118909 clg report

CHAPTER-1

1.1. INTRODUCTION TO ORGANIZATIONAL CULTURES

Organizational culture can be defined as a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by the organizational members (Shein in Baron & Greenberg, 1999). At the root of any organizational culture is a set of core characteristics that are collectively valued by the members. Characteristics that are considered to be particularly important are sensitivity to the needs of customers and employees, freedom to initiate new ideas, willingness to tolerate taking risks and openness to communication options (Martin in Baron & Greenberg, 1999). After doing an employee survey was conducted among the employees last year, Soft Craft has been addressing all the above-mentioned areas in developing a culture that best represents everyone that is part of the organization.

While most organizations typically have a dominant culture, this culture is normally made up of a number of subcultures, depending on the size of the organization. A dominant culture reflects the organization’s core values and the dominant perceptions that are generally shared throughout the organization. An organization’s culture provides a sense of identity for the members and the more clearly an organization’s shared perceptions and values are defined, the more strongly people can associate themselves with the organization’s mission and can feel that they are a vital part of it. A second important function of culture is generating commitment to the organization’s mission. When there is a strong, overarching culture, people feel they are part of a larger, well-defined whole and are involved in the entire organization’s work. Bigger than any one individual’s interests, culture reminds people what their organization is all about.

1.2. Levels of organizational culture

Organizational culture exists on several levels, which differ in terms of visibility and resistance to change. When it comes to changing the culture of the organization, it becomes difficult to determine which are the more, and which are the less important elements that help shape an organization’s culture. Edgar Schein,in his comprehensive book on organizational culture and leadership ,suggests that organizational culture has three levels.His view of culture is present in the following figure.

LEVELS OF ORGANISATIONAL CULTURE

Visible but often not decipherable

Greater level of awareness

Taken for the Taken for granted

Invisible preconscious

Artifacts

Personal enactment Ceremonies and rites Stories Rituals symbols

Values

Testable in the physical environment

Testable only by social consensus

Basic assumptions

Relationship to environment Nature of reality, time, and

space Nature of human nature Nature of human activity Nature of human relationship

1.Artifacts

The first level is the characteristics of the organization which can be easily viewed, heard and felt by individuals collectively known as artifacts. The dress code of the employees, office furniture, facilities, behavior of the employees, mission and vision of the organization all come under artifacts and go a long way in deciding the culture of the workplace.

2. Values

The next level according to Schein which constitute the organization culture is the values of the employees. The values of the individuals working in the organization play an important role in deciding the organization culture. The thought process and attitude of employees have deep impact on the culture of any particular organization. What people actually think matters a lot for the organization? The mindset of the individual associated with any particular organization influences the culture of the workplace.

3. Basic assumptions

The third level is the assumed values of the employees which can’t be measured but do make a difference to the culture of the organization. There are certain beliefs and facts which stay hidden but do affect the culture of the organization. The inner aspects of human nature come under the third level of organization culture. Organizations where female workers dominate their male counterparts do not believe in late sittings as females are not very comfortable with such kind of culture. Male employees on the other hand would be more aggressive and would not have any problems with late sittings. The organizations follow certain practices which are not discussed often but understood on their own. Such rules form the third level of the organization culture.

1.3. FUNCTIONS OF ORGANISATIONAL CULTURE

In an organizational, culture serves four basic functions.

First, culture provides a sense of identity to members and increases their commitment to the organization. When employees internalize the values of the company, they find their work intrinsically rewarding and identify with their fellow workers .Motivation is enhanced, and employees are more committed.

Second culture provides a way for employees to interpret the meaning of organizational events. Leaders can use organizational symbols like corporate logos to help employees understand the change in culture of their organizational identity. Sometimes symbols can remain the same to ensure that some things stay constant despite changing conditions: other times symbols may have to change to reflect the new culture in the organization.

Third, culture reinforces the values in the organization. Finally culture serves as a control mechanism for shaping behavior. Norms that guide behavior are part of culture. If the company wants to promote is teamwork, then its culture must be reinforce that norm. The company’s culture must be characterized by open communication, cooperation between teams, and integration of teams. Culture can be used as a powerful tool to discourage

dysfunctional and deviant behaviors in organizations. Norm can send clear message that certain behaviors are unacceptable.

1.4. Types of organizational culture

Hellriegel, Slocum and Woodman describe four types of cultures: bureaucratic culture; clan culture; entrepreneurial culture; and market culture.

Bureaucratic culture

An organization that values formality, rules, standard operating procedures, and hierarchical co-ordination has a bureaucratic culture. Long – term concerns of bureaucracy are predictability, efficiency, and stability. Its members highly value standardized goods and customer service. Behavioral norms support formality over informality. Managers view their roles as being good coordinators, organizers, and enforcers of certain rules and standards. Tasks, responsibilities, and authority for all employees are clearly defined. The organization’s many rules and processes are spelled out in thick manuals and employees believe that their duty is to go by the book” and follow legalistic processes.

Clan culture

Tradition, loyalty, personal commitment, extensive socialization, teamwork, self-management, and social influences are attributes of clan culture. Its members recognize an obligation beyond the simple exchange of labour for a salary. The members understand that their contributions to the organization may exceed any contractual agreements. The individual’s long-term commitment to the organization is exchanged for the organization’s long-term commitment to the individual. Individuals believe that the organization will treat them fairly in terms of salary increases, promotions, and other forms of recognition. Consequently, they hold themselves accountable to the organization for their actions.

Entrepreneurial culture

High levels of risk taking, dynamism, and creativity characterize an entrepreneurial culture. There is a commitment to experimentation, innovation, and being on the leading edge. This culture doesn’t just quickly react to changes in the environment, it creates change. Effectiveness means providing new and unique products and rapid growth. Individual initiative, flexibility, and freedom foster growth and are encouraged and well rewarded.

Market culture

The achievements of measurable and demanding goals, especially those that are financial and market-based, characterize a market culture. Hard, driving competitiveness and a profit orientation prevail throughout the organization. In a market culture, the relationship between individual and organization is contractual. The individual is responsible for some levels of rewards in return. A market culture does not exert much informal, social pressure on an organization’s members. They do not share a common set of expectations regarding management

style or philosophy. The absence of a long-term commitment by both parties results in a weak socializing process.These four culture types all represent different types of management philosophies or styles. The cultures of these organizations are governed by how these companies are run or the beliefs of the founders of the organization. Essentially, the cultures in these organizations are driven top - down, with emphasis on the type of business or industry that this organization serves.

Harrison and Stokes identify another four culture types. These four culture types are power culture, role culture, achievement culture and support culture.

The power culture

A power orientated organization is based on inequality of access to resources. In other words, the people in power use resources to either satisfy or frustrate the needs of others, and, by so doing, they control behavior of others. Leadership resides in the person who is in charge, and rests on the leader’s ability and willingness to administer rewards and punishments. At best, the power - orientated leader is firm, fair and generous and has loyal subordinates. At worst, the power - orientated leader leads by fear, with abuse of power for personal gains.

The Role culture

In a role culture orientated organization, structures and systems give protection to sub - ordinates and stability to the organization. The duties and rewards of employees, roles are clearly defined. This is usually defined in writing as a job description. People in these organizations perform specific functions in order to receive defined rewards and, both the individual and the organization, are expected to keep to their parts of the bargain. The main values of a role - orientated organization are order, dependability, rationality, and consistency and, at best, this type of organization provides stability, justice, and efficient performance. People are protected in their jobs and need to spend less time looking out for themselves, and can devote more energy to their work.

The Achievement culture

The achievement orientated organization is known as the aligned, organization because it lines people up behind a common vision or purpose. This type of organization uses the mission to attract and release the personal energy of its employees in the pursuit of common goals. There is an inner commitment within these achievement-orientated individuals. Many people like their work and want to make a contribution to society, thus enjoying an intrinsic reward. A typical type of achievement-orientated organization would be an intensive care unit in a hospital or voluntary community organization.

The support culture

The support culture may be defined as an organization climate that is based on mutual trust between the individual and the organization. In such organizations, people are valued as human beings and are not just .cogs in a machine. This culture centers on warmth and even love and it makes people want to come to work in the morning, not only because they like their work but also because they care for their colleagues. Quality and service often show in support-orientated organizations, since successful approaches to quality improvements are often based on small work teams. People contribute towards the organization out of a sense of commitment. Employees feel a sense of belonging and that they have a personal stake in the organization.

1.5. Assessing Organizational Culture:

Although some organizational scientist argue for assessing organizational culture with quantitative methods, others say that organizational culture must be assessed with qualitative methods. Quantitative methods, such as questionnaires, are valuable because of their precision, comparability, and objectivity. Qualitative methods, such as interviews and observations, are valuable because of their detail, descriptiveness and uniqueness.

Two widely used quantitative assessment instruments are the Organizational Culture Inventory(OCI) and the Kilmann-Saxton Culture-Gap Survey. Both assess the behavioral norms of organizational cultures, as opposed to the artifacts, values, or assumptions of the organization. In India, a widely used instruments is the OCTAPACE Profile.

Organizational Culture Inventory:

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

A self-report instrument, the OCI contains 120 questions. It provides an individual assessment of culture and may be aggregated to the work group and to the organizational level. It has been used in firms throughout North America, Western Europe, New Zealand, and Thailand, as well as in U.S. military units, the Federal Aviation Administration, and nonprofit organizations.

Kilmann-Saxton Culture-Gap Survey:

The Kilmann-Saxton Culture-Gap Survey focuses on what actually happens and on the expectations of others in the organization. Its two underlying dimensions are technical/human and time (the short term versus long term). With these two dimensions, the actual operating norms and the ideal norms in four areas are assessed.

The areas are task support(short-term technical norms), task innovation(long-term technical norms), social relationship(short-term human orientation norms), and professional freedom(long-

term human orientation norms). Significant gaps in any of the four areas are used as a point of departure for cultural change to improve performance, job satisfaction, and moral.

A self-report instruments, the Gap Survey provides an individual assessment of culture and may be aggregated to the work group. It has been used in firms throughout the U.S and in not-for-profit organizations.

The OCTAPACE Profile:

The OCTAPACE Profile, developed by Udai, Pareek, is a 40-item instrument widely used in India. It measures the organizational ethos. It gives the profile of the organization’s ethos in eight values. These values are openness, confrontation, trust, authenticity, proaction, autonomy, collaboration, and experimentation. The instrument contains two parts. In part 1, values are stated in items 1 to 24 (three statements each for eight values), and the respondent is required to check (on a four-point scale) how much each item is valued in his organization. Part 2 contains 16 statements on beliefs, to each for eight values, and the respondent checks (on a four-point scale) how widely each of them is shared in the organization. In addition to checking the items on the extent of their importance in the organization, the respondent can also check how much they should be valued or how much the beliefs are useful. Thus, the present as well as desired and ideal profiles can be obtained.

Triangulation:

A study of a rehabilitation center in a 400-bed hospital incorporated triangulation(the use of multiple methods to measure organizational culture) to improve inclusiveness and accuracy in measuring the organizational culture. Triangulation has been used by anthropologists, sociologists and other behavioral scientists to study organizational culture. Its name comes from navigational technique of using multiple reference points to locate an object. In the rehabilitation center study, the three methods used to triangulate on the culture were (1) obtrusive observations by eight trained observers, which provided an outsider perspective; (2) self-administered questionnaires, which provided quantitative insider information; and (3) personal interviews with the centered staff, which provided qualitative contextual information. The study showed that each of the three methods made unique contributions towards the discovery of the rehabilitation center’s culture. The complete picture could not have been drawn with just a single technique. Triangulation can lead to better understanding of the phenomenon of culture and is the best approach to assessing the organizational culture.

Chapter2: ORGANIZATION PROFILE

2.1 Introduction

Public funded R&D institutes generate and disseminate knowledge, typically drawing on

national and international, industrial and scientific knowledge in order to support the industry.

They have their own technologies and technology related services which the industry needs but

can't access. They carry out tasks helping the industries to develop a strategic approach towards

technology. The work was carried out at Indian Institute of Chemical Technology (IICT). IICT

is a premier reputed public funded R&D institute located in Hyderabad, India. It is a constituent

laboratory of Council of Scientific and Industrial Research (CSIR), Ministry of Science and

Technology, Government of India. It’s basic objective is to carry out research in the chemical

sciences leading to innovative processes for a variety of products necessary for human welfare

such as food, health and energy and the conduct of R&D work fully geared to meet the

requirements of technology development, transfer and commercialization. It conducts research in

basic and applied chemistry, biochemistry, bioinformatics, and chemical engineering and

provides science and technology inputs to the industrial and economic development of the

country. It has filed more patents than any other CSIR organization in India.

The institute had its origin as Central Laboratories for scientific & Industrial Research

(CLSIR), established in 1944 by the then Government of Hyderabad state. After integration of

Hyderabad state with the India Union, the laboratory expanded with its growing activities. The

main building was formally opened by Pandit Jawaharlal Nehru, the then Prime Minister of India

on January 2, 1954. In 1956, the Central Laboratories came under the aegis of Council of

Scientific and Industrial Research (CSIR) and was renamed as Regional Research Laboratory,

Hyderabad in 1956: Subsequent, it was renamed as Indian Institute of Chemical Technology

(IICT) in 1989, recognizing the multidisciplinary activities and the expertise developed by the

institute in the field of chemical technology. It has made significant contribution in the field of

chemistry and chemical technology in the last six decades and celebrated its “Diamond Jubilee in

2004”.

More than 150 technologies developed by IICT are now in commercial production. Its

commitment to industry is reflected by the way of several sponsored and consultancy project

received from the industry, year after year. The external cash flow of IICT for the year 2010-11

is around 27.81croroes. With over 450 highly professional and dedicated scientists and technical

officer /technicians and 650 PhD Students, excellent laboratory and instrument facilities for

research in chemical sciences and technology and allied sciences, IICT is now known nationally

as well as international for it contribution both in basic and applied research.

2.2 Mission and vision statement of the institute

Mission To provide globally competitive, environmentally friendly technologies in agrochemicals,

drugs, organic intermediates, fine chemicals, lipid sciences and technology, specialty

polymers and allied chemicals.

To achieve world class expertise in frontier areas in organic synthesis, heterogeneous and

homogeneous catalysis and chemical process design modeling and simulation.

To build technical competence to offer science based technical services world over in

relevant areas of chemical, biological and engineering sciences.

Vision To become an innovative global R&D provider in the field of chemical technology with reference

to industrial and especially chemicals.

To be an institution of international excellence in basic research in organic chemistry and allied

adjacent chemical and engineering sciences.

2.3 Major Area of Research

Major areas of research at IICT are in the areas of Agrochemical, Drugs &

Pharmaceuticals, Organic Intermediates, Lipid science and technology, Organic coatings and

polymers, Catalysis, Coal, Chemical Engineering, Design Engineering, Chemical Biology and

Chemical Informatics.

2.3.1 Activities

The research and development programs of IICT relate to the development of technologies

for pesticides, drugs, organic intermediates, fine chemicals, catalysts, polymers, organic

coatings, use of low-grade coals, and value-added products from vegetable oils. Process design

and mechanical engineering design form an integral part of technology development and

transfer. IICT is also actively engaged in basic research in organic synthesis and catalysis.

2.3.2 R&D Areas of excellence:

Organic chemistry Nano technology Catalysis Lipid chemistry Novel drug delivery systems Polymers Chemical engineering Mechanical design & engineering

2.3.3 Centers of excellence:

National centre for mass spectrometry

Nuclear magnetic resonance spectrography

X-ray diffraction

Molecular modeling

Process safety

Pharmacology

Bio chemical and environmental engineering

National facility for pheromone research

2.4 Organisation Structur

Organizational structure of Indian Institute of Chemical Technology is presented in Figure 1.

The Organisation Structure contains the following divisions:

2.4.1 MANAGEMENT COUNCIL

1. Administrative, Finance, Stores and Purchase division

2. Business Management, HRD, Research Management division

3. Pilot Plants

4. Computer Centre

5. General Engineering

6. Bio Engineering and Environmental Centre

7. Instrumentation

8. Library and Documentation

9. Quality Management

2.4.2 RESEARCH COUNCIL

1. Organic Chemical Sciences

2. Inorganic and Physical Chemistry

3. Mechanical Design and Engineering

4. Lipid Science and Technology

5. Chemical Engineering Sciences

6. Coal/Gas and Energy

7. Chemical and Instrumental Analysis

8. Organic Coatings and Polymers

9. Biology

10. Chemical Biology

11. Fluoro Organics

12. Pharmacology

2.4.3 Human Resource

Human Resource base of IICT is presented in Figure 2. It mainly consists of

Total S&T Staff

Scientist (Group-IV)

Technical (Group III)

Technical (Group II & I)

Total Administrative & Non-Technical

Research Scholars / Assts.

RA/QRS Fellows

SRF/JRF

Project Assistants

Figure2. Human Resource Base

2.5 Products and Services

The Indian chemical and allied industries need a variety of technological and knowledge

based services from professionally run institutions to upgrade their capabilities in environmental

management, quality control, process up gradation, alternative feed stock selection,

equipment/plant design, new computer software development, techno economic feasibility

assessment of new ventures, new product, formulations development, human resource

management and allied activities. The IICT offers exciting opportunities and quality services to

the industries, technocrats and allied institutions in these areas.

Today IICT is a dynamic and result oriented organization. IICT undertakes wide range of

assignments for its customers. At any point of time about 60-70 projects are in pipeline and

almost equal number are completed every year. The major assignments/projects of IICT may be

categorized as:

Contract R&D Projects (Sponsored/Collaborative/Grant-in-Aid).

Consultancy Projects (Scientific, Engineering, Technical etc).

S&T Services (Trouble Shooting, Testing & Evaluation, Technical Reports, Training

etc).

Custom Synthesis.

Doing business with IICT means quick, cost-effective, confidential and quality services to clients

in the form of (a) Contract research (b) Consultancy & (c) Technical services.

Contract research is undertaken specifically for and at the client’s request. The

contracts can be custom made to suit client and project requirements.

Consultancy services encompass professional advice from project/product concept to

commercialization.

Technical services cover analytical testing and product characterization, environmental pollution

and impact assessments, catalyst characterization, process up gradation / restandardisation, new

molecule/product development, process safety studies, design /engineering, project viability

studies, human resource development, productization of information.

2.5.1 Services Offered to the Industries:-

1. Analytical Testing and Characterization :

2. Cellulose & Paper Technology

3. Process Up gradation / Restandardisation

4. New Molecule / Product Development

5. Process Safety Studies

6. Design / Engineering

7. Project Viability Studies

8. Human Resource Development

The institute offers important chemistry and engineering portfolios to industry according to their

requirement to make innovative changes in research and development. The major chemistry and

engineering portfolios are in Catalysis, Materials, Molecular Dynamics, Spectroscopic Sciences,

and chromatographic sciences, computational Sciences, Design, Development, Property

Evaluation, Energy Systems, and Designs.

2.6 IICT Customer Spectrum & Network :

IICT customer’s family is networked with wide spectrum of user agencies in terms of economic

size (investment basis), national (Public, Private, Govt.), overseas clients etc., and social status.

However, IICT regards customer as a king and does not differentiate between the services it is

offering to different customers.

Economic size (investment basis)

Small Scale Industry (investment less than Ras.100 lakhs in plant and machinery).

Medium Scale Industry (investment less than Rs. 500 lakhs in project cost)

Large Scale Industry (investment above Rs. 500 lakhs in project cost)

Type of organizations.

Private (Industry/Inhouse R&D).

Research Foundations

Public Sector (Industry/Corporate R&D)

Govt. /Semi Govt.

University

- R&D Departments (Defence, Space etc.)

- State & Central Pollution Control Boards

- State & Central S&T ministries

(Health, Agriculture, Environment & Forest etc.)

Overseas.

- Industry

- University

- Research Foundations/organizations

Industrial Associations

- Drugs & Pharmaceuticals (BDMA, IDMA)

- Chemicals (ICMA, FICCI)

- Pesticides (PMFAI)

2.7 Performance of IICT:IICT's performance during 2010-11, the penultimate year of the 11th Five Year Plan is given in

Fig. I to VIII; highlighting record no. of Publications and Patents and growing External Cash

Flow (ECF) year after year.

Chapter 3

LITERATURE REVIEW

Organizational culture has assumed considerable importance in the 21st century, because of its impact on employee performance and job satisfaction. It is the imperative of every organization to understand its own dynamic culture so that managers can capitalize on the insights generated by the cultural perspective to wield greater control over their organizations. The culture of an organization has an important impact on its performance. With the ever - changing technology and fast - paced business arena, companies today are grappling to find new and innovative ways of improving performance with the minimal addition of cost. Many companies have now turned to exploring the sociological aspect of the business in order to improve profitability. Culture is one aspect that is not tangible, yet it plays a very important role to the success of any business enterprise. This chapter will define organizational culture, its nature and influence on an organization as well as ways of creating, transmitting and sustaining organizational culture.

What is organizational culture?

There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behavior, management science, and organizational commitment. The following definitions are views of authors from the applied sciences, disciplines and are more relevant to the scope of this study.

The following study has been made in the recent past based on the organization culture.

Adel Ismail Al-Alawi et al investigated the role of certain factors in organizational culture in the success of knowledge sharing. Such factors as interpersonal trust, communication between staff ,information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to

knowledge sharing. The research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter.They analyzed that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations.

In another article, Anil Kumar Singh have conducted a study on Impact of the HRM practices and organization culture on managerial effectiveness in public sector organizations in India. According to him, the study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organization culture will provide an edge to an organization. He made a study as an attempt to understand the effect of the HRM practices and organization culture on managerial effectiveness in public sector organizations in India. The study revealed that the HRM practices and organizational culture are strong predictors of the managerial effectiveness of the public sector organizations surveyed.

Azmawani Abdul Rahman et al., have made a study on the influence of organizational culture on attitudes toward organizational change. The study was made to investigate the influence of organizational culture on attitudes toward organizational change in Malaysia. The results showed that there is an association between organizational culture and the affective, cognitive, and behavioral tendency of attitudes toward organizational change. The findings also showed that different types of organizational culture have different levels of acceptance of attitudes toward organizational change. This means that certain type of organizational culture could facilitate the acceptability of change, while other types of culture could not accept it. The implications of this research are also discussed.

Iivari et al; have made a study on the role of organizational culture in organizational change, this study reviews different conceptions of organizational culture in the existing literature– in anthropology, organizational studies and in IS research. Also recent criticism on the existing conceptions is presented. Furthermore, organizational change is also a complex concept, due to which this study discusses also differing conceptions of organizational change and conceptions of change employed in the empirical IS literature. Finally, a framework for the analysis of organizational culture and change is developed. The framework identifies three positions on organizational culture and change: optimist, pessimist and relativist, and discusses their implications. The optimist position is criticized of relying on very naïve notions of culture and change. The pessimist position can be criticized of lacking relevance to practice. Finally, the relativist position is recommended as the most realistic position for the prospective IS research on organizational culture and change.

Muzainah Mansor and Mahamad Tayib; have done a study on an empirical examination of Organizational Culture, Job Stress and Job Satisfaction within the Indirect Tax Administration in Malaysia. The investigation on organizational culture indicates that hierarchical culture is the dominant culture at the department. The assessment on job stress reveals that the employees are uncertain on the evaluation for a raise or promotion. The examination on job satisfaction shows that the employees are dissatisfied with the department’s concern for its employees’ welfare, and the system for recognizing and rewarding outstanding performance. It is also found that there are

significant correlations among organizational culture, employee job stress and employee job satisfaction. The results of this study signify that action should be taken to change the department’s culture orientation, reduce employees’ stress and improve employee’s satisfaction.

Marieke Huysentruytz et al; have done a research on Organizational Culture and Personality Effects. According to the research they studied the interaction of organizational culture and personal pro-social orientation in team work where teams compete against each other. We prime subjects to two alternative organizational cultures emphasizing either self-enhancement or self-transcendence. We find that effort is highest in self-transcendent teams and pro-socially oriented subjects perform better than pro-self-oriented under that culture. In any other value-culture-mechanism constellation, performance is worse and/or pro-socials and pro-selves do not differ in provided effort.

Chapter-4

METHODOLOGY

OBJECTIVES AND SCOPE

Primary Objective:

To assess the organizational culture at IICT Hyderabad, and the employees’ attitudes towards the Organization.

Scope:

The respondents for this study are senior scientists in various departments at IICT.

Objectives :

To obtain the employee’s (senior scientists) perceptions about various aspects of the Organization’s culture

To assess various attitudes of the employees towards their jobs and towards the Organization.

VARIABLES AND THEIR MEASUREMENT

The variables studied include organizational characteristics / processes (such as freedom to work,Communication, training given, etc.); individual attitudes / perceptions regarding the work; and Employee’s attitudes towards the organization.

Instruments

A questionnaire was developed for the purpose of the study. This had two parts. The first part captured demographic details for the record. The second part of the questionnaire had thirty nine questions capturing employees’ responses to the various variables of interest. The second part of the questionnaire used five-point Likert scales.

Type of Research

The type of research used in this project is descriptive in nature.

Data Collection Method:

There are mainly two types of data collection methods which are as follows:

Primary Data

Primary Data in the research process was collected by questionnaire from current employees working in software companies.

Secondary Data

Secondary data in research process was collected for literature review and analyzed research papers and text books related to the topic.

Sampling Plan

Sample Unit : Sample unit for this research is few employees of IICT. Sampling Technique : Stratified Random Sampling.

Sample Size : 25 Senior scientists.

Sampling Methods

The sampling method would be probability sampling because here each sample has equal chance of being selected and again it would be stratified random sampling.

Application tools

The data collected through the scheduled questionnaires is analyzed by using Microsoft excel

Limitations

Employee of the company does not provide genuine information and could not spend much time in filling up the questionnaire due to their busy schedules.

Their views and perceptions vary over period; accuracy will be purely based on the information provided by them with time always being a barrier for the study.

Chapter-5

RESULTS AND INTERPRETATION

Organization Culture

As stated earlier, an organization’s culture is the shared perception that organizational members have about its characteristics.

Improvements in the organization:

From the responses it can be seen that the mean is 4,it means that there is a high degree of agreement on how the various aspects of the organization are perceived. Perhaps the most important is the agreement that there have been several improvements in the organization in the recent past.Freedom in their work:

Interpretation: The emphasis has been made on improvement of employees work, and freedom in their work. From the observations made it is very clear that more than 60% of the senior scientists are having experiencing freedom in their work.

Respective to feedback:

Interpretation: From the collected data it is observed that majority of the employees feedback is being considered by the management which is one of the positive things about the organization culture. On the other hand very minute percentage of employees felt that their feedbacks were never considered.

Open communication within organization:

strongly agree(7), 32%

agree(10), 45%neutral(1), 5%

disagree(2), 9%

strongly disagree(2), 9%

Open communication within organization

Interpretation:From the obtained data majority of the employees were participating in open communication irrespective of their designations and caders and were given all the freedom to express their views related to work.

agree(13), 59%

neutral(4), 18%

disagree(3), 14%


Organization has become more respective to feed back

agree(11), 50%


neutral(1), 5%

disagree(3), 14%

strongly disagree(2), 9%Employees have freedom in their work

Role and jobs:

strongly agree4, 17%

agree (12), 52%

neutral (3), 13%

disagree (2), 9%

stongly disagree (2), 9%

Roles & jobs are clear

Interpretation: From the obtained data a large portion of employees responded that they are very much clear about their job roles which is helping them in handling their jobs effectively.

Less bureaucratic and more flexible:

agree(13), 57%


disagree(5) , 22%

neutral(3) , 13%

Organization has less bureacratic & more flex-ible

Interpretation: From the obtained data majority of the employees felt that the organization is less bureaucratic instead it offers more flexibility in all ways which is another positive aspect about the organization culture.

Training:

agree(9), 41%


strongly disagree(2) , 9%

dis agree(4) , 18%

neutral(4) , 18%

Organisation is providing adequate training

Interpretation: From the observations made, the employees claimed that there are getting adequate training and appropriate training which is required for the job and the organization culture.

The work environment:

strongly agree(4) , 18%

agree(9) , 41%

neutral(6) , 27%

disagree(2) , 9%


Work environment is pleasant

Interpretation: From the observations made a majority of the employees are experiencing a very pleasant work environment which is highly influencing them in performing their job roles.

Employee’s attitude


agree(12) , 55%

neutral(3) , 14%

disagree(2) , 9%

Attitude towards work and / or the organi-sation has become more positive

Interpretation: Majority of the employees developed a very positive attitude in the journey of their professional life which has been increasing consistently.

The work:

agree(13) , 57%


neutral(5), 22%

disagree(2), 9%

Work is interesting

Interpretation: Though the employees deal with mental work discovering new methodologies they find their work interesting at every level which is directly or indirectly increasing their performance even.

Appreciation:

Interpretation: After considering the employees feedback certain changes were made accordingly due to which the employees are getting very good appreciation of the work done.

The knowledge and the skills to do job:


agree(11) , 48%

neutral(3) , 13%

Having knowledge and skills to do job

Interpretation: The employees felt that the organization is supporting them in all ways in improving their knowledge and skills required which is helping them in handling their jobs effectively.

Spending your time:

agree(11) , 48%

strongly agree(4) 17%

neutral(3) , 13%

disagree(5) , 22%

Receiving appreciation for work

agree(14) , 64%


neutral(2) , 9%

strongly dis agree(1) , 5%

Spending time more usefully

Interpretation: The employees personally experienced that they were utilizing the time much effectively when compared to their prior performance.

Comfortability:

Interpretation: Employees are feeling comfortable to work in the organization,80% of the employees are accepted for the above statement.

Proud of working for the organization


agree(10) , 45%

neutral(2) , 9%

disagree(1) , 5%

Feel comfortable while working

agree(8) , 35%


disagree(1) , 4%


neutral(1) , 4%

Proud of working for organisation

Interpretation: From the data collected it was observed that more than half of the employees are very proud to work for IICT which gives them immense satisfaction in working for the organization.

.

Own leadership:

Interpretation: The employees have developed their leadership abilities which has developed them as an individual on the whole.

Organization’s leadership:


agree(9) , 39%

neutral(5) , 22%


Happy with own leadership abilities

Talking freely and openly to superiors:

Interpretation: The employees in the organization are allowed to talk freely and openly to their superiors about their problems in the organization. Superiors are very cooperative in the organization.

agree(10) , 43%


neutral(7) , 30%


disagree(1) , 4%

Open communication with superior

agree(8) , 35%


neutral(7) , 30%


Happy with organisation leadership

Open communication with colleagues:

agree(8) , 35%


neutral(6) , 26%

disagree(1) , 4%


Open communication with colleagues

Interpretation: The employees of IICT are having friendly colleagues where they can share anything which may or may not be work related due to which they feel bit stress freed. Due to this they have been maintaining good relations with the employees.

Feedback from employees:

agree(5) , 22%


neutral(8) , 35%


disagree(1) , 4%

Organisation is willing to listen to employee feedback

Interpretation: There is a mixed feelings being observed from the employees as some employees felt that the feedback given by them would be considered by the management on the other hand we have equal percentage of employees who felt that their feedbacks would never be considered.

Allowed to ask questions or clarify doubts:


agree(8) , 35%

neutral(7) , 30%disagree(2) , 9%


Employees are allowed to ask doubts

Interpretation: The employees are allowed to ask questions or clarify doubts about their job roles, new methodologies etc. to the management. On the whole a minimal percentage of employees agreed to the given statement where major proportions were neutral in their opinion.

Allowed to make decisions


agree(12) , 52%

neutral(4) , 17%


Employees are allowed to make decisions

Interpretation: The employees of IICT are free to make decisions pertaining to their job roles which make things easy for the management which means that IICT encourages its employees in decision making.

Encouragement by management:


agree(11) , 48%

neutral(7) , 30%

disagree(3) , 13%

New ideas from employees are encouraged

Interpretation: As IICT is completely research oriented organization employees are completely given the opportunity to come up with innovative ideas and the employees are very much encouraged in this aspect.

Allows employees to learn:


agree(10) , 43%

neutral(8) , 35%

disagree(2) , 9%

Organisation forgives mistakes and allows employees to learn.

Interpretation: IICT encourages its employees to learn from their mistakes as it being a research oriented organization most of the things are practically tested which may or may not yield positive results but still irrespective of the outcome it gives the flexibility to learn from the negatives.Organization’s flexibility


agree(7) , 30%

neutral(8) , 35%

disagree(5) , 22%

Organisation is flexible enough to changes

Interpretation: The organization considers the employees feedback and opts for changes if it’s acceptable. But still there were certain changes made basing on the employees feedback. Majority of the employees are neutral in their opinion on the given statement.

Stress or pressure to perform:

Interpretation:Majority of the employees feel stressed up and get pressurized on the work given to them. On the other hand there were employees who were experiencing a stress free work.

agree(6) , 26%

disagree(7) , 30%

neutral(7) , 30%


Employee feels stress or pressure to perform

Insecurity while working:

agree(7) , 30%


disagree(4) , 17%

neutral(4) , 17%


Insecuirity while working

Interpretation: It is to be noted that a sizeable minority of the respondents have indicated that they feel stress or pressure to perform, and that they do experience some fear and insecurity while working.

Aware of organization’s vision:


agree(14) , 61%

neutral(3) , 13%


disagree(1) , 4%

Aware of organisation vision

Interpretation: The employees of IICT are very much aware about the organization vision where they work accordingly to reach the organization objectives.

5.1. OVERALL FINDINGS:

Employee Attitudes towards the Job and the Organization

The respondent’s attitudes towards their jobs are positive, with a majority of the respondents agreeing that there has been an improvement in their attitudes in the recent past.

Among the reasons for this positive improvement are the following:

The work has become more interesting, their jobs / roles are now clearer than before, they now have the knowledge / skills to do their jobs properly, and they feel they are spending their time more usefully than before.

To a lesser degree, the fact that they now receive appreciation for their work has also helped to improve their positive attitude.

With regard to the organization, a vast majority of the respondents have a strong sense of belonging, and they take pride in working for the organization. Most of them feel comfortable working here.

However, it is to be noted that a sizeable minority of the respondents have indicated that they feel stress or pressure to perform, and that they do experience some fear and insecurity while working.

More openness of communication, introduction of new methodologies of work, better clarity of roles and jobs, as well as adequacy and appropriateness of training are identified which are some positive aspects about IICT.

To a lesser degree, the respondents also agree that they have more freedom in their work, that the organization has become less bureaucratic and more flexible, and that the work environment is pleasant.

The respondents have also indicated satisfaction with the leadership, as well as trust in the management. In addition, there is considerable awareness about the organization’s vision and purpose.

6.1. Suggestion

Since the organization is perceived to be effective, and since most of the respondents have positive feelings about it, the management should take care to maintain the current way of working, and ensure that it does not regress to the old bureaucratic model.

It might however help to look into the reasons behind some of the employees experiencing stress as well as fear / insecurity.

6.2. LIMITATIONS OF THE STUDY

The study was restricted to Senior scientists of IICT. This could have given rise to a unique perception of the culture, possibly different from that which might have been obtained if employees at other levels and in other functions of the organization had also been included as respondents.

References: Anil KUMAR SINGH ,Impact of the HRM practices and organization culture on

managerial effectiveness in public sector organizations in India(2010). Adel Ismail Al-Alawi, NaylaYousif Al-Marzooqi and

YasmeenFraidoonMohammed.Organizational culture and knowledge sharing: critical success factors (2007).

Iivari, Netta.The Role Of Organizational Culture In Organizational Change - Identifying A Realistic Position For Prospective Is Research.

Lesley Willcoxson& Bruce Millett.The Management OfOrganisational Culture.

MdZabid Abdul Rashid,MuraliSambasivan and Azmawani Abdul Rahman. The influence of organizational culture on attitudes toward organizational change (2004)

Ola Andersson,MariekeHuysentruyt,TopiMiettinen and Ute Stephan.Productivity in Contests: Organizational Culture and Personality Effects(2010).

Websites:

http://anupamkaushal.hubpages.com/hub/Organisation-Culture-Introduction

http://www.cpmr.gov.ie/Documents/Understanding%20and%20Managing%20Organisational%20Culture.pdf

http://eprints.oum.edu.my/70/1/influence_of_organizational_culture.pdf

http://www.ics.uci.edu/~wscacchi/Papers/Open-Source-Research/OSSE3-Elliott.pdf

http://www.ijbssnet.com/journals/Vol._1_No._3_December_2010/4.pdf

http://ntur.lib.ntu.edu.tw/retrieve/169049/06.pdf

http://www.usfa.fema.gov/pdf/efop/efo27969.pdf

http://210.48.147.73/silibus/orgCultre3.pdf

IICT Biennial Report 2007-09

http://210.48.147.73/silibus/orgCultre3.pdf

http://www.usfa.fema.gov/pdf/efop/efo27969.pdf

http://ntur.lib.ntu.edu.tw/retrieve/169049/06.pdf

http://www.ics.uci.edu/~wscacchi/Papers/Open-Source-Research/OSSE3-Elliott.pdf