PREFACE

Someone has greatly said that practical knowledge is far better than classroom teaching. During this project I fully realized this and come to know about what kind of Organizational Culture will be suited to todays management student and that what their basic Leadership Style is. We are pleased to know about the students expectation from their organization. The subject of our study is the kind of organizational culture fits the students & their basic leadership style. I have done by applying various tools like Tele calling and through direct interaction with management students .I have also done a student survey with the use of a questionnaire to know their interest about the organizational culture & basic leadership style. The report contains first of all brief introduction about the organizational culture. Then it contains the complete description of the job done and in the last the growth opportunities and suggestions.

ACKNOWLEDGEMENT
The Project report, from the very beginning to the tail end has been carried out under the guidance of Mr. Pashupati Nath Verma. The more I try to thank him the least I am able to, because words cannot ever express my indebtness to him. I would also like to thanks various HODs from different colleges, where we are conducting the students survey.

In the end I would like to thank many unknown individuals, whom I interacted with for end number of my needs. All of them with their due cooperation and at times with detachment taught me the real lessons of organizational culture. Many a name and incident I still remember and they have become a part apart of my and those whom I cant recall to have enriched me directly or indirectly.

Neha Mishra

DECLARATION

I, Neha, student of MBA hereby declare that the study titled organizational culture best fitted with todays Management students & Their basic leadership style is original and confide work done by me and has not been submitted to any organization in any means possible.

The report is the result of my project on Organizational culture & basic leadership style. Contents of this project are based on the field work and analysis done by me.

Neha Mishra

PROJECT SUMMARY

Summary

In todays competitive world the topper is always doing something different from others or may be the same thing in a much more different way. The same logic goes for the business world too.

The study that is being made is that, organizational culture best fitted with todays Management students & their basic leadership style.

The research is based on Stratified Cluster Sampling. We have stratified the institutes in four strata, based on their ranking. Then the cluster of students has been drawn from the randomly selected sample of institution.

There are mainly two criteria to measure Organizational Culture. If the score is the positive than the students are the more comfortable, mechanistic, rule oriented, and structured culture. This is often associated with large corporations and government agencies. And negative score indicate a preference for informal, humanistic, flexible and innovative culture.

Whats your basic leadership style in this study, count the number of situations to which you responded by marking A. This is the delegating score. Similarly, count the number of situations to which you responded B, C and D. These are the participating, selling, and telling scores, respectively.

These responses align with Hersey and Blanchards situational leadership model. Your basic or preferred leadership style is the response that you selected most often.

OBJECTIVE OF STUDY

The purpose of research is to discover answer to questions through the application of scientific procedures. The main aim of research is to find out truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose, we may think of research objectives as falling into a number of following broad grouping:

Main Objectives:To find out -

Organizational culture best fitted with todays management students And their basic leadership style.

Result

Results

Organizational Culture
Out of 118 students I found that 57 students are disagreeing for Team Orientation. 50 students are agreeing for Humanistic. 54 students are agreeing for Risk Taking Attitude. 36 students are agreeing for Result Orientation. 54 students are agreeing for Stability. 56 students are agreeing for Rational Decision Making. 45 students are agreeing for Work Orientation.

Thus most of the students prefer the Formal, Mechanistic, More comfortable, Rule Oriented, and Structured Culture.

Leadership Style
Most of the students are prefer the Participating Leadership Style in different situations.

Conclusion

CONCLUSION

On the basis of above analysis and interpretation, conclusion is that, In Organizational Culture there are most of the students prefer the Formal, Mechanistic, More comfortable, Rule Oriented and Structured Culture. This is often associated with large corporation and government agencies.

In Leadership style, according to various situation there are most of the students are prefer the Participating Leadership Style.

Introduction and Design of the Study

Introduction and Design of the Study

Organizational culture: What is organizational Culture? Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people.

How important organizational Culture is? We spend 40 or more hours at work each week. Many of us spend more time with those we work with than we do our families. For us to be content and fulfilled people, that time must be valuable for more than a dollar. . . We want to be engaged in our work. We desire for work that is enjoyable, meaningful and engaging. When we are engaged we are safer on the job, more productive and more willing and able to delight Customers. It is for these basic reasons that organizational culture matters. It is the right thing for an organization to do - to think about the work environment, working relationships and "how we do things here."

Focusing on building and sustaining an organizational culture is one way of showing that people are the organization's most valuable asset.

The importance of studying Organizational Culture: People are affected by the culture in which they live. Similarly, an individual working for any organization with a firmly established culture will be taught the values, beliefs, and

expected behaviors of that organization. There is at least some sound evidence that variations in cultural values may have a significant impact on employee turnover and possibly employees job performance. Hence the study of organizational culture is important for the understanding and practice of organizational behavior (Luthans, 1998).

A common perception held by the organizations members; .a system of shared meaning.

There seems to be wide agreement that organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organization. This system of shared meaning is, on closer examination, a set of key characteristics that the organization values. The most recent research suggests that there are seven primary characteristics that, in aggregate, capture the essence of an organizations culture.

Leadership Style

Definition of Leadership: According to Robert Tannenbaum, Leadership is interpersonal influence exercised in a situation and direct through communication process towards the attainment of a specified goal

Leadership is a continuous process; it is not one shot activity.

Leadership may be seen in terms of relationship between a leader and his followers.

By exercising his leadership, the leader tries to influences the behavior of individual or group of individuals around him to achieve common goals.

The followers work willingly to achieve these goals. Thus there are no coercive force which induces the followers to work.

Leadership is exercised in a particular situation, at a given point of time and under specific set of circumstances.

Importance of Leadership as Influence Process:

Leadership is an important factor for making any type of organization successful. Direction of activities in the organization is affected by the leader. The importance of good leadership can be seen as follows:-

Motivating Employees:A discussed earlier, motivation is necessary for work performance. A good leader by exercising his leadership motivates the employees for high performance.

Creating confidence:A good leader may create confidence in his followers by directing them, giving them advice and getting through them good result in the organization.

Building morale:Morale is expressed as attitude of employees towards organizations, management and voluntary cooperation to offer their ability to the organization. High morale leads to high productivity and organizational stability.

Review of Literature

Literature review

Concept of organizational culture

Investigating the impact of organizational culture on firm performance raises the first question of how it can be defined.

Scholz (1987) considers organizational culture as the implicit, invisible, intrinsic, and informal consciousness of the organization, which guides the behavior of the individuals.

Differently, Schein (1990) defines organizational culture as a pattern of basic assumptions that a group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, should be taught to new members as the correct way to perceive, think, and feel in relation to those problems .

For Schein (1999) culture is also the structure and control system to generate behavioral standards. Although organizational culture has been defined in many ways by various researchers, most of them agree that corporate culture can be referred to as a set of values, beliefs, and behavior patterns that form the core identity of organizations, and help in shaping the employee behavior (see, e.g., Deshpande and Farley, 1999; MacIntosh and Doherty, 2010).

Accordingly, the values and beliefs that underlie organizational culture likely reflect what is most important to the founders and/or company leaders as they are responsible for the vision and purpose of the organization, and presumably exemplify and reinforce the core values and beliefs through their own behavior. Throughout this paper we follow this concept to gauge the multidimensional aspects of organizational culture of Vietnamese firms.

Another important question is directly related to the identification of different types of culture. To date, there are many classification approaches of the organizational culture. Harrison (1972) classifies organizational cultures using the degree of formalization and centralization as criteria. Deal and Kenedy (1982) differentiate cultures in terms of the speed of feedback and the amount of risk employed. Quinn and Rohrbaugh (1983) develop the Competing Values Model which incorporates two sets of competing values along two axes:

1.

The control/flexibility dilemma which refers to preferences about structure,

stability, and change. and

2.

The people/organization dilemma which refers to differences in organizational

focus. From these two axes emerge four quadrants which reflect four types of culture, namely rational, hierarchical, and developmental and group (Quinn and Kimberly, 1984; Quinn, 1988).

OReilly, et al., (1991) point out that seven cultural dimensions could be used to compare across organizations. They are:

1.

Innovation and risk taking - willing to experiment, take risks, encourage

innovation. 2. 3. 4. Attention to detail - paying attention to being precise. Outcome orientation - oriented to results vs oriented to process. People orientation - degree of value and respect for people - are people

considered unique talents, or is an engineer an engineer an enginee. 5. Individual vs team orientation - are individuals most highly noted, or are

collective efforts. 6. 7. Aggressiveness - taking action, dealing with conflict. and Stability - openness to change.

Types of culture
There are different types of culture in an organization. They have distinctive features and contributions. The types of culture are functional culture, descriptive culture, perceptual culture, value culture and cultural levels.

Functional Culture:The functional cultural is related with performance. These are of four types Academy Club Team Fortress

Descriptive culture:The descriptive culture explains the behavior of an organization. Employees describe the prevailing culture in an organization.

Perceptual culture:The feelings of employees are included under the perceptual culture. How they view their organization is included under this culture.

Value culture:The value culture defines the culture based on strength, namely strong and weak cultures.

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

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

Level of Culture:-

The culture is an organization is influenced by the national culture. The level of culture is departmental, organizational, regional and national.

Culture is a Descriptive term:

Organizational culture is concerned with how employees perceive the characteristics of an organizations culture, not with whether or not they like them. That is, it is 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 team work? Does it reward innovation?

In contrast, job satisfaction seeks to measure affective responses to the work environment. It is concerned with how employees feel about the organizations 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.

Most large organization have a dominant culture and numerous sets of subculture.

Dominant Culture:

Express the core values that are shared by a majority of the organization Members. Subculture:

Mini culture within an organization, typically defined by department designation and geographical separation.

Example of Contrasting Organizational Cultures

Organization A:
This organization is a manufacturing firm. Managers are expected to fully document all decision; and good managers are those who can provide detailed data to support their recommendations. Creative decisions that incur significant change or risk are not encouraged. Because managers of failed project are openly criticized, they try not to implement ideas that deviate much from the status quo. One lower level manager quoted an often used phrase in the company: if it aint broke, dont fix it

There are extensive rules and regulation in this firm that employees are required to follow. Managers supervise employees closely to ensure there are no deviations. Management is concern with high productivity, regardless of the impact on employees morale or turnover.

Work activities are designed around individuals. There are distinct departments and lines of authority, and employees are expected to minimize formal contact with other employees outside their functional area or line of command. Performance evaluations and rewards emphasize individual effort; although seniority tends to be the primary factor in the determination of pay raises and promotions.

Organization B:
This organization is also a manufacturing firm. Here, however, management encourages and rewards risk taking and change. Decision based on intuition are valued as much as those that are well rationalized. Management prides itself on its history of experimenting with new technologies and its success in regularly introducing innovative products. Managers or employees who have a good idea are encouraged to run with it. And failures are treated as learning experiences. The company prides itself on being market driven and rapidly responsive to the changing needs of its customer.

There are few rule and regulation for employees to follow, and supervision is loose because management believes that its employees are hard working and trustworthy. Management is concerned with high productivity, but believes that this comes through treating its people right. The company is proud of its reputation as being a good place to work.

Job activities are designed around work teams and team members are encouraged to interact with people across functions and authority levels. Employees talk positively about the competition between teams. Individuals and teams have goals, and bonuses are based on achievement of these outcomes. Employees are given considerable autonomy in choosing the means by which the goals are attained.

What does culture do?

In this section, we will more carefully review the functions that culture performs and assess whether culture can be a liability for an organization.

Cultures Functions:
Culture performs a number of functions within an organization. It has a boundary defining role; that is, it creates distinctions between one

organization and others. It conveys a sense of identity for organization members. Culture facilitates the generation of commitment to something larger than ones

individual self-interest. It enhances social system stability.

Culture is the social glue that helps hold the organization together by providing appropriate standards for what employees should say and do.

Finally, culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees. It is this last function that is of particular interest to us.

The role of culture in influencing employee behavior appears to be increasingly important in the 1990s. As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the shared meaning provided by a strong culture ensures that everyone is pointed in the same direction.

How Employees Learn Culture?

Culture is transmitted to employees in a number of form, the most potent being stories, rituals material symbols and language.

Instructions: Parents are the basic element of culture. Children are given certain instructions which are followed by them. The newly appointed employees are like the newly born children of an organization. Training is a first stage of culture. If the instructions include the way of life and ancient system, people are developed accordingly.

Stories: Parents and peers tell stories of outstanding personalities. Children try to transfer them into practice. An organization has also started telling stories of successful businessman who have come up from the lowest run of life to the highest place in the society.

Rituals: Rituals are important factor for inculcating culture. Birth celebration, naming ceremony and marriage functions are living examples of the formation of culture. Similarly, the formation of an organization performs several rituals or formalities.

Language: The organizational culture has a language base. Language carries culture as its literature is full of cultural facts and fictions. Culture and subculture are developed with an organization.

Material symbols: An organization learns culture through the behavioral pattern of its employees. Openness and equality help cultural development. Employees behavior in private life also influences the culture of an organization.

Impact of organizational culture

Organizational culture, being unique on distinctive, prescribes some specific modes of behavior for its members. These modes of behavior, then, affected the entire behavioral processes. Though such behavioral processes may have different dimensions, they ultimately create impact on objective setting, work ethic, motivational pattern and organizational processes.

Objective Setting:Culture moulds people, and people are the basic building blocks of the organization. Therefore, it must reflect, at least in part, the objectives of its members, particularly those who are the he decision maker. Thus, for one organization, the objective may be

profit maximization, but the same objective may be unworthy, mean, and petty for other organizations.

Work Ethic:Ethic relates to conformity to the principles of human conduct. According to common usage, morale, good, right, honest, etc are more or less used as synonyms to ethical act. Work ethic in an organization is derived from its culture. Thus the organizational culture determines the ethical standards for the organization as a whole and its individual members.

Motivational Pattern:Culture interacts to develop in each person a motivational pattern. Culture determines the way people approach their jobs and even life in general. In organizational culture is geared towards achievement, people will find it quite motivating and put their out most energies for the work.

Organizational Processes:Various organizational processes like planning, decision making, controlling etc are determined by the organizational culture because these processes are carried out by the people in the organization

Basic Concept and Theories of Leadership

Leadership is a process of influencing the behavior of others to work willingly and enthusiastically for achieving predetermined goals.

The ability to influence a group towards the achievement of a vision or set of goals.

Definition of Leadership:

According to Robert Tannenbaum, Leadership is interpersonal influence exercised in a situation and direct through communication process towards the attainment of a specified goal Leadership is a continuous process; it is not one shot activity. Leadership may be seen in terms of relationship between a leader and his followers.

By exercising his leadership, the leader tries to influences the behavior of individual or group of individuals around him to achieve common goals.

The followers work willingly to achieve these goals. Thus there are no coercive force which induces the followers to work.

Leadership is exercised in a particular situation, at a given point of time and under specific set of circumstances.

Importance of Leadership as Influence Process:

Leadership is an important factor for making any type of organization successful. Direction of activities in the organization is affected by the leader. The importance of good leadership can be seen as follows:-

Motivating Employees:-

A discussed earlier, motivation is necessary for work performance. A good leader by exercising his leadership motivates the employees for high performance. Creating confidence:-

A good leader may create confidence in his followers by directing them, giving them advice and getting through them good result in the organization.

Building morale:-

Morale is expressed as attitude of employees towards organizations, management and voluntary cooperation to offer their ability to the organization. High morale leads to high productivity and organizational stability.

Sources of leaders power:The leaders use the following source of power-

Personal Power:It is also called referent power. It is the ability of the leaders develop followers on the strength of his personality.

Legitimate Power:It is also known as position power and official or formal power. It is based on holding a position of authority in the organization. Legitimate power facilitates the leader to control resources to reward and punish others.

Expert power:It comes from specialized knowledge or expertise and so is also called authority or knowledge.

Political Power:It comes from the support of a group. It arises from a leaders ability to work with people and social system to gain their allegiance and support. Political power thrives when the organizational environment are uncertain.

Hersey and Blanchards Situational Theory:-

Paul Hersey and Ken Blanchard have developed a leadership model that has gained a strong following among management development specialists. This model called Situational Leadership Theory.

Situational Leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style.

Situational leadership uses the same two leadership dimensions that Fiedler identified: task and relationship behaviors. However, Hersey and Blanchard go a step further by considering each as either high or low and then combining them into four specific leader behaviors: telling, selling, participating, and delegating.

Telling (High task- low relationship) :-

The leader defines roles and tells people what, how, when, and where to do various tasks. It emphasizes directive behavior.

Selling (High task- high relationship):-

The leader provides both directive behavior and supportive behavior.

Participating (low task-high relationship):-

The leader and follower share in decision making, with the main role of the leader being facilitating and communicating.

Delegating (low task low relationship):-

The leader provides little direction or support.

The final component in Hersey and Blanchards theory is defining four stages of follower readiness:

People are both unable and either unwilling or too unsecure to take responsibility

to do something. They are neither competent nor confident.

People are unable but willing to do the necessary job takes. They are motivated

but currently lack the appropriate skills.

People are able but unwilling or too apprehensive to do what the leader wants.

People are both able and willing to do what is asked of them.

HIGH

PARTICIPATING

SELLING

LOW LOW TASK BEHAVIOR HIGH

Leadership styles are the patterns of behavior which a leader adopts in influencing the behavior of his followers. These patterns emerge in the leader as he begins to respond in the same fashion under similar conditions; he develops habits of actions that become somewhat predictable to those who work with him.

Various researchers have proposed different leadership styles. These styles are either based on behavioral approach or situational approach of leadership. Some of the leadership styles are given below:

RELATIONSHIP BEHAVIOR

DELIGATING

TELLING

Leader style

Based on behavioral approach: Power orientation Leadership as a continuum Employee- production orientation Likerts management system Managerial grid Tri- dimensional grid

Based on situational approach: Fiedlers contingency model Hursey and Blanchards situational model Path goal model

Power orientation:Power orientation approach of leadership style is based on the degree of authority which a leader uses in influencing the behavior of his subordinates. Based on the degree of use power, there are three leadership style;

1. 2. 3.

Autocratic leadership Participative leadership Free-rein leadership

Autocratic leadership style:Autocratic leadership style is also known as Authoritarian, Directive, or Monothetic style. In autocratic leadership style, a manager centralizes decision making in himself. He structures the complete situation for his employees and they do what they are told. Here the leadership may be negative because followers are uniformed, insecure and afraid of the leaders authority.

There are three categories of Autocratic leaders Strict Autocrat Benevolent Autocrat Incompetent Autocrat

Participative leadership Style:This style is also called Democratic, consultative or ideographic. Participation is defined as mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share responsibility in them.

Free- rein leadership style:Free-rein or Laissez-fair style means giving complete freedom to subordinates. In this style, manager once determines policy, programs and limitations for actions and the entire process is left to subordinates.

Research Problem

To find out:1. For the Organizational Culture

The attitude of the students for the Team Orientation. The attitude of the students for the Humanistic. The attitude of the students for the Risk Taking. The attitude of the students for the Result Orientation. The attitude of the students for the Stability. The attitude of the students for the Rational Decision Making The attitude of the students for the Work Orientation

2. The basic Leadership Style of todays Management students.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research Methodology deals with, the procedure adopted to carry out the study. According to Green and Tulle:

A research design is the specification of methods and procedures acquiring the information needed It is the overall operational pattern or framework of the project that stipulates which information is to be collected from which sources by what procedures.

For conducting the study, the researcher has adopted both primary as secondary method of data collection.

OBJECTIVE OF STUDY

The purpose of research is to discover answer to questions through the application of scientific procedures. The main aim of research is to find out truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose, we may think of research objectives as falling into a number of following broad grouping:

Main Objectives:-

To find out Organizational culture best fitted with todays Management students, and Their basic leadership style.

TYPE OF RESEARCH

Research refers to the search for knowledge. It can be defined as scientific and systematic search for pertinent information on a specific topic. It is careful investigation or enquiry especially through search for new facts of any branch of knowledge.

Research plays an important role in the project work. The result of the project is completely based upon the research of the facts and figures collected through the different ways of research. That is why it is also called a movement from known to unknown. Research is the original contribution to the existing stock of knowledge.

Exploratory or Formulate research: Exploratory research is conducted to clarify the ambiguous problems.

Descriptive research: To portray the characteristics of an individual, group, situation, etc.

Diagnostic research: To determine the frequency of occurrence of an event.

Hypothesis Testing: To test hypothesis of casual relationship of the variables.

Research Design
This research is Exploratory in nature. For this we use data collection method. In the data collection

method, we have collected both primary and secondary data to meet our objective.

Primary data:The primary data was collected by a survey based on the questionnaire. It was formulated on the basis of information gathered by me with the help of Mr. Pashupati Nath Verma who provide useful guidelines and objective of our study.

Secondary data:The secondary data was collected from books and internet.

Data Source:The data that is collected from different sources, as the first hand information that is called primary data. The source of primary data in my research is questionnaire and observation method. The secondary data were also used in my report preparation. This is collected from different colleges and from internet.

Research Approach:The required information in the form of data is collected through survey method, with the help of personal interview through questionnaire method.

Sampling plan:There is a stage where the planning is done about the sample units, sample size, sampling procedures, etc. In our mutual study the total Sample size is 118 students of different colleges. The colleges areAryavart Institute of Technology and Management 15 students Maharana Institute of Technology and science 19 students Babu Banarasi Das 26 students Dr. M. C. Saxena 25 students Bansal Institute of Engineering and Technology 15 students Azad Institute of Engineering and Technology 18 students

Sample units:-

This means, which is to be surveyed. So as mention earlier that the sample units are potential people.

The

Sample size:sample size means how many peoples

should be surveyed. So that total sample size is 118.

Sampling Procedures:

We choose Stratify cluster sampling for our research project.

Data collection method:Personal interview method is used for collection of primary data in the form of questionnaire from respondents.

Research Instruments:Once the source of data collection is decided then comes the instrument for data collection or the research instrument. In this survey method a questionnaire was framed. This is fill up by the potential people though personal interview.

Coded Data
Risk Team Institute AITM AITM AITM AITM AITM AITM AITM AITM AITM Student Alka Amit Mohan Sanjeev Shashank Manish Sandeep Riyasat Ravi Pebeshwa AITM AITM AITM AITM ri Himanshu Surya kant Anuradha Dharmend AITM AITM MITS ra Satvant Ajit 1 2 1 -1 1 2 2 1 2 1 0 0 1 1 1 1 2 2 2 A 1 B -1 B D D C C C B A B C B D B A D D A C A D D C 1 2 2 2 -1 1 1 -1 1 1 2 1 -1 1 -1 -1 2 -1 -1 2 1 2 1 1 1 B -1 B 1 B 1 B A C D A D B C A C D D D B D C B D C B C B C D D B A A B Orientation 2 2 2 2 1 1 2 2 2 Humanistics 1 2 1 -1 -1 -1 1 -1 1 Taking Attitud e 2 2 1 1 2 1 1 -1 2 Result Orient -ation 0 -2 -2 1 0 1 1 -1 -1 Stabi lity 1 2 1 1 1 -2 1 2 -1 Rational Work L 1 L 2 D B B D C C B D D L 3 A B A D A A B B C L 4 A A D C C B B C C L 5 C B D B D C D C B L 6 C B B D A B A D D L 7 B B A B C B A C D L 8 B B B B C C A D A

Decision orienat Making 2 0 -1 1 1 1 1 1 1 -ation

-1 B 2 B 2 C 1 C 1 C -1 B 2 C 1 B 1 B

MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS MITS DMCS DMCS DMCS DMCS DMCS

Gaurav Saurabh Soni Rohit Ankit Shweta Priya Mohit Rishabh Ritesh Chaitanya Raju Paridhi Bhavya Richa Nitin Alisha Ritu 1 2 3 4 5

1 1 0 0 1 1 0 1 1 2 1 2 1 2 1 2 2 2 2 2 1 1 1

2 2 1 1 2 0 1 0 1 1 1 0 1 -2 0 1 1 1 -1 2 1 0 1

2 2 1 1 1 1 0 1 -1 2 1 2 0 2 1 -1 1 1 1 2 1 1 1

0 0 0 0 0 2 1 0 2 2 2 -2 2 1 1 2 1 0 -1 2 0 0 2

1 1 2 1 1 0 2 1 2 2 1 -1 2 2 -2 0 1 0 1 1 1 2 1

2 2 2 1 -1 1 2 1 1 2 1 1 2 2 -2 -2 1 1 0 1 1 2 1

-1 B -1 B -1 B 0 A 0 B 1 A -1 A -1 A 2 B 1 B -1 B 0 A 2 C 1 B -2 B 0 D 1 B 1 B 2 B 2 C 1 A 2 D 2 D

C C B B A B B B A C C B A C D B C C C B A A C

B A C B B B B C D C C C B C B C C C B C A A A

C C C C B C C B C B A D C B B A B C B B A B A

B A C C C B C B B B B A C B B D B C B C A A B

D D B B B B B C B B A B C B C B B A D A A A A

A A C B C C B C D B B C B B D C A C C C A C A

C C B B B B C B D B B D C B C A A B D C A A A

DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS DMCS BIET BIET BIET

6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1 2 3

1 2 1 2 1 1 1 2 2 1 1 1 2 -2 2 1 2 1 2 -2 2 2 2

2 2 2 1 0 1 2 -1 -1 1 -1 1 -2 1 -2 0 -2 1 1 1 2 1 2

0 2 2 1 0 1 1 1 0 2 -2 1 2 1 2 2 2 -1 -1 1 -2 1 -2

1 0 0 -1 1 -1 -1 0 0 0 0 1 -1 0 0 1 -1 1 1 2 2 1 2

2 -2 -1 0 0 1 1 2 1 2 -2 2 1 1 1 0 1 1 1 -2 2 2 1

-1 1 1 2 0 2 2 2 1 1 1 1 1 1 2 2 2 2 0 -2 2 2 1

1 B 0 C 2 B 1 B 2 D 1 C 1 D 2 C 2 C 2 D 1 B 2 B 1 B 1 B -1 D 1 C -1 B 0 C -1 B -2 D 2 A -1 D 2 A

C D A B A B A C B B D A B C B A B B B C C C A

C D B B C B D B C C B B D B C C D A C A C B B

B B D B A B B B D A D B C A D A D C A C D A B

B A C B A A A B A B B B D B B A A A B B C D A

D A B C A C B D B D A C D B C A C D D D A C C

A B A C A B A A A B C C B A B C A A B A B B A

A B D A A B A D C A D B B B B A C B A B C B A

BIET BIET BIET BIET BIET BIET BIET BIET BIET BIET BIET BIET BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD

4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11

2 1 1 2 -2 2 2 2 1 2 1 1 2 2 1 1 1 1 1 2 2 1 1

-1 1 1 -1 1 -1 -2 -2 -2 -1 0 0 1 1 1 -1 -1 1 -1 1 -1 -2 0

-2 1 1 1 -2 2 2 2 1 2 1 1 2 -2 2 1 2 1 2 0 1 2 -1

1 0 1 -2 2 1 1 1 1 1 -1 -1 -1 1 0 -1 -1 -1 -2 -1 1 -1 0

1 1 2 1 -1 2 1 -2 2 2 1 1 1 0 -1 2 1 0 0 1 2 0 2

1 1 2 1 2 2 2 1 1 2 1 1 1 -2 2 2 1 0 1 2 2 0 1

-1 C -1 B 2 B -1 B -2 B 2 B -1 B 0 B 1 C 2 D -1 B -1 B 1 B 1 A 2 A 2 D 2 B 2 C 2 C 1 B -1 C 2 B 1 B

A A B B D A A B B C A A C B A C A B B B C D C

B B C D D A C B A B B B D C D B C B A D A B D

A C A B A A B B A C A A D D B B A D B A D C C

A B B A C C A B A B B B B A A B C D A C A C B

C A B A A D D A B B C A C B B D D C C C B A B

A A A B C B A B A A B C D C D A D A C C A A A

C A B C B B A B A A D D D D B D B A B A B C A

BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD BBD AIET AIET AIET AIET AIET AIET AIET AIET

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 1 2 3 4 5 6 7 8

1 2 2 1 1 2 2 1 1 2 1 2 1 1 2 1 1 1 0 1 -2 2 0

-2 1 2 0 -1 1 1 1 2 1 2 -1 1 2 2 2 2 2 1 2 -2 1 1

2 -2 1 1 0 1 1 0 1 1 1 0 2 1 2 1 1 1 2 1 -2 0 1

-1 -2 2 -1 1 2 1 -1 0 1 1 -2 -1 0 -1 0 0 1 1 2 -2 1 2

1 1 0 1 1 1 1 -1 1 2 2 1 2 1 -1 2 1 2 0 1 -2 2 -1

2 1 1 2 1 1 0 1 2 2 2 2 2 1 -1 2 1 2 2 2 -2 1 -1

1 B 1 A 1 A 2 B 1 C 0 C 1 B 1 B 1 B 1 B 2 B 0 A 1 B 0 A 2 C 2 C 1 D 1 B 2 B 2 B -2 A 2 A 0 B

B B B D A C D D D B C A C B A A D B A D B A B

B C C C B C C C B C A B C C A A C B C C A A B

D A D B A B D D A B D C D B A A A A A C A B A

B C A B B B D D B C B C B B A B D A D B A A B

B A B D A B C C B B B B B A A C C A B D B B C

B C C B B D B C C B B A A B B C B A C A B A C

A B D B A D D D D B A B A D B C A A C C B C B

AIET AIET AIET AIET AIET AIET AIET AIET AIET AIET

9 10 11 12 13 14 15 16 17 18

2 1 1 2 -2 1 1 1 1 2

1 0 1 1 -1 0 0 0 1 1

0 -1 0 1 -1 1 -1 -1 1 0

1 2 2 0 0 1 0 -1 1 1

0 1 -1 -1 1 0 1 1 0 1

1 1 1 0 1 -1 1 1 0 1

1 A 1 B 2 B 1 B 1 B -1 B 1 A 1 B -1 A 1 B

B B B B C C C A B A

C A A B B C C A B B

B C C C C D B A A C

C B C C C C B B B B

B B B D C B D B B B

C C B A C C D A B B

A A A A C A A A A C

Data Interpretation

1. I like being part of a team and having my performance assessed in terms of my contribution to the team?

Team Orientation
I like being part of a team and having my performance assessed in terms of my contribution to the team?
57 51

5 0 Strongly Disagree Disagree

Uncertain

Agree

Strongly Agree

Uncertain 4% Strongly Disagree 4% Other 92%

Strongly Agree 43%

Agree 49%

2. No persons needs should be compromised in order for a department to achieve its goals?

Huministics
No persons needs should be compromised in order for a department to achieve its goals?
50

22 15 10

21

Strongly Disagree

Disagree

Uncertain

Agree

Strongly Agree

Uncertain 13% Agree 42% Disagree 19% Other 60% Strongly Agree 18% Strongly Disagree 8%

3. I like the thrill and excitement from taking risks?

Risk Taking Attitude

I like the thrill and excitement from taking risks
54

33

10

13

Strongly Disagree

Disagree

Uncertain

Agree

Strongly Agree

Uncertain 11% Disagree 8% Other 74%

Agree 46%

Strongly Agree 28% Strongly Disagree 7%

4. If a persons job performance is inadequate; its irrelevant how much effort he or she made?

Result Orientation
If a persons job performance is inadequate; its irrelevant how much effort he or she made?
36 31 25 18

Strongly Disagree

Disagree

Uncertain

Agree

Strongly Agree

Uncertain 26% Other 46% Disagree 21% Strongly Disagree 7%

Agree 31%

Strongly Agree 15%

5. I like things to be stable and predictable?

Stability
I like things to be stable and predictable
54

30 15

12 7

Strongly Disagree

Disagree

Uncertain

Agree

Strongly Agree

Uncertain 13% Disagree 10% Other 71%

Agree 46%

Strongly Agree 25% Strongly Disagree 6%

6. I prefer managers who provide detailed and rational explanations for their decisions?

Rational Decision Making

I prefer managers who provide detailed and rational explanations for their decisions
56 42

5 Strongly Disagree

Disagree

Uncertain

Agree

Strongly Agree

Uncertain 8% Disagree 5% Strongly Disagree 4% Other 83%

Agree 47%

Strongly Agree 36%

7. I like to work where there isnt a great deal of pressure and where people are essentially easygoing?

Work Orienation
I like to work where there isnt a great deal of pressure and where people are essentially easygoing?
45 35 23 11 4 Strongly Disagree Disagree Uncertain Agree Strongly Agree

Uncertain 9% Agree 38% Disagree 20% Other 68% Strongly Agree 30%

Strongly Disagree 3%

8. In the face of financial pressures, you are forced to make budget cuts for unit. Where do you cut?

Leadership Style
65

20

21 12

Deligating

Participating

Selling

Telling

Telling 10% Selling 18%

Delegating 17%

Participating 55%

9. To meet an impending deadline, someone in your work group will have to work late one evening to finish the draft of an important report. Who will it be?

Leadership Style
41

29

30

18

Deligating

Participating

Selling

Telling

Telling 15% Deligating 25%

Selling 25% Participating 35%

10. As coach of a company softball team, you are required to trim your squad to 25 players from 30 currently on the roster. Who goes?

Leadership Style
41 41

23

13

Deligating

Participating

Selling

Telling

Telling 11%

Deligating 19%

Selling 35%

Participating 35%

11. Employees in your department have to schedule their summer vacations so as to keep the office appropriately staffed. Who decides first?

Leadership Style
34 33 29 22

Deligating

Participating

Selling

Telling

Telling 19% Deligating 29%

Selling 24% Participating 28%

12. As chair of the social committee, you are responsible for determining the theme for the annual company party. How do you do so?

Leadership Style
53

26

26

13

Deligating

Participating

Selling

Telling

Telling 11%

Deligating 22%

Selling 22%

Participating 45%

13. You have an opportunity to buy or rent an important piece of equipment for your company. After gathering all the facts, how do you make the choice?

Leadership Style
44

25

25

24

Deligating

Participating

Selling

Telling

Telling 21%

Deligating 21%

Selling 21%

Participating 37%

14. The office is being redecorated. How do you decide on the color scheme?

Leadership Style
38 36 34

10

Deligating

Participating

Selling

Telling

Telling 8% Deligating 32%

Selling 29%

Participating 31%

15. Along with your associates, you are taking a visiting dignitary to dinner. How do you decide which restaurant to go to?

Leadership Style
38 39

21

20

Deligating

Participating

Selling

Telling

Telling 17% Deligating 32% Selling 18%

Participating 33%

Findings
On the basis of Research conduct in Lucknow city regarding the topic of the study, I reached on following important findings-

The majority of management student in Lucknow 49% students approach is agreeing for Team Orientation in organization. 42% Students are agree for Humanistic 46% Students are agree for Risk Taking Attitude 31% students are agree for Result Orientation 46% students are agree for Stability 47% students are agree for Rational Decision Making 38% students are agree for Work Orientation Thus, most of the students prefer the Formal, Mechanistic, More Comfortable, Rule Oriented, and Structured Culture.

There are basic four leadership style which are based on various situation namely:Delegating Leadership Style Participating Leadership Style Selling Leadership Style Telling Leadership Style In which For L1 situation 55% students are prefer Participating Leadership style. For L2 situation 35% students are prefer Participating Leadership style. For L3 situation 35% students are prefer Participating Leadership style. For L4 situation 28% students are prefer Participating Leadership style. For L5 situation 45% students are prefer Participating Leadership style. For L6 situation 37% students are prefer Participating Leadership style. For L7 situation 31% students are prefer Participating Leadership style. For L8 situation 33% students are prefer Participating Leadership style.

Results

Organizational Culture
Out of 118 students I found that-

57 students are disagreeing for Team Orientation. 50 students are agreeing for Humanistic. 54 students are agreeing for Risk Taking Attitude. 36 students are agreeing for Result Orientation. 54 students are agreeing for Stability. 56 students are agreeing for Rational Decision Making. 45 students are agreeing for Work Orientation.

Thus, most of the students prefer the Formal, Mechanistic, More Comfortable, Rule Oriented, and Structured Culture.

Leadership Style
Most of the students are prefer the Participating Leadership Style in different situations.

CONCLUSION

On the basis of above analysis and interpretation, conclusion is that, In Organizational Culture there are most of the students prefer the Formal, Mechanistic, More

comfortable, Rule Oriented and Structured Culture. This is often associated with large corporation and government agencies.

In Leadership style, according to various situation there are most of the students are prefer the Participating Leadership Style.

Bibliography