processes that lead to desired

quality levels and achieve the lowest cost of production. Clients have often

come back and told us that Emmetts reliability has led to the growth of their

organization.

Emmett provides Document Management, e-Publishing and Data

Conversion solutions using optimal process engineering, cost-effective and

flexible conversion systems. Today, Emmett is a major full-service digital

content provider from India and is able to deliver digital content with

99.995% accuracy and 100% application based integrity.

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We have the ability to learn and scale in very short order. Large multi-

million page contracts have been executed on time after achieving steep

ramp-up requirements. The internal systems ensure that clients get a real time

status check of their projects.

Emmett has always been a profitable and growth oriented

organization, leading to its longevity and prides itself as an organization that

clients have learnt to trust.

QUALITY

Our long-standing experience in catering to international publishers has led to

the development of quality systems that deliver robust and reliable output

routinely. The systems ensure that each and every employee is committed to

meeting and exceeding client objectives.

We have achieved noteworthy landmarks in quality with our world-class

system conforming to ISO 9001-2000 standards. Every single batch of data

must be certified as per the required customer standard, prior to delivery to a

client. Emmett has established an impeccable record and is known for

ensuring that no defective data ever reaches the client.

Emmetts Quality personnel work independently of the production team.

They report directly to their respective group head, thereby enabling freedom

from production pressures. Our Quality Systems include: Intermediate Audit

and Final Audit.

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Intermediate Audit

Intermediate Audit at Emmett is done to ensure the quality of the data while

in production and hence to ensure the correctness during each successive

stage of production.

Final Audit

Quality Verification is done through Audit of Final Deliverable Data. It is

done to ensure the quality of the data as per the commitment to customers.

We select the data samples to check the data structurally and ensure that no

defective data ever reaches client.

We can deliver digital content in any format including:

XML

SGML

HTML

PDF

ASCII

Palm e-Book

Open e-Book

Microsoft Reader

Adobe Acrobat e-Book Reader

Images (such as, Tiff, JPG)

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Our conversion solutions deliver data that is:

Logically and Uniformly Structured

Consistent with the Integrity of the Original Content

Enriched with Functionality and Intelligence

Converted at Minimal Cost

Of the Highest Quality, Reliability and On or Before Time

The following is the overview of the document management solutions

of some of the projects (on going as well as executed), which describes our

capabilities and expertise in providing multiple solutions for electronic

conversion and content management services

Archival Finding Aids

Legal Records

Public Utility

Early English Medieval Books

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CHAPTER - III

ANALYSIS OF DATA

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ANALYSIS OF DATA

I. Analysis Of The Personal Data:

The analysis of the following tables shows the personal data of the

respondents like their age, experience, education etc, which are relevant for

the purpose of the study

Table 1: Respondents by their Age

S.No Age (years) Frequency Percentage

1 20-26 16 26.7

2 26-31 35 58.3

3 31-36 8 13.3

4 36& above 1 1.7

Total 60 100.00

With reference to the analysis of the personal data, Table No: 1shows that

most (58.3%) of the respondents of the study are in the age category between

20-25 yrs. The other half(26.7%) of the respondents are in the age categorybetween 20-25yrs, the rest of the respondents about(13.3%) are of the age

category between 30-35yrs and the rest about (1.7%) of them are in the age

category between 35 &above.

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Fig 1: Respondents by their Age

43

0

0

0

0

- 26-31 31-36 3

Frequency

Percentage


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Table 2: Respondents by their Sex

S. No Sex Frequency Percentage

1 Male 33 55.0

2 Female 27 45.0

Total 60 100

With reference to the sex of the respondent, Table No: 2 shows that more

than half (55%) of the respondents are male and the rest (45%) of the

respondents are female.

Fig 2 : Respondents by their Sex

44

Frequency

Percentage


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Table 3: Respondents by their Departments of work:

S.no Department Frequency Percentage

1 Corp HR 10 16.7

2 Corp IT 10 16.7

3 EG21 10 16.7

4 EG24 10 16.7

5 Internal automation 10 16.7

6 SEPG 10 16.7

Total 60 100.00

In the organization covered by the study there are 6 departments of work.

They are

1. Corp HR-

2.Corp IT,

3. EG21

4. EG24

5. SEPG

6. Internal Automation

The researcher included 10 respondents from each of the department for the

study. Table No: 3 shows the details about the percentage of the respondents

as drawn from all the six departments.

Fig 3 : Respondents by their Departments of work:

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46

EG24

Frequency

Percentage


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Table 4:Respondents by their Educational Qualification

S.no Educationalqualification

Frequency Percentage

1 Higher secondary 1 1.7

2 Under graduate 31 51.7

3 Post graduate 28 46.7

Total 60 100.0

With reference to the educational qualification of the respondents, Table

No:4 shows that almost all the respondents are educated up to the level of

graduation (51.7%) or post graduation (46.7%) Where as only a least percent

of the respondents (1.7%) are found a in the higher secondary.

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Fig 4: Respondents by their Educational Qualification

48

0

0

0

0

0

Under P

Frequency

Percentage


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Table 5: Respondents by their Experience in the organization

S.no Experience in years Frequency Percentage

1 0-3 46 76.7

2 3- 5yrs 15 23.3

Total 60 100

As for the work experience of the respondents is concerned, Table No: 5

shows that most (76.7%) of the respondents have an experience of less than

3yrs of work experience. The rest (23.3%) of them a have an experience of

more than 3yrs.

Fig 5: Respondents by their Experience in the organization

49

Frequency

Percentage


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II. Analysis on work culture

The presentation and analyses of the following tables given in this section

reflects the various aspects of the work culture prevailing in the organization.

The different aspects taken for confirming the same are the as follows:

1. Values upheld in the organization.

2. Organizations role in work related matters

3. Organizations role in attending to the employees needs.

4. Relationship between the top management and the employees

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Values of the organization:

Table No 6: Values System in the organization

S.noName of the

valueResponses Frequency Percent

1Integrity of

employees

To great extent

To some extent

Not at all

Total

24

36

0

60

40%

60%

0

100

2

Employees

growth anddevelopment

To great extent

To some extent

Not at all

Total

29

31

0

60

48.4%

51.6%

0

100

3Dignity of

individuals

To great extent

To some extent

Not at all

Total

29

31

0

60

46.8%

53.2%

0

100

4Rewards andrecognition of

the employees

To great extent

To some extentNot at all

Total

22

37

60

36.7%61.6%

1.7%

100

5

Trust

maintained

with the

employees

To great extent

To some extent

Not at all

Total

17

42

1

60

28.3%

70%

1.7%

100

6

Equal

opportunities

to the

employees

To great extentTo some extent

Not at all

Total

2532

3

60

41.7%53.3%

5%

100

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The value system of the organization was confirmed on the following 6

categories of values:

1. Integrity of the employees

2. Employees growth and development

3. Dignity of the employees

4. Rewards and recognitions

5. Trust maintained with the employees

6. Equal opportunities to the employees

With reference to the values adhered by the organization, Table No 6

shows that all the values of the organization are very much upheld by the

organization like

Integrity- 60%,

Employees growth and development- 51.6%

Dignity of the employees- 53.2%,

Rewards and recognitions- 61.6%.

Trust maintained with the employees- 70%

Equal opportunities to the employees- 53.3%.

The adherence of the values taken for study on their arrangement in their

order of rank indicates the following:

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Table: 6A

Adherence of the Value and Ranking:

Value Ranking

Trust maintained with the

employees1st

Rewards and recognition of the

employees2nd

Integrity of the employees 3rd

Equal opportunities to the

employees4th a

Dignity of the individuals 4th

Employees growth and

development5th

B. Organizations adherence to the work related matters:

The analysis of the following tables shows the organizations adherence to

the work related matters such as rules, policies etc.

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Table No 7 : Adherence to the Work related matters

S.NoWork related

mattersAdherences Frequency Percent

1 Rules and regulations


Not at all

Total

4119

0

60

68.3%31.7%

0

100

2

Formulation and

implementation of

policies

To great extent

To some extent

Not at all

Total

39

21

0

60

65%

35%

0

100

3

Upholding the

traditions of the

organization


Not at all

Total

2732

1

60

45%53.3%

1.7%

100

4

Enforcement of

discipline in

organization

To great extent

To some extent

Not at all

Total

29

31

0

60

48.3%

51.7%

0

100

5Work place

maintenance

To great extent

To some extent

Not at all

Total

26

32

2

60

43.3%

53.4%

3%

100

6Adhering to the orders

of the organization

To great extent

To some extent

Not at all

Total

21

39

0

60

35%

65%

0

100

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The organizations adherence to the work related matters is taken for

confirmation under the following categories:

a. Rules and regulations

b. Formulations and implementation of policies

c. Upholding the traditions of the organization

d. Enforcement of discipline in the organization

e. Work place maintenance

f. Adhering to the orders of the organization.

The analysis of Table No: 7 indicate the fact that in the work related

matters in case of

Rules and regulations 68%

Formulation and implementation of policies 65%

Enforcement of discipline in the organization 51.7%

Adhering to the orders of the management 65%

All respondents have given an overwhelming response in favor of their

adherence in the organization (100%) each. However on the following cases

a small number of respondents have an opinion against 100% adherence

Upholding the traditions of the organization. 53.3%

Work pace maintenance 53.4%

A small number of respondents have an opinion against 100% adherence.

C. Organizations role in attending to the employees needs

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The analysis of the following tables shows the organizations role in

attending to the employees needs.

Table No: 8: Opinion on organization attending to employee needs

S.noEmployees

needsOpinion Frequency Percent

1Recognition of

employees

To great extent

To some extent

Not at all

Total

24

35

1

60

40%

58.3%

1.7%

100

2 Freedom at work

To great extent

To some extent

Not at all

Total

27

37

2

60

35%

61.7%

3.3.%

100

3Support form top

management

To great extent

To some extent

Not at all

Total

14

44

2

60

23.3%

73.3%

3.3%

100

4 Establishment ofcommunication

system

To great extent


Total

27

303

60

45%

50%5%

100

5

Providing

welfare

measures

To great extent

To some extent

Not at all

Total

21

38

1

60

35%

63.3%

1.7%

100

6Providing

opportunities for

growth

To great extent


Total

25

341

60

41.7%

56.7%1.6%

100

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7

Establishing a

competitive

salary

To great extent

To some extent

Not at all

Total

17

42

1

60

28%

70%

2%

100The organization role in attending to the needs of the employees was

confirmed on the a following aspects:

1. Recognition of employees

2. Freedom at work

3. Support from top management

4. Establishment of communication system

5. Providing welfare measures

6. Establishing a competitive salary are all maintained to some extent in the

organization.

Contrary to the observation made in Table No: 7 with regard to the

organization attending employees needs, where in, it is observed that they

are fulfilled at 100% level. Here by the fulfillment of employee needs are

observed to be as follows:-

As regard to the recognition of employees 58.3%

As regard to the freedom at work 61.7%

As regard to the support from the top management 73.3%

As regard to the establishment of communication system 50%

As regard to providing welfare measures 63.3%

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As regard to providing opportunities at work 56.7%

Establishing a competitive salary 70%

The organizations role in attending to the needs of the employees in theirorder of rank:

Table: 8A

Needs of the Employees and their Ranking

Needs of the employees Ranking

Support from top management 1st

Competitive salary 2nd

Welfare measures 3rd

Freedom at work 4th

Recognition of employees 5th

Opportunities for growth &

development

6th

Establishing communication

system

7th

D. Focusing on the relationship between the top management and the

employees

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Analysis of the following tables shows the relationship maintained

between the top management and the employees in the matters like

transparency, collaboration etc

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Table :9: Relationship between the top management and the employees:

S.n

o

Relationship factors Opinions Frequency Percent

1 Collaboration between

individual goals and

organizational goals

To great extent

To some extent

Not at all

Total

29

30

1

60

48%

50%

2%

100

2 Transparency between

top mgt and employees

To great extent

To some extent

Not at all

Total

22

36

2

60

36.7%

60%

3.3%

100

3 Communicationbetween top mgt and

employees


Not at all

Total

2731

2

60

45%51%

5%

100

4 Interpersonal relations

between top mgt and

employees

To great extent

To some extent

Not at all

Total

16

43

1

60

26.7%

71.7%

1.6%

100

5 Confidence maintained

by the top mgt in theemployees

To great extent


Total

26

340

60

43.3%

56.7%0

100

6 Extent of comfort in

the organization

To great extent

To some extent

Not at all

Total

20

40

0

60

33.3%

66.7%

0

100

7 Extent of satisfaction in

the organization

To great extent


Total

15

450

60

25%

75%0

100

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The relationship maintained between the top management and the employees

was confirmed on the following aspects:

1. Collaboration between the individual and organizational goals.

2. Transparency between the top management and the employees

3. Communication between top management

4. Interpersonal relations between the top management and the

employees

5. Confidence maintained by the top management in the employees

6. Extent of comfort in the organization

7. Extent of satisfaction in the organization.

All the relationship factors are very well maintained in the

organization:

The analysis of data on the above table indicates that,

Collaboration between the individual goals and the organizational goals-

50%,

Transparency between the top management and the employees- 60%,

Communication between the top management and the employees- 51%,

Interpersonal relations between the top management and employees-43%,

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Confidence maintained between the top management in the employees- a

34%

Extent of comfort in the organization- 66.7%,

Extent of satisfaction in the organization- 75%

The relationship factors of the organization in their order of rank are as

follows:

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Table : 9A : Relationship Factors their Ranking:

Relationship factors Ranking

Satisfaction in the organization 1st

Interpersonal relations between the

top management and the

employees

2nd

Comfort in the organization 3rd

Transparency between the top

management and the employees

4th

Confidence maintained by the top

management in the employees5th

Communication between the top

management and the employees6th

Collaboration 7th

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CHAPTER - IV

FINDINGS, CONCLUSIONS AND

SUGGESTIONS

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FINDINGS, CONCLUSIONS AND SUGGESTIONS

INTRODUCTION:

The study by the researcher was on the work culture at Emmett. The

study focuses on the prevailing work culture at Emmett and analyses the

factors that lead to the employees comfortability in the prevailing work

culture.

OBJECTIVES OF THE STUDY:

To study the prevailing work culture in the organization

To understand the factors that contribute to the prevailing work culture

To confirm with the employees comfortability with the prevailing

work culture.

RESEARCH PROBLEM:

To study and understand the prevailing work culture in the organization and

also to know the factors that contributes to the comfortability of the

employees in the prevailing work culture.

FINDINGS ON DATA:

The Findings on the personal data:

Most of the respondents are in the age category between 26-31 yrs.

(58.3%)

Majority of the respondents covered by the study are male respondents

(55%)

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Majority of the respondents are well educated and highly qualified

(51.7%) are either graduates or post graduates.

Almost all the respondents (76.7%) have work experience of 0-3 yrs.

The above findings indicates that all the respondents are youngsters, well

educated and at the early stages of work looking for more challenging jobs

and better opportunities for growth.

WORK CULTURE

B. Findings on the organizations values:

By referring to the values in the organization it is found that the following

values are upheld in the organization:

Integrity of the employees (60%)

Employees growth and development (51.6%)

Dignity of the individuals (53.2%)

Rewards and recognitions of the employees (61.6%)

Trust maintained with the employees (70%)

Equal opportunities to the employees (53.3%)

Thus it can be concluded that the organization gives a lot of importance in

upholding a set of values and also implicates the values to a large extent in

the organization. By this the employees feel that they are regarded and

respected well by the organization.

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C. Findings on the organizations role in attending to work related matters:

With reference to the work related matters it is found that there is almost a

great extent of adherence to the work related matters by the organization:

Rules and regulations (68.3%)

Formulation and implementation of policies (65%)

Upholding the traditions of the organization (53.3%)

Enforcement of discipline in the organization (51.7%)

Work place maintenance (53.4%)

Adhering to the orders of the organization (65%)

Considering the work related matters it is found from the study that the

organization gives a lot of importance to the work related matters like rules,

traditions etc.

Also the discipline is maintained well in the organization which leads to the

effective functioning of the organization.

D. Findings on the organizations role in attending to the needs of the employees:

Focusing on the needs of the employees, it has been found that several key

employee needs are satisfied by the organization in a reasonable manner asshown below:-

Recognition of the employees (58.3%)

Freedom at work (61.7%)

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Support from the top management (73.3%)

Establishment of communication system (50%)

Providing welfare measures for the employees (63.3%)

Providing opportunities for growth (56.7%)

Establishing competitive salaries (70%)

Thus it can be expected that due to this need satisfaction the employees

will be motivated to work well in the organization.

E. Findings on the relationship between the top management and the

employees:

The findings on the Relationship maintained between the top management

and the employees as ascertained indicates the following:

Collaboration between the individual and the group goals (50%)

Transparency between the top management and the employees (60%)

Communication between the top management and the employees

(51%)

Interpersonal relations between the top management and the

employees (71.1%)

Confidence maintained by the top management in the employees

(56.7%)

Extent of comfort in the organization (66.7%)

Extents of satisfaction in the organization (75%)

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Thus it can be concluded that the relationship between the top management

and the employees it is found to be good and is maintained in a harmonious

manner.

CONCLUSIONS:

The study has dealt in detail about four aspects influencing the work

culture in the organization namely values, rules & regulations, discipline in

the organization.

From the study it was found that the rules and the regulations have been

strictly enforced in the organization.

The relationships between the Top management and the employees have been

maintained well and there is a good of collaboration between individuals

goals and the group goals. Also there is transparency maintained between the

top management and the employees.

The tradition and rituals of the organization are well attended and maintained.

The management provides opportunity for the family also to participate in the

functions and get together.

A majority of the respondents are of the view that e organization takes good

care of the welfare measures. There is much collaboration between the groupgoals and the individual goals in the organization.

It is also observed from the study that there is a good communication system

established within the organization and this provides a basis for better inter

personal relationship between them.

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On the basis of the above findings it can be concluded that the there is a

synergetic type of work culture that prevails in the organization, also the

work culture prevailing in the organization enables the employees to be a part

of it, work independently and achieve better results.

SUGGESTIONS:

The following are the suggestion that needs to be implemented in the

organization. At some areas the respondents feel that the values are not

carried out to required extent, the areas coming under this category are as

follows:

a. Freedom

b. Rewards and recognition of the employees

c. .Trust maintained with the employees

d. Workplace maintenance

If these factors are also improved then the organization can be more a

positive type of culture.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

1. M.G.Rao - Human Behavior - Discovery Publishing House - 1993

ibid 1: Pg - 3 at Work ,New Delhi


ibid 2: Pg - 6 at Work , New Delhi


ibid 8: Pg - 25 at Work , New Delhi

4. Jai. B.P.Singh - Work culture in - Sage Publications,

Indian context, New Delhi / New York Park - 1990 ibid 3 :Pg-15

/London;



/London;



/London;



/London;

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Indian context, New Delhi / New York Park - 1990 ibid 7 :Pg-

175 /London;

9. Fred Luthans - Organizational Behaviour McGraw Hill

International Edition 2002 ibid 10: Pg -122 - 123

ARTICLES

1. Trilok Kumar Jain - Important Considerations - December

2001 of Work Culture Volume No. 3

HRD Times Issue No. 12

2. Trilok Kumar Jain - Important Components - July 2001

of Work Culture Volume No 3

HRD Times Issue No. 7

3. ChandrasekharRao - Towards a Positive Work Culture - October

2004

The Indian Journal of Volume No. 40

Industrial Relation Issue No. 2

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QUESTIONNAIRE

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STUDY ON WORK CULTURE AT EMMETT

PERSONAL FACTORS:

1. Name :

2. Age ( in years) : 20-25 / 25-30 / 30-35 / 35 & above

3. Sex : M / F

4. Job Title:

5. Designation:

6. Department:

7. Educational qualification:

(a) Higher secondary (b) Degree

(c) Post graduate (d) Diploma

8. Years of experience :

Less than 1 / 1-3 / 2-5 / more than 5

9. Values:

Indicate to what extent your organisation stands for the following

values?

Human Resources

a) Integrity of employees.

To great extent / To some extent / Not at all

b) Employees growth and development

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c) Dignity for individuals


d) Rewards and recognition's of employees


e) Trust maintained with the employees


f) Equal opportunities to all the employees


10. Indicate the commitment of your organisation in adhering to the

following areas of work related matters?

a) Rules and regulations regarding the work


b) Formulation and implementation of work related policies


c) Upholding the traditions of the organisation


d) Enforcement of discipline in the organisation


e) Work place maintenance

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f) Adhering to the orders of the top management


11. Indicate the extent of the organisation's role in attending to the following.

a) Recognition of employees


b) Freedom available at work


c) Support from the Top management


d) Establishment of the communication system


e) Providing welfare measures for the employees


f) Providing opportunities for growth of the employees


g) Establishing a competitive salary / compensation system for the employees


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12. Indicate the nature and the extent of relations maintained between the top

management and the employees :

a) Collaboration between the individual and the group goals


b) Transparency between the top management and the employees


c) Communication between the top management and the employees


d) Interpersonal relations between the Top management and the employees


e) Confidence maintained by the Top management in the employees


13. To what extent are you comfortable working in this organisation


14. To what extent are you satisfied working in this organisation


a study on work culture

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