A Study on the Organizational Culture of the

Symbiosys Technologies.
Submitted in Partial fulfillment of the requirement for the award of the Degree of
Bachelors of Business Administration.
Sharmila timmala
14P25A0237
Under the guidance

Mrs. Rajeswari Eerni

Head of the Department

Sun international institute

for Technology and Management
Centre for Participatory and Online Programmes

Bharathiar University

Coimbatore 641 046

A Study on the Organizational Culture of the

Symbiosys Technologies
Submitted in Partial fulfillment of the requirement for the award of the Degree of
Bachelors of Business Administration.
Sharmila timmala
14P25A0237
Under the guidance

Mrs. Rajeswari Eerni

Head of the Department

Sun International Institute

For Technology and Management

Centre for Participatory and Online Programmes

Bharathiar University
Coimbatore 641 046

DECLARATION

I student of BBA at SUN INTERNATIONAL

INTITUTE OF TECHNOLOGY & MANAGEMENT,
VISAKHAPATNAM affiliated to BHARATIYAR
UNIVERSITY, would like to declare that project
entitled ORGANIZATIONAL CULTURE in partial
fulfillment of BBA is my original work and the same
has not been submitted for the award of any of
other degree/diploma.

Place:
SHARMILA TIMMALA
Date:

CERTIFICATE

This is to certify that Sharmila Timmala a student

of Bharatiyar University has prepared her Project
Report entitled Organizational Culture under my
guidance. She has fulfilled all requirements under
the regulations of the BBA Bharatiyar University.
This work is the result of her own investigation and
to the best of my knowledge, it is her original work.

Mrs. Rajeshwari Eerni

H
ead of Department
Project
guide
SIITAM,
VSKP

AKNOWLEDGEMENT

I sincerely thank Mr. Srikanth Jasti,

Managing Director, for his sincere Endeavour in
education us in his premier institution.
I would like to express our deep gratitude to
Mrs. Asha Jasti, Executive Director, Mrs. E.
Rajeswari, Head of the Department, Dept. of
Management Studies.
Finally, I take this opportunity to thank all
who continuously supported me.
For their motivation which has inspired us a
lot in completing this project. My special thanks to
all the Faculties for their assistance in completing
this project.

SHARMILA TIMMALA

CONTENTS
CHAPTER 1
INTRODUCTION
Need for the study
Scope of the study
Objectives of the study
Methodology
Limitations
CHAPTER 2
INDUSTRY PROFILE
CHAPTER 3
COMPANY PROFILE
CHAPTER 4
THEORITICAL FRAMEWORK
CHAPTER 5
DATA ANALYSIS AND INTERPRETATION
CHAPTER 6

SUMMARY
Findings
Conclusions
Suggestions
Appendix
Bibliography

Chapter 1
INTRODUCTION
Need for the study:
The topic of the project is A Study on Organizational Culture and its
Impact on employees behavior. It brings out the behavioral aspect of the
employees working in Symbiosys Technologies. The main objective of the study is
to find the overall performance of the employees.

The purpose of the survey process is to provide a more accurate assessment

of the existing culture from the employees point-of-view and also to assess their
behaviors with respect to that of the existing culture.

The culture of an organization consists of the values and beliefs of the

people in an organization. The organizational culture usually has values and beliefs
that support the organizational goals. Organizational culture has an impact on
employees satisfaction.

The analysis was done through simple percentage analysis and weighted
average method. From the analysis it was found that the employees of Symbiosys
were much satisfied with their interpersonal relationships, co-ordination and
integration between various departments of the organization, and also the rewards
& incentives given by their management. But the management has to provide more
practical sessions in training programmes to improve their performance in their
respective fields. Such training programmes will help them to enhance their
knowledge in the respective fields.

Scope of the study:

1.

It helps the management

To understand the causes of performance problems.

To understand how to assess the effectiveness of motivational

practices in the organization.

2.

This study focuses on today's turbulent, often chaotic, environment,

commercial success depends on employees making use of their talents in
full.

3.

The management can create the work environment in which their employees
will thrive.

4.

The management can

Enhance the professional perception of the employees

Foster a team oriented cooperative environment

Enhance employee relationship

Provide constructive feedback to their performance

Encourage the resolve of the employees to change the negative

behavior pattern

Objectives of the study:

This study is undertaken with the following objectives.

1.

To assess the existing culture of the organization and to find its

impact on employees behavior.

2.

To analyze the overall performance of the employees.

3.

To learn the employees relationship with their peers.

4.

To study the employees feel about the management.

5.

To understand how the employer encourages participation in decision

making.
6.

To find out the employees motivational factor.

Methodology:
Research Design:

A research design is an arrangement of condition for collection and

analysis of the data in a manner that aims to combine relevance to the research
purpose with economy in procedure.
The study is descriptive in nature i.e., descriptive research.
Descriptive research is concerned with describing the characteristics of a
particular individual or group. This includes surveys and fact-finding enquiries
of different kinds.

The main characteristic of this method is that the researcher has no

control over the variables; one can only report what has happened or what is
happening. Thus, the research design in case of descriptive study is a
comparative design throwing light on all the areas and must be prepared
keeping the objectives of the study and the resources available. This study
involves collection of data from Junior level Executives.

Data source:
The study involves collection of primary data from the employees of Symbiosys.
This survey method is used considering the size of the universe and time factor.
Data are collected through structured Questionnaire. Questionnaire has been
designed and personally administered.

Assessment of Organizational Culture and Employee Attitude:

 Most of the statements in the second part of the questionnaire were analysed
using a simple percentage analysis as follows:
Responses falling in either the strongly agree or agree categories, were
considered as positive responses;
Responses falling under neutral were considered neutral; and responses
falling under either disagree or strongly disagree were considered as
negative responses to the statement under consideration.

Employees suggestion to improve:

The last item in the questionnaire was a question soliciting suggestions from
the respondents to improve the organization still further. This was analyzed
using the method of content analysis as described by Cummings and Worley.

Limitations:
It is difficult to elicit responses from employees who do night shifts.

The attitude of the worker changes from time to time. Hence the result
of the project may be applicable only at present.

We cannot get exact information because some of the employees are

reluctant to share the information.

CHAPTER 2 INDUSTRY PROFILE

The services sector is not only the dominant sector in Indias GDP, but has
also attracted significant foreign investment flows, contributed significantly
to exports as well as provided large-scale employment. Indias services
sector covers a wide variety of activities such as trade, hotel and restaurants,
transport, storage and communication, financing, insurance, real estate,
business services, community, social and personal services, and services
associated with construction.
Market Size
The services sector contributed US$ 783 billion to the 2014-15 GDP (at constant
prices) growing at CAGR of 9 per cent, faster than the overall GDP CAGR of 6.2
per cent in the past four years.
Out of overall services sector, the sub-sector comprising financial services, real
estate and professional services contributed US$ 305.8 billion or 20.5 per cent to
the GDP. The sub-sector of community, social and personal services contributed
US$ 188.2 billion or 12.6 per cent to the GDP. The third-largest sub-segment
comprising trade, repair services, hotels and restaurants contributed nearly equal or
US$ 187.9 billion or 12.5 per cent to the GDP, while growing the fastest at 11.7 per
cent CAGR over the period 2011-12 to 2014-15.
Investments
The Indian services sector has attracted the highest amount of FDI equity inflows
in the period April 2000-May 2015, amounting to about US$ 43.35 billion which is
about 16.8 per cent of the total foreign inflows, according to the Department of
Industrial Policy and Promotion (DIPP).

Some of the developments and major investments by companies in the services

sector in the recent past are as follows:
The Indian facilities management market is expected to grow at 17 per cent
CAGR between 2015 and 2020 and surpass the $19 billion mark supported
by booming real estate, retail, and hospitality sectors.
Fairfax India will look to acquire controlling stake in collateral management
and weather advisory firm National Collateral Management Services
(NCML) where the deal size could be $150-180 million.
Amazon, the world's largest online retailer, plans to invest Rs 31,700 crore
(US$ 5 billion) in India in addition to the US$ 2 billion investment it
committed two years ago, in expanding its network of warehouses, data
centers and increasing its online marketplace, besides launching an instant
video and subscription-based ecommerce services for high-end buyers,
called Amazon Prime, later this year.
The private security services industry in India is expected to register a
growth of over 20 per cent over the next few years, doubling its market size
to Rs 80,000 crore (US$ 12.94 billion) by 2020.
The Government of India has awarded a contract worth Rs 1,370 crore (US$
221.63 million) to Ricoh India Ltd and Telecommunications Consultants
India Ltd (TCIL) to modernize 129,000 post offices through automation.
Taxi service aggregator Ola plans to double operations to 200 cities in
current fiscal year.
The company, which is looking at small towns for growth, also plans to
invest in driver eco-system, such as training centers and technology upgrade,
besides adding 1,500 to 2,000 women drivers as part of its pink cab service
by women for women.
JP Morgan Asset Management (UK) Ltd, JP Morgan Investment
Management Inc and JP Morgan Chase Bank NA, have together acquired
4.11 per cent stake in Mahindra & Mahindra Financial Services Ltd for Rs
113.75 crore (US$ 18.13 million).

 The Nikkei Services PMI for India stood at 51.8 in August 2015 a reading
above 50 signals expansion.

Government Initiatives:
The Government of India recognizes the importance of promoting growth in
services sectors and provides several incentives in wide variety of sectors such as
health care, tourism, education, engineering, communications, transportation,
information technology, banking, finance, management, among others.
The Government of India has adopted a few initiatives in the recent past. Some of
these are as follows:
The Central Government is considering a two-rate structure for the goods
and service tax(GST), under which key services will be taxed at a lower rate
compared to the standard rate, which will help to minimize the impact on
consumers due to increase in service tax.
By December 2016, the Government of India plans to take mobile network
to nearly 10 per cent of Indian villages that are still unconnected.
The Government of India has proposed provide tax benefits for transactions
made electronically through credit/debit cards, mobile wallets, net banking
and other means, as part of broader strategy to reduce use of cash and
thereby constrain the parallel economy operating outside legitimate financial
system.
The Reserve Bank of India (RBI) has allowed third-party white label
automated teller machines (ATM) to accept international cards, including
international prepaid cards, and has allowed white label ATMs to tie up with
any commercial bank for cash supply.

Road Ahead:
Services sector growth is governed by both domestic and global factors. The sector
is expected to perform well in FY16.
Some improvement in global growth and recovery in industrial growth will drive
the services sector to grow 7.4 per cent in FY16 (FY15: 7.3 per cent) as per Mr.

Dilip Chenoy, MD and CEO of National Skill Development Corporation. The

performance of trade, hotels and restaurants, and transport, storage and
communication sectors are expected to improve in FY16.
Loss of growth momentum in commodity-producing sectors had adversely
influenced transport and storage sectors over the past two years. The financing,
insurance, real estate, and business services sectors are expected to continue their
good run in FY16. The growth performance of the community, social and personal
services sector is directly linked with government expenditure and we believe that
the government will remain committed to fiscal consolidation in FY16.

The service sector, also called tertiary sector, is the third of the
three economic sectors. The other two are the primary sector, which covers areas
such as farming, mining and fishing; and the secondary sector, which
covers manufacturing and making things.

The service sector provides a service, not an actual product that could be held in
your hand. Activities in the service sector include retail, banks, hotels, real
estate, education, health, social
work, computer services, recreation, media, communications, electricity, gas and
water supply.

The service sector is an important part of the economy. For example,

in Australia in 2007, 85% of all businesses were in the service sector.[1] In 2009
there were more than nine million people employed in the service sector in
Australia, which was 86% of all jobs. In India, there has been a huge growth in
service sector businesses which made up 55% of India's GDP in 20062007.
Computer software businesses in India are increasing at a rate of 35% per year.

Increasingly service sector businesses focus on what is now being called the
knowledge economy. They need to keep ahead of other businesses by
understanding what it is their customers want and be in a position to give it to them
quickly and at low cost.

One good example of this are banks which went through big changes in the late
20th century. Using information and communication technology, banks have vastly
reduced the number of people they need to employ, and lowered the cost of
providing bank service. For example, an automated teller machine is able to
provide basic banking services 24 hours a day, 7 days a week, in many different
places. Before this, banking services were only available from the bank when it
was open. Many banks and building societies have joined to form much lower cost
businesses that can make more money from a wider customer base. The key to this
process is gaining information about their customers and constantly coming up
with new services for them.

INFORMATION TECHNOLOGY:

Information technology (IT) industry in India has played a key role in putting
India on the global map. IT industry in India has been one of the most significant
growth contributors for the Indian economy.
The industry has played a significant role in transforming Indias image
from a slow moving bureaucratic economy to a land of innovative entrepreneurs
and a global player in providing world class technology solutions and business
services. The industry has helped India transform from a rural and agriculturebased economy to a knowledge based economy.
Information Technology has made possible information access at gigabit
speeds. It has made tremendous impact on the lives of millions of people who are
poor, marginalized and living in rural and far flung topographies.
Internet has made revolutionary changes with possibilities of egovernment measures like e-health, e-education, e-agriculture, etc. Today, whether
its filing Income Tax returns or applying for passports online or railway e-

ticketing, it just need few clicks of the mouse. Indias IT potential is on a steady
march towards global competitiveness, improving defense capabilities and meeting
up energy and environmental challenges amongst others.
IT-ITeS sector in India, with the main focus on increasing technology adoption,
and developing new delivery platforms, has aggregated revenues of USD 88.1
billion in FY2011, while generating direct employment for over 2.5 million people.
Out of 88.1 billion, export revenues (including Hardware) has reached USD 59.4
billion in FY2011 while domestic revenues (including Hardware) of about USD
28.8 billion.

Government Initiatives:
After the economic reforms of 1991-92, major fiscal incentives
provided by the Government of India and the State Governments, like,
liberalization of external trade, elimination of duties on imports of information
technology products, relaxation of controls on both inward and outward
investments and foreign exchange, setting up of Export Oriented Units (EOU),
Software Technology Parks (STP), and Special Economic Zones (SEZ), has
enabled India to flourish and acquire a dominant position in worlds IT scenario.
In order to alleviate and to promote Indian IT industry, the Government
of India had set up a National Task Force on IT and Software Development to
examine the feasibility of strengthening the industry. Venture capital has been the
main source of finance for software industry around the world.
In line with the international practices, norms for the operations of venture
capital funds have also been liberalized to boost the industry.
The Government of India is also actively providing fiscal incentives and
liberalizing norms for FDI and raising capital abroad.

Financial Assistance
While the underlying theme of 2010 was that of steady recovery from recession,
thanks to the accelerated recovery in emerging markets, worldwide spending in IT
products and services increased significantly in 2011. In 2011, Indias growth has
reflected new demand for IT goods and services, with a major surge in the use of
private and public cloud and mobile computing on a variety of devices and through
a range of new software applications.
High inflow of FDI in the IT sector is expected to continue in coming years. The
inflow of huge volumes of FDI in the IT industry of India has not only boosted the
industry but the entire Indian economy in recent years. Foreign direct investment
(FDI) inflow rose by more than 100 per cent to US$ 4.66 billion in May 2011, up
from US$ 2.21 billion a year ago, according to the latest data released by the
Department of Industrial Policy and Promotion (DIPP). This is the highest monthly
inflow in 39 months.
Foreign technology induction is also encouraged both through FDI and through
foreign technology collaboration agreements. India welcomes investors in
Information Technology sector. Greater transparency in policies and procedures
has made India an investor friendly platform. A foreign company can hold equity
in Indian companys upto 100%.
Research & Development:
To support Research & development in the country and promoting Start ups
focussed on technology and innovation, a weighted deduction of 150% of
expenditure incurred on in-house R&D is introduced under the Income Tax Ac. In
addition to the existing scheme for funding various R&D projects have been
funded through new scheme like Support International Patent Protection in
Electronics & IT (SIP-EIT), Multiplier Grants Scheme (MGS).
The government has initiated the setting up of an Open Technology Center through
NIC aimed at giving effective direction to the country on Open Technology in the
areas of Open Source Solutions, (OSS), Open Standard, Open Processes, Open
Hardware specifications and Open Course-ware. This initiative will act as a
National Knowledge facility providing synergy to the overall components of Open
Technology globally.
Regulations
After the economic reforms of 1991-92, liberalization of external trade, elimination
of duties on imports of information technology products, relaxation of controls on
both inward and outward investments and foreign exchange and the fiscal
measures taken by the Government of India and the individual State Governments
specifically for IT and ITES have been major contributory factors for the sector to

flourish in India and for the country to be able to acquire a dominant position in
offshore services in the world. The major fiscal incentives provided by the
Government of India have been for the Export Oriented Units (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ).
Challenges
Cyber security and quality management are few key areas of concern in todays
information age. To overcome such concerns in todays global IT scenario, an
increasing number of IT-BPO companies in India have gradually started to
emphasize on quality to adopt global standards such as ISO 9001 (for Quality
Management) and ISO 27000 (for Information Security). Today, centers based in
India account for the largest number of quality certifications achieved by any
single country.
India aims to transform India into a truly developed and empowered society by
2020. However, to achieve this growth, the sector has to continue to re-invent itself
and strive for that extra mile, through new business models, global delivery,
partnerships and transformation. A collaborative effort from all stakeholders will
be needed to ensure future growth of Indias IT-ITeS sector. We will need to rise up
to the new challenges and put in dedicated efforts toward providing more and more
of end-to-end solutions to the clients to keep the momentum going.
India is now one of the biggest IT capitals in the modern world and has presence of
all the major players in the world IT sector. HCL, Wipro, Infosys and TCS are few
of the household names of IT companies in India.
Future prospects
Globalization has had a profound impact in shaping the Indian Information
Technology industry. Over the years, verticals like manufacturing, telecom,
insurance, banking, finance and lately the retail, have been the growth drivers for
this sector. But it is very fast getting clear that the future growth of IT and IT
enabled services will be fuelled by the verticals of climate change, mobile
applications, healthcare, energy efficiency and sustainable energy.
The near future of Indian IT industry sees a significant rise in share of technology
spend as more and more service providers both Indian and global target new
segments and provide low cost, flexible solutions to customers.
By 2015, IT sector is expected to generate revenues of USD 130 billion
(NASSCOM) which will create a transformational impact on the overall economy.
IT spending is expected to significantly increase in verticals like automotive and
healthcare while the government, with its focus on e-governance, will continue to
be a major spender.

However, to achieve this growth, the sector has to continue to re-invent itself and
strive for that extra mile, through new business models, global delivery,
partnerships and transformation. A collaborative effort from all stakeholders will
be needed to ensure future growth of Indias IT-ITeS sector. We will need to rise up
to the new challenges and put in dedicated efforts toward providing more and more
of end-to-end solutions to the clients to keep the momentum going.

Business process outsourcing (BPO) is a subset of outsourcing that involves

the contracting of the operations and responsibilities of a specific business
process to a third-party service provider. Originally, this was associated
with manufacturing firms, such as Coca Cola that outsourced large segments of its
supply chain.
BPO is typically categorized into back office outsourcing, which includes internal
business functions such as human resources or finance and accounting, and front
office outsourcing, which includes customer-related services such as contact
centre services.
BPO that is contracted outside a company's country is called offshore outsourcing.
BPO that is contracted to a company's neighboring (or nearby) country is
called near shore outsourcing.
Often the business processes are information technology-based, and are referred to
as ITES-BPO, where ITES stands for Information Technology Enabled Service.
Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are
some of the sub-segments of business process outsourcing industry.
In 2010, the Philippines surpassed India as the largest business process outsourcing
industry in the world.
After growing 20 percent in 2012, the BPO industry of the Philippines is estimated
to gross revenue of upwards to $25 billion by 2016. By these estimates, the
Philippines' BPO industry will account for approximately 10 percent of the nation's
GDP.
Benefits and limitations:

HITEC city Hyderabad, India, the hub of information technology companies

The main advantage of any BPO is the way in which it helps increase a company's
flexibility. However, several sources have different ways in which they perceive
organizational flexibility. In early 2000s, BPO was all about cost efficiency, which
allowed a certain level of flexibility at the time. Due to technological advances and
changes in the industry (specifically the move to more service-based rather than
product-based contracts), companies who choose to outsource their back-office
increasingly look for time flexibility and direct quality control. Business process
outsourcing enhances the flexibility of an organization in different ways:
Most services provided by BPO vendors are offered on a fee-for-service basis,
using business models such as Remote In-Sourcing or similar software
development and outsourcing models. This can help a company to become more
flexible by transforming fixed into variable. A variable cost structure helps a
company responding to changes in required capacity and does not require a
company to invest in assets, thereby making the company more flexible.
Another way in which BPO contributes to a companys flexibility is that a
company is able to focus on its core competencies, without being burdened by the
demands of bureaucratic restraints.
Key employees are herewith released from performing non-core or administrative
processes and can invest more time and energy in building the firms core
businesses. The key lies in knowing which of the main value drivers to focus on
customer intimacy, product leadership, or operational excellence. Focusing more
on one of these drivers may help a company create a competitive edge.
A third way in which BPO increases organizational flexibility is by increasing the
speed of business processes. Supply chain management with the effective use of
supply chain partners and business process outsourcing increases the speed of
several business processes, such as the throughput in the case of a manufacturing
company.
Finally, flexibility is seen as a stage in the organizational life cycle: A company can
maintain growth goals while avoiding standard business bottlenecks.[15] BPO
therefore allows firms to retain their entrepreneurial speed and agility, which they
would otherwise sacrifice in order to become efficient as they expanded. It avoids a

premature internal transition from its informal entrepreneurial phase to a more

bureaucratic mode of operation.
A company may be able to grow at a faster pace as it will be less constrained by
large capital expenditures for people or equipment that may take years to amortize,
may become outdated or turn out to be a poor match for the company over time.
Although the above-mentioned arguments favor the view that BPO increases the
flexibility of organizations, management needs to be careful with the
implementation of it as there are issues, which work against these advantages.
Among problems, which arise in practice are: A failure to meet service levels,
unclear contractual issues, changing requirements and unforeseen charges, and a
dependence on the BPO which reduces flexibility. Consequently, these challenges
need to be considered before a company decides to engage in business process
outsourcing.
A further issue is that in many cases there is little that differentiates the BPO
providers other than size. They often provide similar services, have similar
geographic footprints, leverage similar technology stacks, and have similar Quality
Improvement approaches.
Threats:
Risk is the major drawback with Business Process Outsourcing. Outsourcing of an
Information System, for example, can cause security risks both from a
communication and from a privacy perspective. For example, security of North
American or European company data is more difficult to maintain when accessed
or controlled in the Indian Sub-Continent. From a knowledge perspective, a
changing attitude in employees, underestimation of running costs and the major
risk of losing independence, outsourcing leads to a different relationship between
an organization and its contractor.
Risks and threats of outsourcing must therefore be managed, to achieve any
benefits. In order to manage outsourcing in a structured way, maximizing positive
outcome, minimizing risks and avoiding any threats, a Business continuity
management (BCM) model is set up. BCM consists of a set of steps, to
successfully identify, manage and control the business processes that are, or can be
outsourced.

Another framework, more focused on the identification process of potential

outsourceable Information Systems, identified as AHP, is explained. L. Willcocks,
M. Lacity and G. Fitzgerald identify several contracting problems companies face,
ranging from unclear contract formatting, to a lack of understanding of technical
IT- processes. BPO is a sector which is processed business from outsources.
Technological pressures:
Industry analysts have identified Robotic Process Automation (RPA) software as a
potential threat to the industry and speculate as to the likely long-term impact. In
the short term, however, there is likely to be little impact as existing contracts run
their course: it is only reasonable to expect demand for cost efficiency and
innovation to result in transformative changes at the point of contract renewals.
With the average length of a BPO contract being 5 years or more and many
contracts being longer - this hypothesis will take some time to play out.
On the other hand, an academic study by the London School of Economics was at
pains to counter the so-called "myth" that RPA will bring back many jobs from
offshore. One possible argument behind such an assertion is that new technology
provides new opportunities for increased quality, reliability, scalability and cost
control, thus enabling BPO providers to increasingly compete on outcomes based
model rather than competing on cost alone. With the core offering potentially
changing from a "lift and shift" approach based on fixed costs to a qualitative,
service based and outcomes-based model, there is perhaps a new opportunity to
grow the BPO industry with a new offering.

Growth and Development:

India has revenues of US$10.9 billion from offshore BPO and $30 billion from IT
and total BPO (expected in FY 2008). India thus has some 5-6% share of the total
BPO Industry, but a commanding 63% share of the offshore component.
This 63% is a drop from the 70% offshore share that India enjoyed last year:
despite the industry growing 38% in India last year, other locations
like Philippines, and South Africa have emerged to take a share of the market.
The South African call centre industry has grown by approximately 8% per year
since 2003 and it directly employs about 54,000 people, contributing 0.92% to
South Africa's gross domestic product (GDP). China is also trying to grow from a

very small base in this industry. However, while the BPO industry is expected to
continue to grow in India, its market share of the offshore piece is expected to
decline. Important centers
in India are Bangalore, Gurgaon, Chennai, Kolkata, Mumbai, Pune, and New
Delhi. In fact, the Philippines has overtaken India as the largest call centre industry
in the world in 2010.
The Association of Southeast Asian Nations (ASEAN) countries, along with the
People's Republic of China and Indiaknown collectively as ACI countriesare
likely to see services like BPO figure strongly in their economies over the medium
term. Services trade among ACI countries has been growing at a very rapid rate
over recent years, despite starting from a relatively low baseline.
Although data are scarce and must be interpreted with caution, an analysis of
applied services sector policies in the region suggests there is much policymaker
can do to intensify this process, and increase the pace at which the transformation
to a service economy is taking place.

Eastern Europe is also an emerging BPO destination. McKinsey &

Company reported that in 2010, 33,000 jobs were moved to Eastern European
countries. While the overall size of the industry and the number of developers in
Eastern Europe is lower than India, the knowledge of European languages like
French, Spanish, German, and Italian by many Eastern Europeans, as well as the
overall high quality of education in these locations, allows the BPO industry in this
region to continue to grow. For example, the region has an estimated 17.2 million
people with a tertiary education, compared to 13.6 million in India, making it an
attractive choice for BPO, especially if more specialized projects are to be
outsourced. It grew at a rate of 38% over 2005.
For the FY06 financial year the projections is of US$7.2 billion worth of services
provided by this industry. The base in terms of headcount being roughly 400,000
people directly employed in this Industry. The global BPO Industry is estimated to
be worth 120150 billion dollars, of this the offshore BPO is estimated to be some
US$11.4 billion. India thus has some 56% share of the total Industry, but a
commanding 63% share of the offshore component. The U.S $7.2 billion also
represents some 20% of the IT and BPO Industry which is in total expected to have
revenues worth US$36 billion for 2006. The headcount at 400,000 is some 40% of

the approximate one million workers estimated to be directly employed in the IT

and BPO Sector.
The related Industry dependent on this are Catering, BPO training and recruitment,
transport vendors (home pick up and drops for night shifts being the norm in the
industry), security agencies, facilities management companies.
Business process outsourcing to India refers to the business process
outsourcing services in the outsourcing industry in India, catering mainly to
Western operations of multinational corporations (MNCs).
As of 2012, around 2.8 million people work in outsourcing sector. Annual revenues
are around $11 billion, around 1% of GDP. Around 2.5 million people graduate in
India every year. Wages are rising by 1015 percent as a result of skill shortage.

Amex
In the second half of the 1980s, American Express consolidated its JAPAC (Japan
and Asia Pacific) back office operations into Gurgaon region. This centre (called
the Financial Resource Centre East or FRC-E)was headed by an Expat Harry
Robertson, a veteran American Express employee with Raman Roy reporting to
him, Raman Roy later on quit Amex to join GE and later on started his own
enterprise called Spectramind which got later on merged with Wipro and then later
on started Quattro BPO.

General Electric
In the 1990s, Jack Welch was influenced by K.P. Singh, (a Delhi-based realtor) to
look at Gurgaon in the NCR region as a base for back office operations. Pramod
Bhasin, the India head of G.E. hired Raman Roy and several of his management
from American Express to start this enterprise called GECIS (GE Capital
International Services). Raman for the first time tried out voice operations out of
India. The operations in India were the Beta site for the GE Six sigma enterprise,
as well. The results made GE ramp up their Indian presence and look at other
locations. In 2004, GECIS was spun off as a separate legal entity by GE,
called Genpact. GE has retained a 40% stake and sold a 60% stake for $500
million to two equity companies, Oak Hill Capital Partners and General Atlantic
Partners.

Third party BPOs

Until G.E. most of the work was being done by "captives"- a term used for in
house work being done for the parent organization. In 2000 Raman Roy and some
team members from GECIS quit, and with VC funding from Chrysalis Capital,
started Spectra mind. At the same time, an organization called EFunds started in
Mumbai and Gurgaon, vCustomer in New Delhi and Daksh in Gurgaon. One of the
current big BPO firms, EXL Services, started in April 1999, and in 2012 hit $442.9
million in revenues.
However, recently, most of the Indian BPOs, even smaller and mid-sized ones, are
setting up their onshore presence in the markets they serve. Most of the large
players are improving the outsourced business processes by leveraging on their
years of experience, and now some are offering more than just plain vanilla BPO
processes. KPO, transformation and Consulting opportunities are gaining favor
among large third party BPO providers like Genpact, WNS and EXL Services.

C. Future of the industry:

Analysts believe that India remains a vital destination for outsourcing and expect
its annual GDP to grow at 810% for the next decade. In addition, outsourcing
efforts to India are held up as an effective remedy for concerns about both Chinese
government policy and labor force issues, such as increasing costs and shortages.

Registration of BPO as OSP:

BPO/KPO/Domestic & International Call Centres/NOC etc. are covered under the
'Other Service Provider' (OSP) Category by the Department of
Telecommunications.
The companies who are providing the 'Applications Services' means providing
services like tele-banking, tele-medicine, tele-education, tele-trading, e-commerce,
call centre, network operation centre and other IT Enabled Services, by using
Telecom Resources provided by Authorized Telecom Service Providers.

The 'Telecom Resource' means Telecom facilities used by the OSP including, but
not limited to Public Switched Telecom Network (PSTN), Public Land Mobile
Network (PLMN), Integrated Services Digital Network (ISDN) and /or the telecom
bandwidth provided by authorized telecom service provider having valid license
under Indian Telegraph Act, 1885. The 'Company' means a company registered
under Indian Companies Act including foreign companies permitted by RBI under
Foreign Exchange Management Regulations and registered under Part-XI (Section
591 to 608) of the Companies Act, 1956 for setting up a place of business in India.
'Domestic OSP' are the OSP providing the Application Services within national
boundaries. 'International OSP' is the OSP providing the Application Services
beyond national boundaries.

General conditions of OSP registration

(1) Registration may be granted to any company to provide Application Services.
These service providers will not infringe on the jurisdiction of other Authorized
Telecom Service Providers and they will not provide switched telephony. (2) The
entities entitled for OSP registration must be a company registered under Indian
Companies Act, 1956. (3) A Company may apply for registration to the Authority
in the proforma prescribed by the Authority from time to time.
Online system for OSP registration
It is mandatory to get new Registration Number allotted by the Online OSP
Registration system for the existing OSP Registrations. In case you have existing
registered OSP sites for which you would like to get the new Registration Number
from the system please contact Assistant Director General (ADG) of the concerned
Telecom Enforcement, Resource and Monitoring Cell (TERM Cell) preferably
before applying for the login-id from the system.
Terms and conditions of the OSP registration are available on the DOT website .

Leading BPO-ITes cities in India

Bangalore, Chennai, Hyderabad, Gurgaon, NCR, Mumbai and Pune are Tier I
cities that are leading IT cities in India.

With rising infrastructure costs in these cities, many BPO's are shifting operations
to Tier II cities
like Kolkata, Nashik, Sangli, Aurangabad (Maharashtra), Mangalore, Mysore,Hubl
i-Dharwad, Belgaum, Coimbatore, Nagpur, Kochi, Trivandrum, Chandigarh, Moha
li, Panchkula, Ahmedabad, Bhubaneshwar, Jaipur, Visakhapatnam, Raipur and Luc
know
Tier II cities offer lower business process overhead compared to Tier I cities, but
have a less reliable infrastructure system which may hamper dedicated operations.
The Government of India in partnership with private infrastructure corporations is
working on bringing all around development and providing robust infrastructure all
over the nation.

Chapter 3: COMPANY PROFILE

2.1 Origin of Symbiosys Technologies

Founded in 2001, Symbiosys Technologies is a 100% Export Orient Unit,

registered in Visakhapatnam Export Processing Zone (VEPZ) servicing and
providing solutions to enterprises worldwide. Symbiosys Technologies
development center is located in India with offices in the US.
The company aims at developing innovative and cost effective end to end
technology solutions with high performance and security.
Business Strategy and Approach:
o

Help the customers focus on the core business activities by providing high
quality and low risk solutions to their complex problems.

Develop strategic business solutions using onsite (for testing), offsite and
offshore project execution methodologies to meet specific client requirements.

Provide consummate and laudable products aimed at customer satisfaction.

Maintain stringent time lines for the product deployment.

Provide software support and maintenance.

2.1 Growth and Development of the Organization:

The software development center is based in India with an infrastructure to support

the custom software development services, which include Business and System
application development.
Software development is a complicated process that requires careful planning and
execution to meet the goals. Development process being the longest phase requires
careful integration of the development team to make sure that different components
incorporate each other. Symbiosys Technologies carefully tailors all the stages
involved in the process of software development by executing a well-planned
development process that...

Ensures careful understanding, analysis and design (physical & logical) of

the components

Identifies the key process areas/features important for development

Identifies timelines and resource allocation

Ensures that the requirements are fulfilled

Ensures maintainability and interpretability

The software development team has expertise in diverse technologies to provide
solutions in areas of client/server applications and Internet & Intranet applications.

Workforce:

The proficient workforce at Symbiosys Technologies comprises of a group of

highly trained engineers, IT specialists & technicians who have developed a niche
market and an appreciation for mastering solutions to complex engineering
problems, and developed software solutions in profound disciplines.
The engineers constantly keep themselves abreast with the latest trends in
technology that help Symbiosys Technologies stay one step ahead of its
competition in its quest for knowledge and perfection.
Symbiosys Technologies encourages growth and development within the
organization and taps the potential of its efficient workforce to be able cater to the
demands of the constantly expanding domain and market diversification.

Product and Service profile of the Organization:

A) ANIMATION:
Symbiosys Technologies a CMMi level 3 & ISO 9001:2000, ISO 27001, ISO
14001 is a Global Animation Production House.
They are the creatively collaborative, full service CG animation studio in Vizag,
India with an innovative history that spans over 9 years.
Originally established as Software Company also diversified into Animation with
excellent environment, facilities and Manpower, with many talented artists,
directors and technical staff, the studio provides a full service environment for
clients and creative partners. They can do it all - design, casting, recording,
modeling, layout, animation, lighting and postproduction. The highly scalable and
adaptable pipeline features artist friendly tools and allows us to create CG
animation styles that are unique to each project. They do not limit themselves.
INNOVATION:
Founded out of the spirit of innovation in 2001, Symbiosys Animation today
continues to strive creatively and technologically to push the company and craft in
new, cutting-edge directions. They welcome new ideas and innovative ways of
approaching the business.
CREATIVITY

From the directors, story artists, writers, designers, animators, lighters to assistants,
Symbiosys Animation is a company of high creativity. The studio environment
supports collaboration and artistry at every level.
PROFESSIONALISM
They are constantly evaluating the quality of work being created in the studio in
every area of business, challenging ourselves consistently to raise the standards to
the highest global standards.
Some of our main services

Storyboards, Concept Art , Backgrounds

2D Animation

3D Animation.
B) QUALITY ASSURANCE:
Quality is the corner stone of Symbiosys Technologies work culture. It believe
that testing is one of the most important phases for long-term support and a phase
that increases the credibility of our company. It take utmost care in developing,
maintaining and delivering quality products by following a standardized quality
process developed by our Software Quality Assurance Group whose core activities
include

Establishing standards and procedures for software development and testing

Product evaluation and process monitoring that assures software

development and process control

Configuration Management Monitoring that includes baseline and

configuration control

Software assurance activities can help to reduce/avoid schedule and cost

over run

Assuring readiness for testing of all deliverable items.

It attempt to bring out the efficiency and efficacy of the software by extensive
testing. This is achieved through the QA Engineers with a thirst to maintain
quality and standards. Symbiosys Technologies QA & Testing team has proficiency
in testing applications in a carefully planned testing environment through various
phases of testing like Test Planning, Test Designing, Test Execution and Test
Evaluation using Manual and Automated Testing techniques.
C) GRAPHICS AND WEB DESIGNING:
A team of highly creative, ingenious and nifty state-of-art web designers forms the
core of Symbiosys Technologies Graphics and Web Designing team. High
proficiency in the latest technologies with a poised bit of innovative imagination
helps this team create marvels.
The Web Designing team designs and develops pages/applications that impress and
illuminate the readers. It follows the basics of web design - Keep it simple and
Think small, Use graphics that fit the content, Stick with standard layouts, Ease of
navigation and Consistency.
It follows a user-centered design approach and believe that careful planning and a
clear purpose are the keys to success in building web sites.
The Web Designing team at Symbiosys Technologies follows a systematic
procedure - Planning, Interface Design, Site Design, Page Design, Typography,
Graphics and Multimedia.
It have good experience in developing a full range of Internet and Intranet sites
and mainly focus on

Web application development

Interactive web design

Ecommerce web design - Shopping Cart Systems

Portal sites

Corporate Intranet Applications.

D) ENGINEERING SERVICES:
3D Laser scanning:
Several industries have realized the immediate benefits in using 3D data for
planning, visualizing and measuring. Building Information Modeling (BIM), for
example, is relying on scanned data to be used throughout the entire building life
cycle. By doing so, civil engineers, architects and construction contractors are all
able to collaborate more efficiently and effectively in the design and building
process as well as the maintenance of existing building infrastructure.
Industries such as aerospace, automotive, foundry and ship building depend on
laser scanning for accurate large scale inspection or reverse engineering. Scanned
data provides manufacturers with accurate measurements of complex parts
whereby traditional methods of data verification would be too cumbersome and
unreliable.
OUTPUT & POST-PROCESSING
Scanner output can be supplied raw, or post processed to your requirements. This
includes point cloud manipulation, conversion to ACAD and other common CAD
formats and comparison of scanned dimensions to existing electronic files (either
previous scans or CAD drawings) to detect additions, subtractions and variations to
the scanned object. For example, this may be used to detect decay of the object
over a period using multiple scans or detecting fabrication errors compared to the
original manufacturing drawings.
Our detailing services include the preparation of

Structural Steel Detailing

Piping & Equipments Detailing

Ship Structural Detailing.

Buildings and industrial projects:
The company provides efficient, customized structural steel detailing drawings
dimensions through resourceful use of technology. The team of steel detailers
provides you with a precise picture of each structural steel element and
connections between them with accurate structural steel detailing dimensions. They

convert structural drawings, sketches and rough concepts into cost effective and
accurate steel drawings.
They utilize a fully computerized detailing system known as X-STEEL. Using XSTEEL our detailers create a 3D model of the complete steel structure. We utilize
the latest technology to provide our clients with services that will continually
exceed their expectations. Their reputation is built on our commitment to total
quality approach and customer satisfaction. They aim to provide highest quality
steel drawings in the best possible period.
Offshore & marine:
At Symbiosys Technologies, they offer design and engineering consultancy
services for the marine industry, Rigs and Production platforms. The highly
qualified workforce of Marine Engineers, Mechanical Engineers and
designers provides design services for different categories of ships and
offshore facilities. Their capabilities in design include basic & structural
design and detail engineering activities. They leverage our rich experience
of working with various classification societies using leading software
tools to support our clients.
The services translate into several benefits for the clients, including
optimization of development costs and faster time to market. Clients are
able to leverage their investments in design technologies for better ROI and
higher productivity of design personnel.

E) PUBLISHING SERVICES:

They offer various Publishing services that encompass migration of content from
almost any format to digital format. Our Publishing team is equipped to deliver all
types of services and solutions for the print, online and media domains with its
major wing Publishing.
Leveraging the latest technology coupled with seasoned professionals and trained
staff; we are geared up to meet your expectations in terms of quality, turnaround
time, pricing and support. Customized Publishing Solutions at us facilitates clients
to substantially reduce costs, improve ROI, improve efficiency and better meet the
requirements of end customers.

Being scientific yields mathematical results

Technology and its application are very important for the success of the timebound quality deliverables. Symbiosys uses chosen & proven IT infrastructure,
tools, training and practices which results in quality deliverables each time. The
process is deployed around ISO/CMM/Agile practices, which confirm customers
delight.
A part of Innovation!
Symbiosys uses most innovative tools to convert pdfs to epub3 fixed layout,
which will convert thousands of pages in just few minutes. Symbiosys is actively
taking part in the R&D activities for designing more tools for the Publication with
its innovative partner companies.
Data security
With its state-of-the-art data-center, customers data is always safe and is the first
priority.
Services offered
1.
2.
3.
a.
b.
c.
d.
4.

Project Management
Typesetting
Editorial Services
Copyediting
Proofreading
Editorial Proofreading
Indexing
Digital conversion
Also
Symbiosys not only in books but Symbiosys convert newspapers, magazines,
journals, Multi-channel High Frequency publications into digital format e-book.
Symbiosys do convert into e-books, which have a lot of images, graphics, videos,
voice, mathematical and scientific notations.

Language? No-Barrier!
Symbiosys's team can produce exemplary quality e-book for iOS pertaining to any
language such as English, Arabic, French, German, Chinese, Japanese, Spanish,
Urdu, and Indian languages like Hindi, Tamil, Telugu, Malayalam, Bengali etc.
The publishing services consist of following programmers:
Project management
Type setting
Editorial services
Digital conversation.

CLIENTS:
Google is a public and profitable company focused on search services.
Google operates web sites at many international domains, with the most
trafficked being www.google.com. Google is widely recognized as the
"World's Best Search Engine" and is fast, accurate and easy to use.
Symbiosys Technologies provides customized HR Solutions for Google.

Trimble is a leading provider of advanced location-based solutions that

maximize productivity and enhance profitability. The Company integrates
its positioning expertise in GPS, laser, optical and inertial technologies
with application software, wireless communications, and services to
provide complete commercial solutions. Trimble serves a variety of
industries including agriculture, engineering and construction,
transportation and wireless communications infrastructure. The Company's
portfolio of over 1,800 patents is the basis for the broadest positioning
solutions portfolio in the industry.

AMD is a semiconductor design innovator leading the next era of vivid

digital experiences with its ground-breaking AMD Fusion Accelerated
Processing Units (APUs). AMD's graphics and computing technologies
power a variety of solutions including PCs, game consoles and the servers
that drive the Internet and businesses.

Fidelity National Information Services, Inc. is a leading provider of core

financial institution processing; Symbiosys Technologies provides
consulting services to meet its needs in Banking Domain.
Computer Sciences Corporation provides consulting, systems integration
and design, IT and business process outsourcing, applications software.
AT&T is bringing it all together for our customers, from revolutionary
smart phones to next-generation TV services and sophisticated solutions
for multi-national businesses.

Tekcenture is a leading end-to-end IT solutions provider starting from web

and E-Commerce to CRM, Supply Chain and ERP. Symbiosys
Technologies takes care of entire execution of Tekcenture projects for the
Asian sub continent exclusively.
Cambridge Systems is a professional services organization specializing in
information systems management and IT support. We develop and
maintain web portal for Cambridge Systems.
The Reliance Group is India's largest private sector enterprise, with
businesses in the energy and materials value chain. Group's annual
revenues are in excess of US$ 58 billion. Reliance Industries Limited, is a
Fortune Global 500 company and is the largest private sector company in
India.

Larsen & Toubro (L&T) is a technology-driven USD 11.7 billion company

that infuses engineering with imagination. We offer a wide range of
advanced solutions, services and products.
Technip offers the deepest Subsea oil & gas developments to the largest
and most complex Offshore and Onshore infrastructures, it's 25,000
employees are constantly offering the best solutions and most innovative
technologies to meet the world's energy challenges. Presently in 48

countries, Technip has state-of-the-art industrial assets on all continents

and operates a fleet of specialized vessels for pipeline installation and
subsea construction.

Black Cat Engineering and Construction is a leading EPIC Contractor and

most reliable contracting companies in the State of Qatar for the Oil & Gas
Industry.

Kentz is a global engineering specialist solutions provider with 14,000

employees operating in 29 countries worldwide. It has provided specialist
Engineering, Procurement and Construction (EPC) services, Construction,
and Technical Support Services to clients in the energy and resources
sectors for more than 90 years.
Oxford University Press is a department of the University of Oxford and
has played a key role in the University's work since its first published
work in 1586. It is the largest and most successful university press in the
world with offices in fifty countries and publishes more than 6,000 new
resources a year across the academic and educational spectrum.
Cambridge University Press is part of the University of Cambridge. It
furthers the Universitys mission by disseminating knowledge in the
pursuit of education, learning and research at the highest international
levels of excellence. Playing a leading role in todays global market place,
we have over 50 offices around the globe, and distribute our products to
nearly every country in the world.

McGraw-Hill Education partners around the world with students,

educators, administrators and other professionals to deliver engaging,
adaptive and personalized solutions that improve performance and results.

BRANCHES:
USA
EUROPE

 INDIA
a) VADODARA
b) HYDERABAD
c) VISKHAPATNAM
d) ODISHA

Symbiosys Technologies consists of Annual turn over of 10- 100 crores and
with Employee strength of 251- 500.

CHAPTER 4 THEORITICAL FRAMEWORK

Organizational culture can be stated as a form of organizational analysis
borrowed from the field of anthropology. Till date, no single universally accepted
definition exists; however, the term organizational culture generally is accepted
as referring to the shared meanings, beliefs, and understandings held by a
particular group or organization about its problems, practices, and goals. "RichardKropp, Ecl.D123
Organizational culture is often taken in conjunction with climate,
ideology, and style that makes the concept much confusing. Organizational
culture can be described as the accepted and patterned ways of behavior of a
given people (overt organizational behavior), body of common understandings

(group and organizational norms) and an organization's way of thinking feeling

and acting (ideology and philosophy).
Organizational Culture is a cognitive framework consisting of attitudes,
values, behavioral norms and expectations shared by Organizational members.
Even the Organizations concerned with identical activities or that provide similar
products or services can be very different from one another. Organizational
Culture is the system of shared beliefs and values that develops within an
organization and guides the behavior of its members.
The modern competitive environment demands a better understanding of
how an organization's culture affects its performance.
The study of Organizational Culture and Organizational Learning is of
recent origin and is getting prominence day by day. A strong culture makes the
Organization improve its efficiency by increasing the competitive edge. While
talking about Organizational Culture, it becomes mandatory to understand what
'Culture' as the term actually means.
Culture, while on the one end is described as the set of values and beliefs,
on the other it is described as set of symbols, ceremonies and myths that
communicate the underlying values and beliefs of the organization to its
employees. Culture persists and is changed or maintained by virtue of its
continual creation through the interaction of organizational members, their shared
interpretations and the significance they attach to what occurs.
Culture - being an intangible force directs the cultural values that make
organizations special.
Culture plays several important roles in organizations. On one hand, it provides a
sense of identity while on the other; it generates commitment to the organizations'
mission. It also clarifies and reinforces standards of behavior.
There is no gain saying that corporate culture influences organizations'
performance. Keeping this in view, it is worth studying culture in organizations
such as professional education institutions and its association with policies and
performance.
'Cultural audits' are taken, these days, by organizations to match
culture with future strategies so as to manage or change the culture in consonance.
However, the study of culture is not an easy nut to crack, rather it demands
empirically acquired knowledge followed by critical reviews
There are almost as many definitions and understandings of culture as

people writing about it.124 At such a time when different people talk about
culture, they may or may not mean the same thing. Some find their definitions
rooted in the anthropological bases of rather isolated societies; to others it is the
functional aspect that appeals most to shape culture for the best results.
The increasing reach of global business and the increased involvement of
multinational companies (MNC) in newly emergent economies necessitate the
spotlight to be on management practices in various parts of the world. In this
context, it may be highlighted that the Indian economy holds a distinguished
position among the rapidly developing nations of the world.
Therefore, it is understandable that worldwide changes in the business environment
have hadconsiderable influence on management practices in India (Soumendu
Biswas 2009).
India is emerging now as an economically strong power. Other countries are
looking India as industrially developed country. In future there is a possibility that
Indian work culture would serve as a model for rest of the world. In today s
economic world productivity and competitiveness through novelty and innovations
enables an industry to get and sustain its share of market. Sound functioning of
organization heavily depends on strong organizational culture.
Experts largely accepted the notion that organizational culture is linked with or
connected with positive organizational results. Any organization objective is to
achieve the maximum performance in order to fulfill the expectation of the
stakeholders. In the globalised eras the organizational leaders are confronting with
many complex and complicated issues during the attempts to generate
organizational achievement.
There is no guarantee that the culture practiced by the industries brings industrial
effectiveness. But, at the same time there are some cultures which bring concrete
results. A situation like this compels studying the existing culture and redefining
the culture if necessary, to help to mobilize the collective effort to achieve the
overall objectives of the organization

KEY LEARNINGS:
The research design used in this study is descriptive research design.
Data from 100 people were collected as population study.

Data was collected by survey method through structured questionnaire

with close ended questions.
The primary data was obtained through questionnaire and secondary
data from the company records and through internet.
I have learned the HR policies, roles and responsibilities by the
theoretical classes in the Organization.
I have solved some Case Studies of Harvard Business Review, which
are given by the CEO as a task.
I have learned how to manage the difficult interactions with the people
in the Organization,
I have also learned how to develop a Business case by solving the
HBRs Case Studies.
I have also learned how to assess the mind or psychology of the
persons.

Chapter 5 Analysis of Data:

5.1 Analysis
Symbiosys Technologies
Organizational Culture questionnaire
Name :
sex

occupation :
Age :
E- Mail :

1. What is your current organizational culture?

a) Clan
b) Adhocracy
c) Market
d) Hierarchy
e) All of the above
Interpretation: Almost all the employees in the Organization have answered that
the Symbiosis consists of all the above mentioned cultures.

2. Do the employees satisfied with your organization culture?

a) Yes
b) No
Category
Yes
No
Total

No of respondents
90
10
100

Percent
90%
10%
100%

Chart Title

10%

YES
NO
90%

Interpretation: The question here is about the satisfaction of the

employee. Out of 100 people 90% of the employees were satisfied as they
have answered Yes. But the other 10 % of the employees were not satisfied
as they have mentioned No.
3. Do the performances define measure and rewarded?
a) Yes
b) No

Category
Yes
No

No of respondents
85
15

Percent
85%
15%

Total

100

100%

Chart Title

15%
YES
NO
85%

Interpretation: Here we have asked about the performance appraisal of

the employees. 85% of the employees were motivated and appreciated by
the organization as they have selected yes but the other 15% of the
employees were not been encouraged as they have selected No.
4. Did the female and male employees treat equally?
a) Yes
b) No

Category
yes
No
Total

No of respondents
30
70
100

Percent
30%
70%
100%

Chart Title

30%
YES
NO
70%

Interpretation: By the above analysis of data 70% of the employees have

replied No and 30% of the employees have replied Yes. They mean that
organization is treating the female employees more as they providing them
more nutritious food for their better hemoglobin percentage and their
welfare.
5. Did Symbiosys manage its technological resources effectively?
a) Yes
b) No

Category
YES
NO
TOTAL

No of respondents
75
25
100

Percent
75%
25%
100%

Chart Title

25%
YES
NO
75%

Interpretation: By the above analysis of the data we can say that Symbiosis is
using its technological resources effectively as the 75% of the employees have
replied Yes and only 25% of the employees have replied No.

6. Did Symbiosys strongly support staff training and professional

development?
a) Yes
b) No
Category
YES
NO
TOTAL

No of respondents
83
17
100

Percent
83%
17%
100%

Chart Title

17%
YES
NO
83%

Interpretation: Here we can say that Symbiosis was supporting its

employees in training and professional development by the above mentioned
data analysis. We can see there the 83% of the employees replied Yes and
only 17% of the employees were replied No.
7. How the information and resources allocated and managed?
a) Effectively
b) Non-effectively
c) As usual
Category

Effectively
Non-effectively
As usual
Total

No of respondents
60
30
10
100

Percent
60%
30%
10%
100%

Chart Title

10%
Effective
30%

Non- effective

60%

Asusual

Interpretation: About 60% 0f the employees have said that the

information and resources allocated and managed by the Symbiosis
effectively and 30% of the employees said that it was non-effective and the
10% of the employees were said that its going on as usual.
8. How does organization regard human resources?
a) Costs
b) Assets

Category
Costs
Assets
Total

No of respondents
30
70
100

Percent
30%
70%
100%

Chart Title

30%
Costs
Assets
70%

Interpretation: The Symbiosys regards human resources as Assets mostly by

the analysis of the data. As we can see that 70 % of the employees have answered
assets and 30 % of the employees have answered costs.

9. Did the people in the organization participate in decision-making?

a) Yes
b) No
Category
Yes
No
Total

No of respondents
20
80
100

Percent
20%
80%
100%

Chart Title

20%
yes
no
80%

Interpretation: There is no active participation of the employees in the Decision

making process of the organization as almost 80% of the employees have answered
No and only 20% of the employees have answered Yes. By this we can say that
Symbiosys was not knowing the ideas of the employees and encouraging them to
participate in Decision making process.
10.Did the information share equally among all the departments?
a) Yes
b) No
Category
Yes
No
Total

No of respondents
80
20
100

Percent
80%
20%
100%

Chart Title

20%
Yes
No
80%

Interpretation: By the above mentioned data analysis we can say that the
information was sharing among the employees equally as 80% of the employees
have answered yes and other 20 % of the employees have answered no.

11.Did your vision create excitement and motivation for your employees?
a) Yes
b) No

Category
YES
NO
TOTAL

No of respondents
75
25
100

Percent
75%
25%
100%

Chart Title

25%
Yes
No
75%

Interpretation: 75% of the employees have answered that the vision

Symbiosys was creating excitement and motivation for its employees but
other 25% of the employees were not agreed for this.

12.Do the people here try to make friends to keep their relationships strong?
a) Yes
b) No
Category
YES
NO
TOTAL

No of respondents
72
28
100

Percent
72%
28%
100%

28%

yes

72%

No

Interpretation: By the data analysis 75% of the employees have replied

that the people in the Symbiosys were trying to make friendship and keep
their relationship strong but the other 25% were not agreed for this.

13.Are the people encouraged to be creative with ideas?

a) Yes
b) No

Category
Yes
No

No of respondents
60
40

Percent
60%
40%

Total

100

100%

Chart Title

40%

yes
No

60%

Interpretation: By the analysis of the data we can see here more than half
of the people i,e..,60% were answered that the people in Symbiosys were
encouraged to be creative with ideas but 40% of the employees were replied
no for this.
14.Do the people take advantage of opportunities for their personal
development?
a) Yes
b) No
category
Yes
No
Total

No of respondents
15
85
100

Percent
15%
85%
100%

Chart Title

15%
yes
No
85%

Interpretation: We can say that the people in the Symbiosys will not take
any advantage of opportunities for their personal development as 85% of the
employees have replied No and only 15% were replied Yes for this by the
above analysis of data.
15.Do the management uses the employee feedback for continues growth and
development?
a) Yes
b) No

Category
Yes

No of respondents
86

Percent
86%

No
Total

14
100

14%
100%

Chart Title
14%
yes
No
86%

Interpretation: By the above-mentioned data analysis, the management uses the

employee feedback for continues growth and development as almost 86% of the
employees were agreed for this but only 14% of the employees were not agreed for
this.

CHAPTER 6 SUMMARY
Findings:
Overall, the findings are that the organization has a strong culture, which is viewed
favorably by the vast majority of the respondents, and most of the respondents
have reported a positive change in their attitudes towards their jobs as well as
towards the organization.

However, there are a few issues as indicated in the employees suggestions, that
might need to be looked into, which would help to further improve the
organizations culture and its effectiveness.
Majority (53%) of the respondents strongly agreed that they are highly
involved in their work.
Sizable number (47%) of the respondents strongly agreed that they have
ability to manage their own work.
Majority (65%) of the respondents agreed that the people they work with are
cooperating to get work done.
Sizable number (41%) of the respondents agreed that they have good
relationship with other members.
Half (50%) of the respondents are neutral that their boss consult them on
important matters.
Majority (56%) of the respondents agreed that the company utilizes their
skills and abilities effectively.
A good number (39%) of the respondents agreed that their capabilities are
viewed as an important source of competitive advantage.
Sizable number (44%) of the respondents agreed that their work related
suggestions are valued by the company.
Half (50%) of the respondents agreed that the organization values diversity.
A good number (35%) of the respondents agreed that there is clear and
consistent set of values in the organization.

 Majority (58%) of the respondents agreed that while disagreements occur

they work hard to achieve win-win solutions.
Sizable number (49%) of the respondents agreed that its easy for them to
reach solutions even on difficult issues.
Sizable number (44%) of the respondents strongly agreed that they feel
happy to work with people from other parts of the organization also.
Sizable number (46%) of the respondents agreed that its easy for them to
coordinate with other departments.
Sizable number (47%) of the respondents agreed that they respond well for
the organizational changes.
Sizable number (46%) of the respondents agreed that they continuously
adopt to new & improved ways to do work.
Sizable number (45%) of the respondents agreed that companys current
activities reflect a strong focus on clients.
Sizable number (41%) of the respondents agreed that they are given a real
opportunity to improve their skills in the organization.
Majority (52%) of the respondents agreed that they view failure as an
opportunity for learning and improvement.
Sizable number (48%) of the respondents agreed that the organizations clear
mission gives meaning and direction to their work.
Half (50%) of the respondents agreed that they are clear with organizations
long term purpose and direction.

 Sizable number (49%) of the respondents agreed that they have clear idea
about the companys goal.
Sizable number (48%) of the respondents agreed that they continuously
track their progress against stated goals of the company.
Sizable number (46%) of the respondents strongly agreed that they have
shared vision on organizations future.
Majority (57%) of the respondents agreed that the organizations vision
creates motivation for them.
Most of the respondents gave more weight age for the statement I respond
well to the organizational changes.

Suggestions:

 In training programmes, practical sessions must receive greater emphasize.

The management may enhance the frequency of employees feedback on

their performance.

Now, only the employees who belong to committees can participate in

decision-making. The management may encourage all the employees to
participate in decision-making process.

Conclusions:
The study about the organizational culture and behaviour on employees
reveals that the workers were satisfied with their ability, co-operation, team
work, involvement, supervisors, utilization of their skills and rewards etc.
They are highly satisfied with the current culture of SYMBIOSYS
TECHNOLOGIES.

Because of this favourable culture the employees show positive behaviours

like high involvement, highly commitment to the organization, highly
motivated and highly flexible to the organizational changes etc.

Bibliography

a. Cummings, T. G. and C. G. Worley Organization Development and

Change, Thomson South-Western, Delhi, 2007.
b. DeVellis, R. F. Scale Development Theory and Applications, Sage
Publications, Newbury Park, 1991.
c. Luthans, F. Organizational
Massachusetts, 1998.

Behavior, Irwin

McGraw-Hill,

d. Muchinsky, P. M. Psychology Applied to Work An Introduction to

Industrial and Organizational Psychology, Wadsworth / Thomson
Learning, Belmont, CA, 2000.
e. Robbins, S. P. and S. Sanghi Organizational Behavior, Pearson
Education, New Delhi, 2007.
f. David A.Decenzo & Stephen P.Robbins., Human Resources
Management, John Wiley & Sons Inc, Seventh Edition, 2003.
g. Kothari C.R., Research Methodology, Wishwa Prakashan, New Delhi,
1985(Reprint 2003).
h. D. Aaker, V. Kumar, and G. Day - Marketing Research, Singapore,
John Wiley & Sons (ASIA) Pte Ltd, Seventh Edition, 2003.
i. Gilbert A. Churchill, Jr., Marketing Research Methodological
Foundations, USA, The Dryden Press, Fifth Edition, 1991.
j. Richard .I. Levin, David S. Rubin, Statistics for Management, USA,
Prentice-Hall, Inc, Seventh Edition, 2002.
Websites:
www.google.com.
www.symbiosystech.com.

ANNEXURE

Symbiosys
Technologies

Organizational Culture
questionnaire
Name :
sex

occupation :
Age :
E- Mail :
1.
What is your current organizational
culture?
a) Clan
b) Adhocracy
c) Market
d) Hierarchy
2.
Do the employees satisfied with
your organization culture?
a) Yes
c)
No
category

No of

Percent

respondents
Yes
No
Total

3.
Do the performances define
measure and rewarded?
a) Yes
b) No
Category

No of
respondents

Yes
No
Total
4.
Did the female and male
employees treat equally?
a)Yes
b)No

Percent

Category

No of
respondents

Percent

yes
No
Total
5.
Did Symbiosys manage its
technological resources effectively?
a)Yes
b)No
Category

No of
respondents

Percent

YES
NO
TOTAL

6.
Did Symbiosys strongly support
staff training and professional
development?
a)Yes

b)No

Category

No of
respondents

Percent

YES
NO
TOTAL
7.
How the information and resources
allocated and managed?
a)Effectively
b)Non-effectively
c)As usual

Category
Effectively
Noneffectively
As usual

No of
Percent
respondents

Total
8.
How does organization regard
human resources?
a)Costs
b)Assets

Category

No of
respondents

Percent

Costs
Assets
Total
9.
Did the people in the organization
participate in decision-making?
a)Yes
b)No
Category
Yes
No

No of
respondents

Percent

Total

10. Did the information share equally

among all the departments?
a)Yes
b)No
Category

No of
respondents

Percent

Yes
No
Total
11. Did your vision create excitement
and motivation for your employees?
a)Yes
b)No

Category
YES
NO
TOTAL

No of
respondents

Percent

12. Do the people here try to make

friends to keep their relationships
strong?
a)Yes
b)No
Category

No of
respondents

Percent

YES
NO
TOTAL
13. Are the people encouraged to be
creative with ideas?
a)Yes
b)No

Category
Yes
No
Total

No of
respondents

Percent

14. Do the people take advantage of

opportunities for their personal
development?
a)Yes
b)No
category

No of
respondents

Percent

Yes
No
Total
15. Do the management uses the
employee feedback for continues
growth and development?
a)Yes
b)No

Category
Yes
No
Total

No of
respondents

Percent