A STUDY ON

STYLES AND CORPORATE CULTURE PREFERENCES”
(With special reference to Oil and Natural Gas Corporation (ONGC), Rajahmundry Asset, Rajahmundry) In partial fulfillment of the requirements for the award of the Degree of

“LEADERSHIP

Master of Business Administration
Submitted by

Sudeep Kumar. Dirsipam
(Register No: 08A81E0044)

Under the guidance of

Mr.B.Ravi Kanth
PGDBM, M.Sc (Applied Psychology)

Sr. Asst. Professor

SRI VASAVI ENGINEERING COLLEGE
(Affiliated to Jawaharlal Nehru Technological University,

Kakinada)

DEPARTMENT OF MANAGEMENT STUDIES
Pedatadepalli, Tadepalligudem, West Godavari.

2008-2010

SRI VASAVI ENGINEERING COLLEGE
(Affiliated to Jawaharlal Nehru Technological University, Kakinada)

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE
This is to certify that the project work titled “LEADERSHIP

STYLES AND

CORPORATE CULTURE PREFERENCES”

submitted by SUDEEP KUMAR DIRSIPAM examined and adjudged sufficient as partial fulfillment for the award of the degree of Master of Business Administration, by Jawaharlal Nehru Technological University, Kakinada from SRI VASAVI ENGINEERING COLLEGE, Tadepalligudem.

INTERNAL GUIDE

HEAD OF THE DEPARTMENT

INTERNAL EXAMINER

EXTERNAL EXAMINER

ACKNOWLEDGEMENTS
I am thankful to Sri. A.V.Bhaskara Rao, Principal, Sri Vasavi Engineering College, for providing a good environment for my Learning and development in entire course period. I am deeply indebted to Sri.V.Kiran Kumar, Head of the Department, Department of Management Studies, for his support and guidance in doing this project and for entire course period. My sincere thanks to Sri.Ashok Kumar.Bunga, Dy.General Manager, Human Resources, ONGC, Rajahmundry for giving me an opportunity to do my project work in ONGC, Rajahmundry. I am extremely grateful to Sri.M.Ganeshan, Manager (HR)-IR, ONGC, Rajahmundry, for guiding me all through the project in spite of his busy schedule. My heart felt thanks to Sri.B.Ravi kanth, Sr. Asst. Professor, Department of Management Studies, Sri.Vasavi Engineering College, for his constant support and able guidance and Illuminating advices helped me in bringing out this project. I also thank Sri.S.Krishna Murty, Asst. Professor, Department of Management studies, Sri.Vasavi Engineering College, for his constructive advices in doing this project.

Finally, I would like to thank all my family and classmates, for their support without whom this project would be a distant reality.

DECLARATION
I hereby declare that this project work entitled “Leadership styles and Corporate Culture Preferences” is an original and bonafied work done by me. This project is being submitted in partial fulfillment of the requirement for the award of the degree of Master of Business Administration at Sri Vasavi Engineering College, Pedatadepalli, Tadepalligudem. The context of this report is based on the information collected by me during the project tenure at Oil and Natural Gas Corporation, Rajahmundry Asset, Rajahmundry.

Place: Date: Kumar.D)

(Sudeep

a Study On

Leadership styles & Corporate Culture preferences

SUDEEP KUMAR.DIRSIPAM

CONTENTS
I .INTRODUCTION ------------------------------------------------------- 1 - 10
 Brief about HRD climate in Indian organizations …………………....  Statement of the problem ………………………………………..…....  Purpose of the Study ……………………………………………….....  Objectives of the study ……………………………………………..…
 Scope of the study …………………………………………..…………..…..  Limitations ………………………………………………………..…..  Research methodology ……………………………………………..…

II.PROFILE OF THE STUDY ------------------------------------------------ Overview of the Industry ……………………………………………..  Company profile ……………………………………………..……….

III.DATA ANALYSIS & INTERPRETATION -----------------------------IV. FINDINGS & SUGGESTIONS -----------------------------------------CONCLUSIONS -----------------------------------------------------------SUMMARY --------------------------------------------------------------- Scope for further research ……………………….......………………..

BIBILOGRAPHY -----------------------------------------------------------

QUESTIONNAIRE ---------------------------------------------------------

LIST OF TABLES

Table no
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Name of the Table
Table Showing HRD components, Applications & contexts Table Showing Man power summary of Rajahmundry asset Table Showing Facilitating leadership style Table Showing Delegating leadership style Table Showing Coaching leadership style Table Showing Directing leadership style Table Showing Response culture Table Showing Relationship culture Table Showing Performance culture Table Showing Control culture Table Showing Corporate culture preferences for facilitating leadership Table Showing Corporate culture preferences for Delegating leadership Table Showing Corporate culture preferences for Coaching leadership Table Showing Corporate culture preferences for Directing leadership Table Showing Distribution table for leadership styles and corporate culture preferences Table Showing Distribution of Leadership style scores between Graduates and Post Graduates employees in ONGC Table Showing Expected values for leadership styles Table Showing Table showing Calculation of Chi-Square for leadership styles Table Showing Distribution of Corporate culture preference scores between Graduates and Post Graduates employees Table Showing Expected values for Corporate culture preferences Table showing Calculation of Chi-Square for Corporate culture preferences

Page no

LIST OF GRAPHS
Graph no
1 2 3 4 5 6 7 8 9 10 11 12

Name of the Graph
Graph showing facilitating leadership Graph showing Delegating leadership Graph showing Coaching leadership Graph showing Directing leadership Graph showing Response culture Graph showing Relationship culture Graph showing Performance culture Graph showing Control culture Graph showing Corporate culture preferences for facilitating leadership Graph showing Corporate culture preferences for Delegating leadership Graph showing Corporate culture preferences for Coaching leadership Graph showing Corporate culture preferences for Directing leadership

Page no

The logo projects the new corporate image of ONGC as a multinational company and a leader in the oil and gas business. The colours of the Sun and Earth will reflect from Vasudhara the main symbol of the ONGC Logo and depict the fifty year transformation of the company from a directorate to a total energy company. The changeover to a new logo symbolizes the glowing future of the company where a new work culture, competitive spirit and a sense of modernity prevails in every area. The Vasudhara symbol (the name of the first well on Ankleshwar field, given by Pandit Jawaharlal Nehru on May 14, 1960), depicts the image of a flowing well, (Vasudhara -flow of wealth), which is vibrant, full of life and active all the time. In the existing logo, the "Vasudhara" symbol was blocked with a semicircle on the top, thus restricting the flow. This

restriction has been removed so that the flow lines are open representing flow of wealth and bounty.

Chapter-1

INTRODUCTION

BRIEF ABOUT HRD CLIMATE IN INDIAN

ORGANIZATIONS
Human Resources Development is a framework for the expansion of human capital within an organization. Human Resources Development is a combination of Training and Education that ensures the continual improvement and growth of both the individual and the organization. Human Resource Development (HRD) is the framework for helping employee’s develop their personal and organizational skills, knowledge, and abilities. HRD includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. HRD is the process of helping people to acquire competencies. In an organizational context HRD “…is a process of by which the employees of an organization are helped in a continuous and planned way to:  Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.  Develop their general capabilities as individuals and discover and exploit their inner potential for their own and/or organizational development purposes  Develop an organizational culture in which supervisor-subordinate relationships team work, and collaboration among sub-units are strong and contribute to the professional well-being, motivation, and pride of employees.”

HRD process is facilitated by mechanisms like performance appraisal, training, organizational development, feedback and counseling, career development, potential development, job rotation, and rewards.

Human Resources Development is the medium that drives the process between training and learning. HRD is not a defined object, but a series of organized processes, “with a specific learning objective” (Nadler, 1984), HRD is the structure that allows for individual development, potentially satisfying the organization's goals. The development of the individual will benefit both the individual and the organization. The HRD framework views employees, as an asset to the enterprise whose value will be enhanced by development, “Its primary focus is on growth and employee development, it emphasizes developing individual potential and skills” (Elwood, Holton and Trott 1996). A successful HRD program will prepare the individual to undertake a higher level of work, “organized learning over a given period of time, to provide the possibility of performance change” (Nadler 1984). Human Resources Development can be defined simply as developing the most important section of any business its human resource by, “attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise” (Kelly 2001). The people within an organization are its human resource. HRD from a business perspective is not entirely focused on the individual’s growth and development, “development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself”. The term Human resource development has been in popular use for over two decades although it is a relatively new area of management practice an inquiry. In common with other general management practices, it is set against a background of turbulence and change in organizational life, changes in business environments, work processes and organizational cultures, with drive a need for successful change management strategies.

HRD is a process of developing und unleashing expertise for the purpose of improving individual, team, work process, and organizational system performance.

An overview of HRD Practices: Trends
The centre for HRD at XLRI, Jamshedpur surveyed the practices of 53 public and private sector organizations (Rao and Abraham1985). From this survey 1. About 32% of them had a formally stated policy focusing on HRD. Another 59% did not have a formally stated HRD policy byut claimed to emphasize it. It is only 9% of organizations that there was no formally or informally known HRD policy. 2. About 89% of the organizations surveyed had personnel policies that emphasize continuous development of their employees. 3. In 30% of these organizations there is a separate HRD department and another 38% of them the HRD function is a part of the personnel function with specially designated persons to look after it. 4. About 26% of the organizations reported to have fully development oriented performance appraisal systems and another 62% reported to have appraisals that have development as one of the main objectives. 5. Some form of identification of tasks and targets jointly by the appraiser and appraise, performance review discussions to help appraise recognize his strengths and weaknesses, appraisal feedback to appraise for improvement, selfappraisal, identification of development needs, potential appraisal, and identification of factors affecting performance seem to characterize about 70% of the appraisal systems. 6. About 55% of them had a definite training policy. For example, one of the organizations surveyed had a policy that all the executives should be trained in all areas of general management. In 64% of them there is a separate training department.

7. Fifty percent of the organizations reported that they have someone to look after OD activities although 44% of them only had undertaken some OD activity or the other by the time of the survey. In most of these organizations the OD activity was focused on team building and role clarity exercises. About 36% of them reported using OD for developing a work organization, 26% for interpersonal sensitivity and personal growth and 15% on stress management. 8. About 80% of the organizations required their executives to counsel their subordinates at least once-a-year although a large number of them encourage more frequent counseling sessions. 9. In some of these organizations the top management’s commitment, supportive personnel policies, a positive organizational culture, training, and HRE systems and staff are considered as facilitating HRD.

HRD COMPONENTS, APPLICATIONS AND CONTEXTS
HUMAN RESOURCE DEVELOPMENT
Training and development Organizational development
(PRIMARY COMPONENTS OF HRD) Intellectual and social capital, Work force development HRM, organizational effectiveness, Leadership & strategy, Work system design, Change mgt, Process Improvement, career development, Quality improvement (APPLICATIONS AND CONTEXTS OF HRD)

Table – 1

Source: Secondary data collected from http://humanresources.about.com/od/glossaryh/f/hr_development.htm

LEADERSHIP
Leadership is an abstract quality in a human being to induce others to do whatever they are directed to do with zeal and confidence. It is a quality or ability of an individual to persuade others to seek defined objectives enthusiastically. The leader is a force of the organization that designs, executes, coordinates, and controls all the functions of an organization, i.e. planning, executing, organizing, directing, and controlling. Leadership inspires; creates confidence; helps the team mates to give their maximum for the attainment of objectives. In a business organization, managers at all levels, by whatever name called, are leaders because they all have subordinates whose efforts are canalized in a definite direction. A leader gives a company the life which creates the products and innovations that it sells. Effective leaders develop a team of effective employees, subordinates or followers, and they together develop a more effective organization. Peter.F.Drucker considers leadership as a human characteristic which lifts a man’s vision to higher sights; raises and builds his performance to higher standards, and builds man’s personality beyond its normal limits. Leadership is an important abstract quality of the leader that sets apart a successful organization from an unsuccessful one. Leadership is, therefore, regarded as the process of influencing the activities of an individual towards goal achievement in a given situation. This process has been explained by Hersey and Blanchard in the form of the following equation:

L=f (l, f, s)
Leadership is a function of leader (l), the followers (f) and other situational variables(s).

LEADERSHIP DEFINITIONS
• Leadership is Inter-Personal influence exercised in a situation and directed
through communication process, towards the attainment of a specialized goal and goals. ---- Robert Tannehbaum

• Leadership is that combination of qualities by the possession of which one able
to get something done by others, chiefly because, through his influence, they become willing to do so. ---- Ordway Tead

• Leadership is the ability to secure desirable actions from a group of followers
voluntarily without the use of coercion. ---- Alford and Beatty

• Leadership is the ability to persuade others to seek defined objectives
enthusiastically. It is the human factor which binds a group together and motivates it towards goals. ---- Davis

LEADERSHIP THEORIES
Different authorities and different researchers have viewed leadership differently. Some emphasized the personal qualities of a leader, while other emphasized the behavior of the leader. Still others viewed leadership as situational. Thus, the researches conducted by behavior scientists have led to important theories of leadership. They are:

The Great man theory:
This theory holds that leaders are born not made. Successful leaders, accordingly, are said to possess certain qualities that separate them form the crowd”

Trait theories:
Trait is defined as relatively enduring quality of an individual. The trait approach seeks to determine ‘what makes a successful leader’ from the leader’s own personal characteristics. A review of various research studies has been presented by Stogdill. According to him, various trait theories have suggested these traits in a successful leader: (i) Physical and constitutional factors, (ii) intelligence, (iii) self-confidence, (iv) sociability,(v)will,(vi) dominance and (vii) surgency. Trait theories were quite popular between 1930 and 1950.

Behavioral theories:
Since the Trait theories failed to establish the relationship between traits and effective leadership researchers turned their attention to the behavioral aspects of leaders as a result there are different contributions from different researchers. Different leadership behaviors identified are: Initiating structure: It refers to the extent to which a leader defines his own as well as the subordinate’s tasks and get there tasks accomplished on time. 1. Consideration: It refers to the extent to which the leader cares for his subordinates, respects their ideas and feelings and establishes work relations characterized by mutual trust and respect. 2. Employee-oriented leader: One who focuses on relationships. 3. Production-oriented leader: One who emphasizes tasks and goals, and getting work done.

Contingency theories:

Contingency theories involve the belief that leadership style is contingent upon the particular situation and leaders should adapt their styles appropriate to the situation.

LEADERSHIP STYLES 1. Facilitating:
This is a more flexible leadership style in which the leader allows the team members to be a part of almost every process starting from the role-delegation, goal setting, problem solving as well as the evaluation and overview. The leader acts more like a facilitator who inspires the team to reach their goal, by giving them a nudge every now and then. The leader tries to inculcate a sense of individual responsibility within every individual and hence creates an effective team that can function with minimum supervision. • • • • • Involve staff in making the decisions which will affect their work Make staff feel free to ask questions and discuss important concerns. Hold frequent staff meetings Help staff locate and support their own developmental activities. Listens to staff problems and concerns without criticizing or judging.

2. Delegating:
The Delegating Leadership Style was first described by Paul Hersey and Kenneth Blanchard in the late 1960s. The Delegating leader is willing to turn over responsibility for decision making and problem solving to the followers. In addition, the followers will decide if the leader will be involved in task completion. The delegating leadership style is most appropriate when the followers are comfortable taking responsibility and have the experience to accomplish the necessary tasks.

• •

Delegate broad responsibilities to staff and expect them to handle the details. Expect staff to find and correct their own errors.

3. Coaching:
This leadership style involves more mutual interaction of the leader and the team. In this style, the leader sets the goals and identifies the problems; however the leader consults with his team members and encourages a healthy dialogue to facilitate exchange of ideas that can be beneficial for the team as a whole. The leader usually arrives at the decisions after having consulted the team members. This style of leadership displays more respect for individual opinions since the leader is more considerate towards the team members. The leader tends to encourage and appreciate the efforts of his team and constantly provides encouragement for the team by inculcating a sense of team spirit. The leader evaluates the performance of the leaders • • • • • Represents management’s position in a convincing manner Try to motivate with monetary and non-monetary rewards Sell staff in their won ability to do the job Praise staff for their good work Provide staff with a lot of feedback on how they are doing

4. Directing:
The Directing Leadership Style was first described by Paul Hersey and Kenneth Blanchard in the late 1960s. The Directing leader clearly provides specific instructions, defines the roles and tasks of the 'follower', and closely supervises

task accomplishment. Decisions are made by the leader and announced to the followers, so communication style is largely one-way.

The directing leadership style is most appropriate when the followers are inexperienced. For example when there is a large flow of new personnel into the organization, the directing leader should be very explicit in directing subordinates. • • • • Provide detailed instructions Give staff specific goals and objectives Check frequently with staff to keep them on track Demonstrate the steps involved in doing the job

COR PORATE CULTURE
Corporate culture is the total sum of the values, customs, traditions, and meanings that make a company unique. Corporate culture is often called "the character of an organization", since it embodies the vision of the company’s founders. The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior. One of the principle problems in studying organizational culture stems from the ontological status of the concept itself (Jones, 1983). Organizational researchers have utilized a wide variety of culture definitions, but most empirical work has centered on the view of culture as an enduring, autonomous phenomenon that can be isolated for analysis and inter-organization comparison (Alexander, 1990). The intricate and

complex nature of OC has led to differences and controversies about the definition, dimensions, measurement (Cameron and Quinn, 1999) and the context of organizational culture. However, there is some consensus that organizational culture is holistic, historically determined, and socially constructed, and involves beliefs and behavior, exists at a variety of levels, and manifests itself in a wide range of features of organizational life (Hofstede, Neuijen, Ohayv, & Sanders, 1990; Pettigrew, 1990). Culture is expressed and transmitted through artifacts, stories, myths and symbols (Martin, 1982; Siehl and Martin, 1981; Wilkins, 1980; Pettigrew, 1979). Underlying these symbolic vehicles are patterns of basic assumptions (Schien, 1981, 1983; Dyer, 1982); a set of shared understandings, interpretations or perspectives (Van Maanen, 1983; Louis, 1983) and expectations (Schwartz, Davis, 1981). Broadly, two schools of thought exist about organizational culture whether it represents something an organization ‘is’ or ‘has’. Accordingly, researchers have analyzed the concept of OC, both as a root metaphor, i.e. organizations as expressive forms, and manifestations of human consciousness (Cameron 1999; Smircich, 1983); and as an attribute, i.e. possessed by an organization and observable; and even as property (Linstead, 2001). This is because some researchers are concerned by what appears to them to be more fundamental issues of meaning and the processes by which organizational life is possible which is in line with the view that an organization ‘is’ culture; while others give high priority to the principles of prediction, generalizability, causality, and control drawing from the view that an organization ‘has’ culture (Smircich, 1983). Both approaches share the conception of organizations as organisms; existing within an environment that presents imperatives for behavior. However, literature is less sanguine about the reciprocal evolution of culture through behavior. Further, culture has been generally accepted to be a phenomenon which is enduring and relatively stable, which is why organizations across the world need external change agents to affect the cultural change intervention. Senior management may try to determine a corporate culture. They may wish to impose corporate values and standards of behavior that specifically reflect the objectives of the

organization. In addition, there will also be an extant internal culture within the workforce. Work-groups within the organization have their own behavioral quirks and interactions which, to an extent, affect the whole system. Roger Harrison's four-culture typology, and adapted by Charles Handy, suggests that unlike organizational culture, corporate culture can be 'imported'. Corporate culture is something that is very hard to change and employees need time to get used to the new way of organizing. For companies with a very strong and specific culture it will be even harder to change. Corporate culture is the concept that organizations have to build upon to survive and support themselves. The right corporate equation would be an optimal combination of people and culture. It can make the difference between remarkable success and failure. An ideal culture is change-adept and has an incredible ability to evolve and progress with changing times. Corporate culture is created naturally and automatically. Every time people come together with a shared purpose, culture is created. This group of people could be a family, neighborhood, project team, or company. Culture is automatically created out of the combined thoughts, energies, and attitudes of the people in the group. Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor. As such, it is an essential component in any business's ultimate success or failure. "[It] is an unwritten value-set that management communicates directly or indirectly that all employees know and work under," stated John O'Malley in Birmingham Business Journal. "It is the underlying soul and guiding force within an organization that creates attitude alliance, or employee loyalty. A winning corporate culture is the environmental keystone for maintaining the highest levels of employee satisfaction, customer loyalty, and profitability." Every company has a culture, though not every culture is beneficial in helping a company reach its goals. A healthy corporate culture is one in which employees are

encouraged to work together to ensure the success of the overall business. Developing and maintaining a healthy corporate culture can be particularly problematic for entrepreneurs, as the authoritarian practices that helped establish a small business often must be exchanged for participatory management strategies that allow it to grow. The corporate culture energy field determines a company's dress code, work environment, work hours, rules for getting ahead and getting promoted, how the business world is viewed, what is valued, who is valued, and much more. Every company or organizations has numerous corporate cultures. For example, the marketing department and the engineering department may have very different corporate cultures which are both influenced by the overall organizational corporate culture. Many times these two sub-cultures clash. Culture shows up in both visible and invisible ways. Some expressions of corporate culture are easy to observe. You can see the dress code, work environment, perks, and titles in a company. This is the surface layer of culture. These are only some of the visible manifestations of a culture.

Surface Layer of Corporate Culture (Visible Expressions):
(i) Dress Code (iv) Perks (ii) Work Environment (v) Conversations (iii) Benefits (vi) Work/Life Balance (ix) Relationships

(vii) Titles & Job Descriptions (viii) Organizational Structure

The far more powerful aspects of corporate culture are invisible. The cultural core is composed of the beliefs, values, standards, paradigms, worldviews, moods, internal conversations, and private conversations of the people that are part of the group. This is the foundation for all actions and decisions within a team, department, or organization.

Core Layer of Corporate Culture (Invisible Manifestations):
(i) Values (iv) Attitudes (vii) Standards (x)Unconscious terpretations (ii) Invisible Rules (iii) Moods and Emotions (v) Beliefs (vi) Worldviews (viii) Paradigms (ix) Assumptions (xi) Private Conversations (with self or confidants)

Business leaders often assume that their company's vision, values, and strategic priorities are synonymous with their company's culture. Unfortunately, too often, the vision, values, and strategic priorities may only be words hanging on a plaque on the wall. Corporate culture is actually the container for the vision, mission and values. It is not synonymous with them. In a thriving profitable company, employees will embody the values, vision, and strategic priorities of their company.

Corporate Culture Preference Scale testing the following four cultures were examined;

1. Control Culture:
This culture values the role of senior executives to lead the organization. Its goal is to keep everyone aligned and under control.

2. Performance Culture:
This culture values individual and organizational performance and strives for effectiveness and efficiency.

3. Relationship Culture:
This culture values nurturing and well-being. It considers open communication, fairness, teamwork, and sharing vital parts of organizational life.

4. Response Culture:

This culture values its ability to keep in tune with the external environment, including being competitive and realizing opportunities.

STATEMENT OF THE PROBLEM
In the present days some of the Public sector companies are not performing Vis –a -Vis to the corporate level, one of the reasons I assumed might be Leadership style and difference in Corporate Culture preferences among employees. This assumption provoked me to take up this study.

PURPO SE OF THE STUDY
The purpose of the study is to understand the Leadership Styles and Corporate Culture Preferences of the employees in ONGC.

OBJECTIVE S OF THE STUDY

1. The primary objective of the study is to understand the dynamics of Leadership Styles and Corporate Culture preferences of employees in ONGC, Rajahmundry Asset.
2. To study

specifically Leadership Styles of Graduates and Post

graduates in ONGC, Rajahmundry Asset.
3.

To study specifically the Corporate Culture Preferences

among Graduates and Post Graduates in ONGC, Rajahmundry Asset. 4. conclusions. To offer suggestions based on research findings and

SCO PE OF THE STUDY
The Scope of research is limited to ONGC, Rajahmundry asset. The survey is conducted in the following departments only i)Human resources, ii) Electrical, iii) Security, iv) Materials management, v) Production, vi) Internal Audit, vii) Finance viii) Vigilance ix) Logistics, x) Geology, xi) HSE

LIMITATIONS

The study of the topic in the organization may have many limitations, which may give inaccurate results. Some of these are;

The employees may respond in-correctly to the questionnaire prepared.

The recorded data may have typo errors. The findings may not represent the entire population. The respondents may bias their opinions or average their opinions

 

HYPOTH ESIS STATEMENT
1. To find out whether there is any significant relationship between

Graduates and Post graduates in their leadership styles. Null Hypothesis:

1.1. There is no significant relationship between Graduates and Post graduates in their leadership styles.

2. To find out whether there is any significant relationship between Graduates and Post graduates in their Corporate Culture preferences. Null Hypothesis: 2.1. There is no significant relationship between Graduates and Post graduates in their Corporate Culture preferences.

RESEARCH METHODOLOGY
Data collection methods:
The type of data that is used in the study is collected from different sources such as;     Primary data Secondary data Employees Questionnaire

Primary data:
The data is collected from the discussions with the concerned officers and staff of the Organization.

Secondary data:
The secondary data is collected from the Published records (Human resource manual of ONGC, Profile of Rajahmundry asset) and reports (Annual reports) of the company, further magazines and the text books of Human resource management and from the official website of the company and other internet sources. The secondary data which is used is appropriately quoted on Bibliography.

Employees:
The data is collected from employees of ONGC, Rajahmundry.

Tools:
Leadership styles questionnaire by Paul Hersey and Kenneth Blanchard and Corporate culture preference scale Questionnaire designed by Steven.L.McShane is used for current study.

Sample:
Data were collected from 185 employees of ONGC, Rajahmundry. The sample size consists of employees from various departments. Employees who are having some number of subordinates working under them are selected for the questionnaire administration. Employees from Manager Level to Chief Manager Level are considered for the survey in order to compare the survey results between Graduate and Post Graduate employees.

Statistical tool (Chi – Square (χ2) :
The statistical tool used by me to analyze the project is Chi-square ( χ2 )  The Chi- square test is an important non-parametric known as a distribution-free test. No rigid assumptions are necessary in regard to the type of population distribution as is necessary for Normal Distribution except those stated above in regard to the nature of sample observations and the nature of events to which these observations are related. It is not necessary to have the values of the parameters like the µ or σ of a population distribution because it is based on the degree of freedom only. This is simpler to understand as less Mathematical details are involved. This can be used in simple ranking of values and, therefore, useful where data is not exactly measured.

Chapter-2

PROFILES IN THE STUDY

OVERVIEW OF THE INDUSTRY

Oil and gas industry is the most important sector in any economy since it caters to a wide range of industries including petrochemicals, fertilizers, automobiles etc. In current scenario this is one section in economy which is really hot and boiling sector with crude oil at $146 per barrel and raring to cross $200 per barrel. This sector is suddenly giving sleepless nights to all the major economies of the world. It is also responsible for increase in inflation throughout the world. The major oil consumers are US and China with India at sixth position the irony is that none of these countries is major producer of oil so they have to rely on other countries like OPEC, Russia for their needs. OPEC (organization of petroleum exporting countries) has 11 member countries and they together account for 40% of total oil production in the world and they have the market share of around 78% in potential crude reserves. OPEC is the largest exporter of oil so it directly impacts the price of crude oil in the market. The whole oil sector is divided in to two categories Upstream – It involves exploration and production of crude oil with limited crude reserves on the earth. Downstream – It involves the refining and transportation of oil. The major companies in this field are Shell, BP, and IOCL etc The oil and gas sector in India presents a significant opportunity for investors and is exhibited to demonstrate robust growth in line with the growth of the Indian economy. The New Exploration Licensing Policy (NELP), conceived to address the increasing demand supply gap of energy in India, has proved to be successful in attracting the interest of both domestic and some foreign players. The success of Cairn India and Reliance Industries Limited in their Indian operations has underscored this. Other segments such as Refining, LNG and Gas Distribution etc. are also seeing some action. India is now surplus in refining capacity and aims to establish itself as a refining hub.

The Petroleum and Natural Gas Regulatory Board aims to make available Piped Natural Gas (PNG) and Compressed Natural Gas (CNG) in new cities across the country, besides facilitating the construction of infrastructure to transport natural gas to demand centers. The lack of available supplies has so far hindered the growth of this segment. In addition, some gas-based power plants have been operating at low load factors, owing to the shortage of fuel. The increased availability of hydrocarbons from domestic sources is thus perceived as necessary to sustain the rapid growth of the Indian economy. Two major events last year, the commencement of production of natural gas from Reliance Industries Ltd's (RIL), Krishna Godavari (KG) fields and the scheduled commencement of production of crude oil from Cairn India Ltd's fields later this year have provided a major boost to the domestic oil and gas sector in India and have meant that upstream activities have received major attention over the past years.

Given India's targeted GDP growth, India's fuel needs are likely to expand at a substantial rate. India's per-capita consumption of energy and electricity is well below that of industrialized nations and the word average, meaning that there is scope for rapid expansion. At the same time, India already imports over 70 percent of its crude oil requirements, with its oil import bill being close to USD 90 billion in 2008-09. Given this context, particularly the high import dependence, the New Exploration Licensing Policy (NELP) was envisaged in 1997 (and operationalized in 1999) by the MoPNG, as part of its Hydrocarbon Vision 2025, a landmark 25-year planning document.

Apart from this, 

India is Ninth largest crude oil importer in the world. India ranks sixth in refining capacity in the world with capacity at 2.5 million barrels of oil per day which is 3 per cent of the world’s refining capacity. India met 75 per cent of its crude oil demand through imports. The domestic production of crude oil has been in the range of 32-34 MMT over the past few years. About 60 per cent of it’s crude imports are from the Middle East.

India has 26 sedimentary basins with an area of 3.14 million square km and Prognosticated reserves of 28 billion tonne of oil equivalent of gas. The Country is relatively unexplored with only 18 per cent of area extensively explored Only 25 per cent of the prognosticated reserves have been established till date. Post 2000, India witnessed some world class discoveries. RIL struck gas in the offshore Krishna Godavari (KG) Basin on the East coast of India with estimated reserves of 14 tcf in 2002 (world’s biggest gas discovery of 2002) and Cairn Energy Plc. discovered oil onshore in Rajasthan (Western region of India) in 2004 with estimated MMTPA). The national oil companies (NOCs), Oil & Natural Gas Corporation Ltd. (ONGC) and Oil India Ltd. (OIL) dominate upstream segment with 80 per cent contribution of oil & natural gas production of India. Other major players of this segment are RIL, British Gas, Cairn Energy and Niko Resources. India has a total of 18 refineries with Indian Oil (Indian Oil Corporation Ltd.) currently owning the maximum refining capacity. Besides being the largest refinery in India in terms of refining capacity, RIL’s Jamnagar refinery is the biggest grassroots refinery in the world and is the third largest in the world. production capability of 100000 barrels per day (4.9

Finally the major players in Indian oil and gas Industry are:        Bharat Petroleum Corporation Limited Chennai Petroleum Corporation Limited Gas Authority of India Limited Hindustan Petroleum Corporation Limited Indian Oil Corporation Limited Oil and Natural Gas Corporation Limited Reliance Petroleum Limited

COMPANY PROFILE

Oil and Natural Gas Corporation Limited (ONGC) (incorporated on 23 June 1993) is an Indian public sector petroleum company. It is a Fortune Global 500 company ranked 152nd, and contributes 77% of India's crude oil production and 81% of India's natural gas production. It is the highest profit making corporation in India. It was set up as a commission on 14 August 1956. Indian government holds 74.14% equity stake in this company. ONGC is one of Asia's largest and most active companies involved in exploration and production of oil. It is involved in exploring for and exploiting hydrocarbons in 26 sedimentary basins of India. It produces about 30% of India's crude oil requirement. It owns and operates more than 11,000 kilometers of pipelines in India. Until recently (March 2007) it was the largest company in terms of market cap in India.

History
In August 1960, the Oil and Natural Gas Commission was formed. Raised from mere Directorate status to Commission, it had enhanced powers. In 1959, these powers were further enhanced by converting the commission into a statutory body by an Act of Indian Parliament.

1960-2007
Since its foundation stone was laid, ONGC is transforming India’s view towards Oil and Natural Gas by emulating the country’s limited upstream capabilities into a large viable playing field. ONGC, since 1959, has made its presence noted in most parts of India and in overseas territories. ONGC found new resources in Assam and also established the new oil province in Cambay basin (Gujarat). In 1970 with the discovery of Bombay High (now known as Mumbai High), ONGC went offshore. With this discovery and subsequent discovery of huge oil fields in the Western offshore, a total of 5 billion tones of hydrocarbon present in the country was discovered. The most important contribution of ONGC, however, is its self-reliance and development of core competence in exploration and production activities at a globally competitive level.

Post-1990
Post 1990, the liberalized economic policy was brought into effect; subsequently partial disinvestments of government equity in Public Sector Undertakings were sought. As a result, ONGC was re-organized as a limited company and after conversion of business of the erstwhile Oil & Natural Gas Commission to that of Oil and Natural Gas Corporation Ltd in 1993, 2 percent of shares through competitive bidding were disinvested. Further expansion of equity was done by 2 percent share offering to ONGC employees. Another big leap was taken in March 1999, when ONGC, Indian Oil Corporation (IOC) and Gas Authority of India Ltd.(GAIL) agreed to have cross holding in each other’s stock. Consequently the Government sold off 10 per cent of its share holding in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding in ONGC came down to 84.11 per cent. In 2002-03 ONGC took over Mangalore Refinery and Petrochemicals Limited (MRPL) from Birla Group and announced its entrance into retailing business. ONGC also went to global fields through its subsidiary, ONGC Videsh Ltd. (OVL). In 2009, ONGC discovered a massive oil field, with up to 1 billion barrel reserves of heavy crude, in the Persian Gulf off the coast of Iran. Additionally, ONGC also signed a deal with Iran to invest US$3 billion to extract 1.1 billion cubic feet of natural gas from the Farzad B gas field.

VISION
To be a world class Oil & Gas Company Integrated in energy business with dominant Indian leadership and global presence.

MISSION
WORLD CLASS • Dedicated to excellence by leveraging competitive advantages in R&D and technology
with involved people.

• Imbibe high standards of business ethics and organizational values. • Abiding commitment to health, safety and environment to enrich quality of community
life.

• Foster a culture of trust, openness and mutual concern to make working a stimulating &
challenging experience for our people.

• Strive for customer delight through quality products and services. INTEGRATED IN ENERGY BUSINESS • Focus on domestic and international Oil & Gas exploration and production business
opportunities.

• Provide value linkages in other sectors of energy business. • Create growth opportunities and maximize shareholder value. DOMINANT INDIAN LEADERSHIP • Retain dominant position in Indian Petroleum sector and enhance India’s energy
availability.

HR Vision
To attain Organizational excellence by developing and inspiring, the true potential of company’s human capital and providing opportunities for growth, well being and enrichment.

HR Mission
To create a value and knowledge based organization by inculcating a culture of learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and competent human capital.

HR Objectives
• To develop and sustain core values. • To develop business leaders for tomorrow. • To provide job contentment through empowerment, accountability and
responsibility.

• To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.

• To foster a climate of creativity, innovation and enthusiasm. • To enhance the quality of life of employees and their family. • To inculcate higher understanding of ‘Service’ to a greater cause.
Oil and Natural Gas Corporation Limited (ONGC) is India's Most Valuable Company, having a market share of above 80% in India's Crude Oil and Natural Gas Exploration and Production. ONGC is committed to its vision of an energy secure nation and the ONGCians work tirelessly to make this vision a reality, Team ONGC toils day and night in difficult situations and rough terrain, often putting their very lives in jeopardy. Dense forests and inhospitable climate fail to discourage the dedicated ‘Energy soldiers’ of the country. Whether on Rigs or on oil platforms or in the fields, these courageous people are the backbone of the economic prosperity of the nation. Let us salute all ONGCians who risk their lifetime and again and commit themselves to serve the nation.

ONGC - 3rd Largest E & P Company in the world

Performance: 2008-2009
• • • •

Highest level of Initial In-place hydrocarbons volume in last two decades from domestic field; Highest accretion of Ultimate reserves in last 18 years from domestic fields; Turn over and Net Worth recorded new highs; The highest profit making company in the country, in Private and Public sector; The Net Profit of Rs. 16,126 crore, marginally lower than the previous year (16,701 crore), was despite supporting downstream oil PSU’s with the highest ever of subsidy discount of Rs. 28,225 crore. (Against Rs.22, 001 crore in FY’08).

Corporate recognitions and Awards
Global:
• ONGC is the only company form India to figure in the elite list of 40 companies, out of Fortune Global 500 companies list of 2009 based on “Return on Revenue” and “Return on Assets.”

ONGC occupies 152nd rank in the Forbes Global 2000 list 2009 of the world’s biggest companies 46 notches higher than last year’s rank of 198th, based on the sales, profit, assets and market capitalization.

• •

ONGC has been ranked as the most valuable Indian PSU based on market capitalization. ONCG has been ranked as No.1 Blue Chip company of India in the Finance Asia 100 List of 2009 with highest aggregate net profit for the period 2006 – 2008; No.10 among Asia companies.

Ranked 23rd among the Global Publicly – listed energy companies as per “PFC Energy 50” list.

National:

Most valuable Indian PSU – “Business Today” Ranked 3rd in the Business World Real 500 survey list of the Indian companies on the sum of total assets and total income of a company Secured three out of eight Petrofed Awards 2008, instituted by Petroleum Federation on India for performance during 2007-08 “Enterprise Excellence Award” in recognition of excellent corporate performance instituted by Indian Institution of Industrial Engineers – May 2008 Awarded the first Dalal street Investment Journal(DSIJ) PSU Award 2009 for the category (March – 2009) Highest Profit making Enterprise for the FY’2007-08

• •

ONGC and MRPL have won six “Oil industry safety Awards” of the year 2008-09 ONGC has been conferred with the Golden Peacock award for Corporate Governance by the World council of corporate Governance, London- October ‘09

ONGC bagged the coveted Gold Award in the Oil and Gas category of the “Dainik Bhaskar India Pride” Awards for Excellence in PSU’s – 10 October 2009.

RAJAHMUNDRY ASSET

Rajahmundry Asset and KG Basin, erstwhile KG Project, is a major work centre in Southern Region of ONGC. The KG basin covering an area of 28000 Sq. Km on land and 24000 Sq.Km offshore is unique on in the sense that the hydrocarbons are discovered in the geologically oldest (250 Million years) to youngest (5 Million years) sediments and also from both on land and offshore parts of the basin. The basin has unconventional reservoirs of fractured volcanic rocks like basalt in Razole, Mummidivaram and of Limestones in Kaikalur. Its Geological and Geophysical surveys were initiated in the year 1959 and 1960 respectively. First exploratory drilling commenced in the basin at Narsapur – 1 in 1979. First off shore well G-1 -1 was drilled in 1980 at a water depth of 250m produced oil. It has deepest onland well at Bhavadevarapalli – 1 (5001m) and deepest offshore well at GS11-1 (4611m). Maximum pressure gradient recorded at 2.1 MWE in Tatipaka – 1 with 3450 m and BHT recorded at 1870 in Amalapuram – 1. Oil production and on land commercial production of gas started in 1988. The following are the salient features of the Rajahmundry Asset. • • • •

Rajahmundry Asset is operating and handling production both in onshore as well as in Offshore. Rajahmundry Asset is the only Asset in ONGC that manages operations in both upstream and downstream sector. Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC, which is operating in this Asset. During the last five years, oil and gas production has increased by 4.5 times and 2 times respectively. Fourteen production installations have been identified for obtaining ISO 14001 certification during the year till now. Rajahmundry Asset is maintaining BS&W<0.07% against a target of 1%. Reconciliation losses are brought down to less than 1%.

• •

• • •

Achieved record VAP production 92080MT during 05-06 against a target of 80000 MT. QHSE certification has been obtained for all rigs. E-1400-17 Rig is the best in Performance in similar type of rigs for entire ONGC. Received Greentech Safety Excellence Award for Tatipaka Refinery.

Wings of the Work center:
1. Administrative Office - Godavari Bhavan, Rajahmundry. 2. Dowleshwaram Workshop (6 Km). 3. Narsapur Sub-office (90 Km). 4. Kakinada Offshore Supply Base (60 Km). 5. Vizag Liaison Office (201 Km). 6. Hyderabad Marketing Division (501 Km). 7. Tatipaka Refinery (90 Km). 8. Field – 7 Rigs and 19 Installations.

Table - 2

MAN POWER SUMMARY OF RAJAHMUNDRY ASSET
CLASS – I E1 E2 E3 E4 E5 E6 E7 E8 E9 TOTAL CLASS – II CLASS – II TOTAL CLASS – III A1 A2 A3 A4 TOTAL(ASSISTANT) S1 S2 S3 TOTAL (SUPERVISORY) CLASS – IV W1 W2 W3 W4 W5 W6 TOTAL 197 179 122 244 217 43 9 1 2 1014 154 154 1 12 3 31 47 37 19 5 61

EXECUTIVE CATEGORY

UNIONISED CATEGORY OF EMPLOYEES

25 129 1 1 7 5 168 144

(as – on – date)

Source: Primary data collected from external guide

TOTAL(C1+C2+C3+C4 ) 4

DEPARTMENTS
The Departments in the ONGC are acknowledged as services. There are mainly seven services in the Rajahmundry asset. They are again divided into different sub –services based on their work. They are: 1. Engineering services 2. Drilling services 3. Logging services 4. Well services 5. Support services 6. Surface team 7. Sub – surface team

Chapter-3

DATA ANALYSIS &

INTERPRETATIO N

Initially, the study is conducted to understand how many of the sample employees belong to different leadership styles. For the purpose of the study, a leadership questionnaire is administered to identify the leadership styles among sample employees;

Upon further analysis the following information is analyzed from the questionnaire;

Graph – 1

Graph – 2

Graph – 3

Graph - 4

In the second phase of questionnaire administration, the respondents were given a questionnaire to understand from them their preferences of corporate culture. For the purpose of the study,

Upon further analysis the following information is analyzed from the questionnaire; the following are the results that were observed;

Graph – 5

Table - 8

Graph – 6

Graph – 7

Table - 10

Graph – 8

Table - 11

Corporate culture preferences for Facilitating Leadership: Interpretation:
From the above table it is implicit that out of 185 respondents, 25% of them prefer Relationship Culture and 75% of them prefer Response culture under facilitating leadership.

Graph – 9

Table - 12

Corporate culture preferences for Delegating Leadership Interpretation:
From the above table it is implicit that out of 185 respondents, 70% of them prefer Response Culture, 20% of them prefer Relationship culture and 10% of them prefer Performance culture under Delegating leadership.

Graph – 10

Table - 13

Corporate culture preferences for Coaching Leadership
Source: Primary data collected through questionnaire

Interpretation:
From the above table it is implicit that out of 185 respondents, 50% of them prefer Relationship Culture, 22% of them prefer Responsive culture and 14% of them prefer Performance culture and 14% of them prefer Control culture under Coaching leadership.

Graph – 11

Table – 14

Corporate culture preferences for Directing Leader

Interpretation:
From the above table it is implicit that out of 185 respondents, 56% of them prefer Relationship Culture, 22% of them prefer Control culture and 11% of them prefer Performance culture and 11% of them prefer Performance culture under Directing leadership

Graph – 12

Chapter-4

FINDINGS & SUGGESTIONS

Objective One
The primary objective of the study is to understand the dynamics of leadership styles and Corporate Culture preferences of employees in ONGC, Rajahmundry Asset. A total of 185 employees were surveyed. Findings and analysis of the data are presented follows. Results are arranged and presented by research objective and include objectives.

Table – 15

Distribution table of Leadership styles and Corporate culture preferences

Objective two
Objective two of the study is to study specifically leadership styles of Graduates and Post graduates in ONGC, Rajahmundry Asset as measured by the questionnaire designed by Paul Hersey and Kenneth Blanchard. Scores for all respondents were calculated on their response sheet. Table.18 illustrates the distribution of respondents.

Hypothesis statement:
There is no significant relationship between Graduates and Post graduates in their leadership styles.

The following data is analyzed to find “The significant relationship between Graduates and Post Graduates” for the above mentioned Leadership styles. Table – 16

Findings:

The Chi-Square distribution for 3 degrees of freedom, the table value at 5% level of significance is 7.815. The calculated value is 5.8659. As the calculated value is less than the table value and hence null hypothesis is accepted.

It is interesting to find that Coaching leadership style is predominant in ONGC employees.

Objective three
Objective three of the study is to study specifically Corporate Culture preferences of Graduates and Post graduates in ONGC, Rajahmundry Asset as measured by the questionnaire designed by Steven.L.McShane. Scores for all respondents were calculated on their response sheet. Table.21 illustrates the distribution of respondents.

Hypothesis statement:
There is no significant relationship between Graduates and Postgraduates in their Corporate Culture preferences. The following are the results that were analyzed with reference to find “The significant relationship between Graduates and Post Graduates” for the above mentioned Corporate Culture preferences.

FINDINGS:

The Chi-Square distribution for 3 degrees of freedom, the table value at 5% level of significance is 7.815. The calculated value is 8.2351. As the calculated value more than the table value; hence the null Hypothesis is rejected. This means that there is a significant relationship that exists between the Corporate Culture preferences among the Graduate and Post graduate employees of ONGC, Rajahmundry.

It is interesting to find that that Relationship culture is predominant among all Corporate Culture preferences.

SUGGESTIONS
 The leadership style and Communication style must be congruent so as to

acquire the best output from the employees.  The Management has to further investigate whether the leadership style is consistent to the company goals and objectives.  Is the existing or predominant corporate culture is consistent with the company goals should further be investigated by the management.

CONCLUSIONS

CONCLUSIONS

 The predominant leadership style that is being observed among ONGC –

Rajahmundry Asset employees is “COACHING LEADERSHIP STYLE”.
 The predominant Corporate culture that is preferred by Employees in ONGC ,

Rajahmundry is “Relationship culture”  There is no significant relation between the leadership styles among the Graduates and Post graduates in ONGC.
 There is significant relation between the Corporate culture preferences among

the Graduates and Post graduates in ONGC, Rajahmundry

SUMMARY

As a part of my course curriculum, I underwent summer project in ONGC Rajahmundry asset, Rajahmundry. The Purpose of doing the project is to understand Leadership styles

and corporate culture preferences of ONGC employees. In order to achieve the above purpose three objectives were designed:

The primary objective of the study is to understand the dynamics of leadership styles and Corporate Culture preferences of employees in ONGC, Rajahmundry Asset.

To study specifically leadership styles of Graduates and Post graduates in ONGC, Rajahmundry Asset. To study specifically the Corporate Culture preferences among Graduates and Post Graduates in ONGC, Rajahmundry Asset. To offer suggestions based on research findings and conclusions.

The research finding offered gives to conclude that Coaching leadership style is predominant in ONGC, Rajahmundry asset. Also, Relationship culture is most preferred by employees of ONGC, Rajahmundry asset. Basing on the above research findings the following suggestions were offered:  The leadership style and Communication style must be congruent so as to acquire the best output from employees. The Management has to further investigate whether the leadership style is consistent to the company goals and objectives. Is the existing or predominant corporate culture is consistent with the company goals should further be investigated by the management.

The conclusions that are drawn from the above study are:

The predominant leadership style that is being observed among ONGC – Rajahmundry Asset employees is “COACHING LEADERSHIP STYLE”. The predominant Corporate Culture that is preferred by Employees in ONGC, Rajahmundry is “Relationship culture.” There is no significant relation between the leadership styles among the Graduates and Post graduates in ONGC.

There is significant relation between the Corporate culture preferences among the Employees in ONGC, Rajahmundry

Some learning points for me that are being observed from and while doing the project are: 1. The Process and definite procedure to communicate with subordinates and superiors. 2. The process of handling and maintaining relations with the employees. 3. The importance of being on time and doing every task in time. 4. The kind of response that needs to be given in time of need when there is urgency. 5. The systematic procedures that followed considering the protocol and position of the employee.

SCOPE FOR FURTHER RESEARCH

The present study is conducted in ONGC, Rajahmundry asset the results of the study cannot be conclusive of other Assets located at different parts of the country. Similar research can be conducted at other assets to examine the Leadership styles& Corporate Culture preferences of the employees. Another study can also be conducted to understand the Impact of the corporate culture preferences of employees on leadership styles and vice versa.

BIBLIOGRAPHY
1. Richard A. Swanson, Elwood F. Holton, Foundations of Human Resource Development, Book Published by Berrett – Koehler Publishers, 3-4 2. V.S.P.Rao, Management theory and Practice. Excel books. Leading, Chapter 6,182183,187

3. C.Appa rao, K.Sivaramakrishna. Organizational Behavior, Excel books, Leadership Theories and styles, Chapter 14,264-271 4. L.M.Prasad. (1994). Principles & Practice of Management. Leadership, Leadership theories, Chapter 25. 582-587 5. Steven.L.McShane, Mary Ann Glinow, Radha sharma (2008), Organizational Behavior,Mc Graw Hill, 4th edition, Corporate culture preferences, Copyright2000Steven.L.McShane. 518. 6. Oil and Natural gas history, Profile, vision, Mission Retrieved on April 15, 2010 www.ongcindia.com 7. What Is Human Resource Development (HRD), By, About.com Guide.Retrieved on June 8, 2010, http://humanresources.about.com/od/glossaryh/f/hr_development.htm 8. Directing Leadership Style, Career dictionary, Retrieved on June 7.2010.http://www.money-zine.com/Definitions/CareerDictionary/Directing-Leadership-Style/ 9. Effective Leadership Styles An article that talks about effective leadership styles and the various characteristics associated with each leadership style. By Uttara Manohar, Retrieved on June 7, 2010. http://www.buzzle.com/articles/effectiveleadership-styles.html 10.Want to work with me? The ideal corporate culture by BINDU SRIDHAR Retrieved on June 7,2010 http://www.thehindu.com/jobs/0401/2004011400341000.htm 11.Definition of Corporate Culture By Debra Thorsen Retrieved on June 4, 2010 http://ezinearticles.com/?Definition-of-Corporate-Culture&id=99997 12.Indian Economy : Oil & Gas Industry in India, Retrieved on April 20 , 2010 http://www.iloveindia.com/economy-of-india/oil-gas-industry.html 13.Indian Oil & Gas Industry Retrieved on April 20, 2010. http://www.bharatbook.com/bookdetail.asp?bookid=5788&publisher 14.Petrochemical Industry, Retrieved on April 20, 2010. http://business.mapsofindia.com/petrochemical/ 15.Industry > Oil & Gas, Retrieved on April 20, 2010. http://www.ibef.org/industry/oilandgas.aspx

QUESTIONNAIRE
SRI VASAVI ENGINEERING COLLEGE

(Affiliated to Jawaharlal Nehru Technological University, Kakinada)

DEPARTMENT OF MANAGEMENT STUDIES A STUDY ON “Leadership Styles &

Corporate culture preference” With special reference to Oil &Natural Gas Corporation, RAJAHMUNDRY

Dear respondents, I am Sudeep Kumar, Pursing MBA 2nd Year from Sri Vasavi Engineering College, Tadepalligudem. As a Part of the academic program I have to submit a project report in the specialization of HR. Therefore, I have selected a project “Leadership Styles & Corporate Culture Preferences” with special reference to ONGC. I request you to please spare your valuable time and respond to all the questions in the enclosed Questionnaire, your response will help me in bringing out a practical and meaningful report. The data furnished by you will be used for academic purpose only and strict secrecy will be maintained. I take this opportunity to thank you for your response.

SUDEEP KUMAR.D

Questionnaire
A STUDY ON “Leadership Styles & Corporate

culture preference” With special reference to ONGC, RAJAHMUNDRY
Name: _______________________ _________________________ Present Designation: Qualification: Experience in

Department: _____________________ ___________________________

Total experience: _____________________ ONGC:________________ Gender: ______________________________

Please use the following marking scale: 1. 2. 3. 4. 5. to to to to to almost no extent a slight extent a moderate extent a great extent a very great extent

1 2 3 4 5 6 9 7 10 8 11 12 13 14 15 16 17 18 19 20 21 22 23 24

I check staff’s work on a regular basis to assess their progress and learning. I hold periodic meetings to show support for company policy and mission. I appoint staff into task groups to action policies affecting them. I provide staff with clear responsibilities and allow them to decide how to accomplish them. I make sure staff are aware of, and understand, all company policies and procedures. I 89rganizat staff’s achievements with encouragement and support. I demonstrate each Staff the task involved I discuss any organisational or policy in doing the job. changes with staff prior to taking action. I meet staff regularly to discuss their needs. discuss the 89rganization’s strategic mission with staff. I avoid making judgments or premature evaluation of ideas or suggestions. I ask staff to think ahead and develop longterm plans for their areas. I set down performance standards for each aspect of my staff’s job. I explain the benefits of achieving their work goals to staff. I explain the benefits of achieving their work goals to staff. I emphasize the importance of quality and I allow my staff to establish the control standards. I have a system that staff report back to me after completing each step of their work. I hold regular meetings to discuss work status. I provide staff with the time and resources to pursue their own developmental objectives. I expect staff to create their own goals and objectives and submit them to me in finished form. I try to assign work in small, easily controlled units. I focus on opportunities and not problems. I avoid evaluating problems and concerns as they are discussed. I ensure that information systems are timely and accurate and that information is fed directly to staff.

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

Source: Leadership styles questionnaire by Paul Hersey and Kenneth Blanchard

COPORATE CULTURE PREFERENCE SCALE
Please tick your choice I would prefer to work in an Organization:
1) a. Where employees work well together in teams or b. That produces highly respected products 2) a. Where top management maintains a sense of order in the workplace or b. Where the organization listens to customers and responds quickly to their needs. 3) a. Where employees are treated fairly or b. Where employees continuously search for ways to work more efficiently 4) a. Where employees adapt quickly to new work requirements or b. Where corporate leaders work hard to keep employees happy 5) a. Where senior executives receive special benefits not available to other employees or b. Where employees are proud when the organization achieves its performance goals 6) a. Where employees who perform the best get paid the most or b. Where senior executives are respected 7) a. Where everyone gets their jobs done like clockwork or b. That is on top of innovations in the industry 8) a. Where employees receive assistance to overcome any problems or b. Where employees abide by company rules

9) a. That is always experimenting with new ideas in the market place or b. That expects everyone to put in 110 percent for peak performance 10) a. That quickly benefits from market opportunities or b. Where employees are always kept informed about what’s happening in the organization. 11) a. That can quickly respond to competitive threats or b. Where most decisions are made by the top executives. 12) a. Where management keeps everything under control or b. Where employees care for each other. Source: Copyright2000, Steven.L.Mcshane

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.