SYNOPSIS ON

ORGANIZATION CULTURE OF WIPRO LTD.

SUBMITTED BYROHIT KUMAR DIXIT

Enrollment No. 18020211562

UNDER THE GUIDANCE OFS. SAHA

AMITY SCHOOL OF DISTANCE LEARNINGAMITY UNIVERSITY NOIDA

AMITY SCHOOL OF DISTANCE LEARNING (ASODI)SYNOPSIS OF APPROVAL PERFORMA

1. Name : ROHIT KUMAR DIXIT

2. Registration : 18020211562

3. Course : BBA

4. Institution : ASODL

5. Study Center : Saket

6. Address for correspondence & : 10/159 Dakshin Puri N.D- 110062

Telephone No 9910020923

7. Name and Designation of : S. SAHA

Project Guide Marketing Manager

8. Title of the project : ORGANIZATION CULTURE OF WIPRO LTD.

9. Name of Organization : Saha & Associates consultant And Place where project is to be conducted

Date--------------- (Signature of the Student)

Place---------------

Approval Record(to be compeleted at ASODL)

Approved /Not Approved Signature of the approving authority

STATEMENT ABOUT THE PROBLEM

The idea of viewing organizations as cultures—in which there is a system of

shared meaning among members—is a relatively recent phenomenon. Until the

mid-1980s, organizations were, for the most part, thought of simply as rational

means by which to coordinate and control a group of people. They had vertical

levels, departments, authority relationships, and so forth. But organizations are

more. They have personalities too, just like individuals. They can be rigid or

flexible, unfriendly or supportive, innovative or conservative. General Electric

offices and people are different from the offices and people at General Mills.

Harvard and MIT are in the same business—education—and both located in

Cambridge, Massachusetts, but each has a unique feeling and character beyond its

structural characteristics. Organizational theorists now acknowledge this by

recognizing the important role that culture plays in the lives of organization

members. Interestingly, though, the origin of culture as an independent variable

affecting an employee’s attitudes and behavior can be traced back more than 50

years ago to the notion of institutionalization.2

WHY IS THIS PARTICULAR TOPIC CHOSEN

Organizational culture is concerned with how employees perceive the

characteristics of an organization’s culture, not with whether or hot they like them.

That is, it’s a descriptive term. This is important because it differentiates this

concept from that of job satisfaction.

Research on organizational culture has sought to measure how employees

see their organization: Does it encourage teamwork? Does it reward innovation?

Does it stifle initiative?

In contrast, job satisfaction seeks to measure affective responses to the work

environment. It’s concerned with how employees feel about the organization’s

expectations, reward practices, and the like. Although the two terms undoubtedly

have overlapping characteristics, keep in mind that the term organizational culture

is descriptive, while job satisfaction is evaluative.

WHAT CONTRIBUTION WOULD THE PROJECT MAKE ?

While high percentage of technical agents perceives a set career path, the non-

technical employees are ambiguous. Hence the suggestion is that a transparent

career path should be set and communicated to the non-techies. Guidance and

Assistance provided by the organization to the employees to move on the

projected career path needs to be considerably enhanced. The Designation name –

“Agents” should be rechristened in a manner to increase the perceived value

associated with the position and thereby being in congruent with the people-

centered characteristic of Organization culture.

Self development is very much confined to Academic aspirations, it is suggested

that other avenues be explored through feedback from employees. Though the

correlation between performance appraisal and rewards is high the composition of

rewards should be expanded as it is moderate when compared with Vertex (BPO

company), and LG (manufacturing sector) which were also covered under

research.

OBJECTIVES AND SCOPE OF THE STUDY

RESEARCH OBJECTIVE

To study about organizational culture

To study about the impact of organizational culture the organizational effectiveness

To analyse this relation between organizational culture and organizational in an

organization, Wipro

To check whether good organizational cultured necessitates effective organizational

performance

Scope of the project

The scope of the project is confined to the Operations departments

Majority of the employees is in the operations – BPO industry completely depends on

operation personnel

The Operations gains very high importance against other departments owing to the

unique nature of the BPO industry

Kinds of sub systems that are under study will be best reflected by the operations

personnel.

METHODOLOGY

Research Design

This is a framework necessary for obtaining the information about the subsystems

Organization Culture, Training and development, Performance Appraisal and Feedback.

This information is used to reach the objective of the research. Both the exploratory and

conclusive research design is embraced in this research project.

Exploratory Research

The primary objective is to provide insights into the three subsystems and helps in the

guidance in the approach adopted to achieve the objective of the project. It is further

helpful in the conclusive research design adopted in this research.

Primary data

The primary data is first-hand which is collected by the team to perform the research on

the subsystems of Wipro Spectramind and facilitate further study and analysis. Specific

and concrete information about the three subsystems is collected from the upper

management and employees to help the team to perform the exploratory research in the

project. The data collected will be qualitative in nature based on small samples that

provide information and insights in understanding the functioning of the three subsystems

and their contribution towards organizations success.

Tools for Primary Data

Direct approach depth interview method will be adopted as the respondent is made

aware of the purpose of the interview. The depth interviews will be conducted with the

help of a discussion guidelines prepared for the same purpose.

Secondary Data

The data available and collected by the external sources that is relevant to achieve the

research objective is used in this process of research. The pertinent websites and the

published editorials will be the sources of secondary data

Tools of Secondary Data

Internet, published journals and books.

Conclusive Descriptive Research

The performance of the three subsystems in the organization will be analyzed using

descriptive research design and a conclusion is arrived at.

Sources of Primary Data

The primary data will be collected from the employees of Wipro Spectramind.

Tools of Primary Data

A structured questionnaire which has both fixed alternative questions and open ended

questions will be administered to the employees in the operations to gauge their

perceptions on the utility of subsystems under study.

Sampling Design & Methodology

Target Population

The target population for the Wipro Spectramind will be as follows:

Elements Male and female employees Sampling Units Operations

department Age group 20-30 years

Extent New Delhi

Sampling Frame

The sampling frame is the representation of the target population (the collection of

elements who possess the information sought) and contains directions for identifying the

same. The sampling frame will be the employees in the age group 20-30 in the operations

department.

Sample Size

The size of the sample is 100 which will be representative of the target population.

CHAPTERISATION SCHEME

CHAPTER – 1 INTRODUCTION

CHAPTER – 2 LITERATURE REVIEW

CHAPTER – 3 OBJECTIVES OF THE STUDY

CHAPTER – 4 RESEARCH METHODOLOGY

CHAPTER – 5 HR PRACTICES IN WIPRO SPECTRAMIND

CHAPTER – 6 DATA ANALYSIS

CHAPTER – 7 CONCLUSION & IMPLICATIONS

RECOMMENDATIONS

BIBLIOGRAPHY

APPENDIX

APPENDIX

The information collected is purely academic purpose and will be kept confidential.

Respondent ProfileName (Optional)

Age

Gender Male Female

Education

Department

Level in the

Organization

Experience in

the organization

Number of years

in the current position

Number of jobs held

previously

Number of years of

experience in the

previous jobs

1. The degree to which your organization encourages and emphasizes

Very High High Medium Low Very Low

- Innovation & Risk taking 1 2 3 4 5

- Precision analysis and attention to detail 1 2 3 4 5

- Emphasis on results NOT on techniques 1 2 3 4 5

- Considers how its decisions affects people 1 2 3 4 5

- Importance to Teams OVER individuals 1 2 3 4 5

- People to be aggressive and competitive 1 2 3 4 5

- Growth rather THAN status quo 1 2 3 4 5

2. How satisfied are you with the culture in your organization? Very satisfied Satisfied Not satisfied Very dissatisfied

3. What parameters do you like in your present organization culture?

4. What changes do you wish to see in your organization culture?

5. To what degree the organization culture is contributing towards your organization’s success? Very High High Moderate Low Very Low

5a. When do you consider your organization to be successful?

6. Are Training programmes conducted? Not at all Rarely On joining only Regularly On request

7. Have you undergone training programme(s)? Yes No

8. If yes, to what degree the training programme help you in performing your job better?

Very High High Moderate Low Very Low Why?

8. What was the degree of feedback you received after training programme? Very High High Moderate Low Very Low

9. Do you think the organization offers you a set career path? Yes No

If yes, the degree of guidance and assistance provided to move in the set career path is Very High High Moderate Low Very Low

10. Are you given enough opportunities for your self-development? Yes No

11. Are you aware of the parameter on which performance appraisal is based? Yes No

12. The degree of correlation between your efforts put in and received Performance appraisal Very High High Moderate Low Very Low

13. Is there a reward system in place? Yes No

If yes, what is the degree of correlation between Performance appraisal received and expected rewards Very High High Moderate Low Very Low

14. Are employees involved in determining the parameters used for appraisal? Yes No

15. Is any follow up action taken and feedback given on performance? Yes No

16. How do you think your organization culture contributes towards its success?______________________________________________________________________________________________________________________________

17. How do you think your organization’s training and development contributes towards its success?______________________________________________________________________________________________________________________________

18. How do you think the performance appraisal and feedback contributes towards your organization’s success?

19. What kind of accomplishments are you rewarded for?