synopsis on organization culture

8/19/2019 Synopsis on Organization Culture

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SYNOPSIS

On

“ORGANIZATION CULTURE AND ITS RELATIONSHIP

WITH EMPLOYEE MOTIVATION AND OVERALL

PERFORMANCE”

Submitted to the Uttaranchal Un!"r#t$ in partial fulfillment of the

requirements for the award of the Degree of

MASTER OF %USINESS ADMINISTRATION

Submitted by

UDIT PANDEY

&Enr'll("nt N')* +++++++++++++++++++++++++++++++++++++++,

Under the guidance of

G-." na(" /th D"#0nat'n &Fac-lt$ G-.",

&%atch* 1234+1235,

FACULTY OF MANAGEMENT AND %USINESS STUDIES

UTTARANCHAL UNIVERSITY6 DEHRADUN


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INTRODUCTION OF THE TOPIC

Motivation is an important factor which encourages persons gives their best performance

and help in reaching enterprise goals. A strong positive motivation well enables the

increased output of employees but a negative motivation will reduce their performance.

In order to make any managerial decision really meaningful. It is necessary to convert it

in to an effective action which the manager accomplishes by motivating his subordinates.

!o motivate means to produce goals oriented behaviour since increase in productivity is

the ultimate goal of every industrial organi"ation motivation of employees at all levels isthe most critical and baffling function of the management. Almost every human problem

the manager faces throughout the firm has motivational elements.

M't!at'n* A# a c'nc"7t

!he term motivation has been derived from #atin word$Movers which mean to move. In

our languages of management it implies something that energies an individuals or a groupof individuals to work.

%.&.S'(!! )Motivation means a process of stimulating people to action to accomplish

desired goals.*

+,--' says )Motivation is a general inspirational process which gets the members of

the team to pull their weight effectively to give their loyalty to the group to carryout

properly the tasks that they accepted and generally to play an effective part in the /ob that

the group has undertaken.*

Nat-r" '8 M't!at'n

Motivation is a psychological concept that generates with in an individual. It is an inner

felling which energies a person to work more.

!he emotions or desires of a person prompt him for doing a particular work.


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Man has innumerable wants to satisfy 0 there are unsatisfied needs of a person which

disturb his equilibrium. All the wants can not be satisfied at one time where one is

satisfied other may emerge. Satisfaction of wants is an unending process. ence

motivation is also unending process.

A person moves to fulfill his unsatisfied needs by containing his energies.

!here are dormant energies in a person which are activated by canali"ing them into

actions.

A man works to achieve some individual goals. After the goal is achieved he is no

longer interested in work. &oal means satisfaction of needs. !herefore it is very

essential for the management to know the goals or motives or needs of each

individual so that they may be pushed to work by directing them towards

achievement of their goals.

(rgani"ational 'ulture

(rgani"ational culture or corporate culture comprises the attitudes e1periences

beliefs and values of an organi"ation. It has been defined as 2the specific collection of

values and norms that are shared by people and groups in an organi"ation and that

control the way they interact with each other and with stakeholders outside the

organi"ation. It refers to a system of shared meaning held by members that

distinguishes the organi"ation from other organi"ations. (rgani"ational values are

beliefs and ideas about what kinds of goals members of an organi"ation should pursue

and ideas about the appropriate kinds or standards of behavior organi"ational

members should use to achieve these goals. 3rom organi"ational values develop

organi"ational norms guidelines or e1pectations that prescribe appropriate kinds of

behavior by employees in particular situations and control the behavior of

organi"ational members towards one another2.

It is basically used to refer to a system of shared meaning. In every organi"ation

there are systems or patterns of values symbols rituals myths and practices that have

evolved over time. !hese shared values determine as to how the managers see and

how they respond to their world. %hen confronted with a problem the organi"ation4s

http://en.wikipedia.org/wiki/Attitude_(psychology)http://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Attitude_(psychology)


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culture restricts what the manager can do by suggesting the correct way$)the way we

do things here*$ to conceptuali"e define analy"e and solve the problem. 3or

e1ample the president of oneywell Information Systems recogni"ed the

constraining role that culture was playing in his efforts to get his managers to be less

authoritarian. e noted that organi"ation4s culture would have to become more

democratic if it was going to succeed in the marketplace.

Senior management may try to determine a corporate culture. !hey may wish to

impose corporate values and standards of behavior that specifically reflect the

ob/ectives of the organi"ation. In addition there will also be an e1tant internal culture

within the workforce. %ork$groups within the organi"ation have their own behavioral

quirks and interactions which to an e1tent affect the whole system. !ask culture can

be imported. 3or e1ample computer technicians will have e1pertise language and

behaviors gained independently of the organi"ation but their presence can influence

the culture of the organi"ation as a whole.

!hough we currently have no definite method for measuring an organi"ation4s

culture preliminary research suggests that culture can be analy"ed by assessing how

an organi"ation rates on ten characteristics. !hey have been identified as follows5

3) In.!.-al Intat!"

!he degree to of responsibility freedom and independence that individuals have.

1) Inn'!at'n 9 R#: Ta:n0

!he degree to which employees are encouraged to be aggressive innovative and risk

seeking.

;) Dr"ct'n

!he degree to which the organi"ation creates clear ob/ectives and performance

e1pectations.

4) Int"0rat'n


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!he degree to which units within the organi"ation are encouraged to operate in a

coordinated manner.


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the organi"ation to the ratio of a comparison other. If they feel their treatment has been

inequitable they take steps to reduce the inequity. -1pectancy theory is based on the assumption

that people are motivated to work toward a goal if they want it and think they have a reasonable

chance of achieving it.

Archna T$a0 &1221, sys that motivation is the e1tent to which persistent effort is

directed toward a goal. Intrinsic motivation stems from the direct relation ship between the

worker and the task and is usually self$applied. -1trinsic motivation stems from the environment

surrounding the task and is applied by others.

Fr". L-than# &3??=, e1plains Motivation is probably more closely associated with

micro prospective of organi"ation behavior than in any other topic. A comprehensive

understanding of motivation includes the need$drive 8 incentive sequence or cycle. !he basic

process involves needs which set drives in motion to accomplish incentives. !he drives or

motives may be classified into primary general and secondary categories. !he primary motives

are unlearned and psychologically based. !he general motives are also learned but are not

psychologically based. Secondary motives are learned and are most relevant to the study of

organi"ation behavior.

@"ral. Gr""n"r0 R'"rt A) %ar'n &1221, Defines motivation is concerned with the set

of processes that arouse direct and maintain behavior toward a goal. It is not equitant to /ob performance but it is not of several determinants in /ob performance. !oday4s work ethic

motivates people to seek interesting and challenging /obs instead of simply money.

St"7h"n P) R'n# &1223, e1plains Motivation is a general inspirational process which

gets the members of the team to pull their weight effectively to give their loyalty to the group to

carryout properly the tasks that they accepted and generally to play an effective part in the /ob tat

group has undertaken. Motivation means a process of stimulating people to action to accomplish

desired goals.

Pa-l M"r#"$ &3??=, defines motivation as the driving force within the individual that

peoples him or her towards a behavior or action. Motivation is a psychological concept that

generates with in an individual. It is an inner feeling which energies a person to work more.


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Management tries to utili"e all the sources of production in a best possible manner. !his can be

achieved only when employees cooperate in this task. -fforts should be made to motivate

employees for contributing their ma1imum.

O%@ECTIVE OF THE STUDY

3) !o study the important factors which are needed to motivate the employees in an

organi"ation

1) !o study the effect of monetary and non$monetary benefits provided by the organi"ation

on the employee4s performance.

;) !o learn the employee4s satisfaction on the relationship e1ists in the organi"ation.

4) !o provide the practical suggestion for the improvement of organi"ation4s performance.


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RESEARCH METHODOLOGY

RESEARCH DESIGN*+

-1ploratory in nature. I have to study the responses of the employees on the

various /obs related factors and based on the reports I have to e1plore the factors that

motivate the employees.

SCOPE OF THE STUDY*+

!his study is going to help the org. in identifying the causes of satisfaction and

dis 8satisfaction among the employees which can be reinforce and rectified accordingly

to incure the motivation level of employees this will also help the org. in improving the

contents of the )complete package* it is offering to the employees in terms of promotion /ob content learning opportunity etc.

UNIVERSE* + Staff employees 0 %orkers

SAMPLE SIZE* + 9:; of the universe


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SOURCE OF DATA COLLECTION*+

a, PRIMARY SOURCES* + Direct interview questionnaire$structured 0 multiple

choice


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Cha7t"rBat'n Plan

Cha7t"r 3 $Introduction

Cha7t"r 1 $ ,eview of #iterature

Cha7t"r ; $ ,esearch Methodology

Cha7t"r 4 $ Data analysis and interpretation

Cha7t"r < $ 'onclusion and Suggestion

Cha7t"r 5 $ +ibliography and reference


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synopsis on organization culture

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