A SUMMER TRAINING REPORT

ON
A STUDY ON ORANIZATIONAL CULTURE IN AXIOM INDYA PRIVATE
LIMITED, BHILAI


Submitted in partial fulfilment for the award of the degree
Master of Business Administration
Chhattisgarh Swami Vivekanand Technical University, Bhilai



Submitted by,
AMARNATH DHAMGAYA
MBA III Semester
(Session -2010-2011)




Approved By,
SUMEET GUPTA
Head of the Department of Management
Guided By,
SUMEET GUPTA
HOD MBA, SSITM



Shri Shankaracharya Institute of Technology
and Management
2


Junwani, Bhilai (C.G.) - 490020
3


DECLARATION BY THE CANDIDATE
I the undersigned solemnly declare that the report of the summer training work entitled A study on
organizational culture in Axiom Indya Pvt. Ltd., Bhilai is based on my own work carried out during the
course of my study under the supervision of Mr. Amarnath Dhamgaya at Axiom Indya Pvt. Ltd., Bhilai
I assert that the statements made and conclusions drawn are an outcome of my research work. I
further declare that to the best of my knowledge and belief the report does not contain any part of any
work which has been submitted for the award of MBA degree or any other degree/diploma/certificate in
this University or any other University of India or abroad.


(Signature of the Candidate)
AMARNATH DHAMGAYA
Enrollment No: AA2212


4


CERTIFICATE FROM THE COMPANY

5


ACKNOWLEDGEMENT
At this juncture of submission of final report, I feel greatly honoured to be associated with Axiom Indya
Private Limited Bhilai C.G .It was great seasoning for me to gain knowledge of Organizational Culture in
Axiom Indya.
I am extremely grateful to Mr. Amarnath Dhamgaya (Sr. Manager HR, CEO) Axiom Indya for their guidance
and keen interest in the project expectations. I would thanks Dr. Sumeet Gupta Head Of Department MBA,
SSITM for giving me time and support needed for preparing this project. They have constantly guided me
through the entire project. I would also thanks employees of Axiom Indya for their constant willingness and
help provided to me during my project tenure.



Amarnath Dhamgaya
MBA Semester III


6


TABLE OF CONTENTS


Declaration by the Student - 2
Certificate from the Supervisor - 3
Acknowledgments - 4
Chapter 1. Introduction to the study - 6
a. Research Background
b. Contributions
Chapter 2. Company Profile - 8
a. About the Company
Chapter 3. Literature Review - 11
Chapter 4. Research Methodology - 15
a. Objectives
b. Research Plan
c. Sampling Plan
d. Data Collection
e. Descriptive Statistics
Chapter 5. Data Tabulation, Analysis and Results - 16
a. Type of Analysis used
b. Results of the Analysis
Chapter 6. Findings - 23
Chapter 7. Recommendations - 24
Chapter 8. Conclusions - 25
References - 26
Appendices
a. Questionnaire used - 27


7


INTRODUCTION

Culture plays an important role in the growth, expansion, productivity and success of any
organization. When the culture changes, it brings along a change in the form of new values, working styles,
structure, beliefs and mission and vision of the company.
For understanding the same, I have targeted employees of Solwins Technology, Bhilai. A
questionnaire was designed to analyze the understanding and interpretation of the organizational values,
beliefs and traditions of both the companies by the employees.
The experience of interviewing them was amazing as some of the employees spoke their heart out
and a few of them expressed their desire to go back to the old culture and style of working. I have made my
best effort in presenting the views and opinions of all the employees regarding the transition from old
culture to the new culture.
Culture plays a significant role in the life of its organizational members. It has an impact on the
attitudes and behaviours of employees. Just as society has a social culture; the place where people work
has an organization culture.
It is defined as a pattern of basic assumptions invented, discovered or developed by a given group
as it learns to cope with its problems of external adaption and internal integration that has worked well
enough to be considered valuable and, therefore, to be taught to new members as a correct way to
perceive, think and feel in relation to those problems.
Organizational culture starts up with a common lifestyle adopted by its members in the form of
shared learning, behaviours, values & interests and provides the employees with a clear understanding of
the way things are done around them in their organization. Culture is considered to be a common
perception held by their employees regarding their organization.
Organizations too, like individuals, have personalities. Organizations can be viewed as rigid or
flexible, unfriendly or supportive, innovative or conservative.
Culture in an organization plays at different levels, dominant culture which is shared and accepted
by the majority of the organization members, the next level to come are the sub cultures that exist at the
micro level reflecting the common problems and situations faced by every member in the company within
his group or department.
8


A healthy organization culture rest on eight strong pillars of OCTAPACE referring to openness,
confrontation, trust, authenticity, proactive, autonomy, collaboration and explicitness. Organization
cultures can be categorized into strong and week cultures.
A strong culture is generally developed by a strong leader. Besides the leadership factor, there are
two other significant factors that reflect on the strength of the organization culture. These two factors are
sharedness and intensity. Sharedness is the degree to which organizational members possess the same core
values. Intensity refers to the degree of commitment to such core values by organization members.
Generally an organizations founders are the ultimate source of its culture. Employees learn culture
from different sources, namely, stories, rituals, material symbols and language.
Culture performs a number of functions in an organization. Firstly it plays a boundary defining role.
Secondly it builds a sense of identity for its members. Thirdly culture generates and increases the level of
commitment more than the self interest of an individual. Fourthly culture increases the stability of a social
system. Lastly culture is a control mechanism that directs and shapes the attitude and behaviour of
employees.
Sometimes an organization fells the need to change its culture. This may be due to drastic changes
in the external environment, for which it needs to adapt in order to survive. However it is not east to
change cultures and sometimes it cannot be done successfully. Some of the hindrances include entrenched
skills, staffs, relationships, roles and structures that work together to reinforce traditional cultural patterns.
Moreover, power stakeholders like union, management or even customers may lend support to the existing
culture.
In spite of these prominent barriers and resistance to change, cultures could be managed and
changed over a period of time to match the competitive global requirements.






9


COMPANY PROFILE
AXIOM INDYA PVT. LTD.:

Axiom Indya Pvt. Ltd. is an innovative and productive team that provides design and service solution
in web, software, industrial automation (Engineering). They offer a full package convenience to the clients
as they meet the demands and objectives in their respective industries. It is always there to provide fresh
and appealing blueprint for web, design, software and industrial automation service at competitive rates
that assure value for money.
They focus exclusively on maximizing client returns from providing best solutions and services that
concentrate on quality software development laying the emphasis on meeting unique business needs of
their customers. They create efficient solutions, maintaining high quality software development and
constantly.
They have great experience in managing large web applications in real time. Their practice in the
business process outsourcing arena fully compliments and strengthens the broad range of their service
offerings. Their solutions aim to provide high value by optimizing the cost of ownership for their customers.
Axiom Indya Pvt. Ltd. is a software development company in central India. They provide custom
software development, web development, and industrial automation.
They concentrate on quality software development laying the emphasis on meeting unique business
needs of their customers. They create efficient solutions, maintaining high quality software development
and constantly.
VISION:
AXIOM INDYA PVT. LTD. is the most trusted and by far the largest source for information processing,
Training and certification in India.
10


It also develops, maintains and makes available at no cost, the largest collection of research
documents about various aspects of information processing and it operates in form of software
applications.
CORE VALUES:
AXIOM INDYA is run by a team dedicated professionals. When you contact them you will be in touch
or dealt directly and promptly by the people who run the service.
They provide their clients with a friendly service that is thorough and professional on one to one
basis which is also comprehensive, efficient and affordable. Their goal is to assist you in the way to achieve
your goal.
AXIOM INDYA is a fusion of values and abilities. Diversity is their cornerstone and their employees
reflect their commitment to work across cultures.
Mission Statement:
To provide expert and honest solutions to people who wish to have an association with them.
STRENGTH:
National Presence
100% Placement Assistance
Well Certified Training Manuals
Team Dynamism
Highly Qualified and Experienced professionals
Personalized Action Plan for Self Improvement

11


THERE CLIENTS:
Websites:
NIBM, Bhilai.
Shiva Public School, Bhilai
MCIT College Rajnandgaon
Madhurisha Height, Bhilai
Indiana Ganga, Rajnandgaon
Landmark Developers, Bhilai
Blossommeltech, Bhilai
Software:
APGF Networking Software
Mangal bhavan smriti nagar (account)
Manish titles Bhilai (inventory control management)










12


LITERATURE REVIEW
ORGANIZATIONAL CULTURE:
A single definition of organizational culture has proven to be very elusive. No one definition of
organizational culture has emerged in the literature (Scholl, 2003). There is considerable agreement on the
general definition of organizational culture and most questionnaires define culture as: a set of cognitions
shared by members of a social unit (Reilly, Chatman, and Caldwell (1991)), or more fully: a system of
shared values and beliefs that produces norms of behavior and establishes an organizational way of life
(Koberg & Chusmir, 1987).
The latter definition is important because it pinpoints the fact that the culture construct can be
unequivocally understood to deal with major beliefs and values, or alternatively as norms and patterns
of behavior and norms (Gundry & Rousseau, 1994; Delobbe, Haccoun & Vandenberghe, 2002).
The cultural aspects of businesses are very complicated, but their importance cannot be
overstated. Organizational culture is the personality of the organization. Trade experts at Moran, Stahl
and Boyer International, an international consulting firm, said that culture has two components: surface
culture (fads, styles, food and holidays) and deep culture (norms, attitudes, values and beliefs). According
to the tip-of-the iceberg concept, many important cultural aspects are not easily seen. According to Berg
and Harral (1998) certain resources, especially personnel, generally are not as available in smaller
organizations. Also, overlapping responsibilities or assignments are uncommon because each person has
defined activity areas or turf. Smaller firms maintain a more limited scope in terms of products or
services, processes, customer base, geographic market and technology. Exceptions to this tendency
include large scope/small organizations such as trading companies, independent manufacturers'
representatives, internet sales firms and consortiums, or the opposite extreme of narrow scope/large
organizations such as airlines and governmental agencies. Adding or letting go of a single person in a
small company may create major change and chaos until everyone determines his or her new
responsibilities.
Small firm culture is more informal, although not necessarily more relaxed. This translates into
fewer written directions and records. People unfamiliar with small company culture often mistake
informality for indifference. Nothing could be more erroneous. A small company owner casually requesting
a subordinate to perform an activity may convey unmentioned dire consequences for nonperformance
exceeding those of a registered letter of demand. A primary difference between large and small companies
is the management's role and involvement. Typically, the top management of a small firm has greater
13


interest and control of the firm through ownership. They are more involved with daily operations in all
areas. They know all employees and their strengths and weaknesses. They understand, and can often
perform, all activities or processes. They know the customer's representatives and understand customer
needs and quirks. They are knowledgeable about the relative strengths and weaknesses of the firm's
products/services as well as its competitors. Above all, top management is reflected as the firm's alter ego
(Berg & Harral, 1998).
Cameron and Quinn (1999) have defined four types of culture, which are identifiable among small as
well as large firms. These four classes include clan, adhocracy, market-driven culture and hierarchy.
Organizational performance and routines, and their responsiveness to change are believed to depend on
the type of culture (Deshpande, Parley & Webster, 1993).
Although there are valuable contributions, there exists a lack of significant study of organizational
culture in SMEs in Pakistan. This paper is an attempt to address this important issue of defining and
identifying the particular components of organizational culture exhibited by SMEs.
Organizational culture is postulated to be one of the most important theoretical levers required for
understanding organizations. Verifying and using those theories minimally requires comparisons between
the cultures of different firms, which in turn implies the identification of common dimensions for assessing
organizational culture (Delobbe, Haccoun & Vandenberghe, 2002).
Koley, Bernice, and Meredith (1997) addressed the importance of managerial values. They identified
four clusters of firms that vary in terms of personal values (entrepreneurs-conservatives), strategies
(proactive-reactive), and performance (above average-below average).
Pederson and Sorensen (1989) studied high technology small firms for the specific identification of
shared values. Some shared values among the firms studied were: treat people with consideration, high
education-high spirit, proper consultancy, do not brag, and get things done-the results count, were found
to be some shared values among these firms. The findings, therefore, contributed to a relatively unexplored
area of small business culture.
Jung (1923) developed a cultural paradigm and described several archetypes of culture, which were
further developed by Quinn and McGrath (1985) and Deshpande, Parley, and Webster (1993). Two key
dimensions were used to classify organizational culture: the continuum from organic to mechanistic
processes and the relative emphasis on internal maintenance versus external.
14


Cameron and Quinn (1999) have developed an organizational culture framework built on a theoretical
model called the Competing Values Framework. This framework refers to whether an organization has a
predominant internal or external focus and whether it strives for flexibility and individuality or stability and
control.
OCTAPACE CULTURE:
Octapace is the first letter indicating eight values. Apart from an acronym for these values, OCTAPACE is a
term indicating the eight (OCTA) steps (PACE) needed to create a functional ethos (Pareek, 2000). The eight
important values relevant to any organisation are: (1) Openness, (2) Confrontation, (3) Trust, (4)
Authenticity, (5) Proactivity, (6) Autonomy, (7) Collaboration, and (8) Experimentation. The above eight
important values are discussed below briefly.
1. Openness
Openness can be defined as a spontaneous expression of feelings and thoughts and the sharing of these
without defensiveness. It applies both receiving and giving directions without any resistance/ hesitation.
Individual should be open to criticism, aim being to correct oneself. Recent trend in organisations of sharing
meals, accommodation in the offices irrespective of the rank and status is an example of openness.
2. Confrontation
Confrontation can be defined as facing rather than shying away from problems. It also implies a deeper
analysis of interpersonal problems. It involves taking challenge to do the work. The outcome of the
confrontation can be better role clarity, improved problem solving and willingness to work under adverse
conditions.
3. Trust
Trust in the organisation is referred to maintaining confidentiality and mutual understanding. It is also
reflected in a sense of assurance and that others will help when the need arises. Trust is accepting what
other person is saying at the face value and not searching for the ulterior motives. The outcome of the trust
is high empathy, support and simplification of office procedure. Trust is required for smooth functioning of
the organization with reduced stress and negligible conflict environment.
4. Authenticity
Authenticity is the congruence between what one feels, says and does. It is reflected in owning up to ones
mistakes and sharing of feelings without any reservations. It reduces dissonance between members of the
orgnization.

15


5. Proactivity
Proactivity means taking initiative, preplanning, taking preventive actions and calculating payoffs of an
alternative course of action. Proactivity gives a person initiative to start a new process or a set of modified
behaviour. A person showing proactivity functions at the following three levels:
Feeling: The person transcends logic and reasoning and reaches to the feeling of other person. In the
process he crosses role boundary and ensure things happen leading to empathy.
Thinking: A person may transcend his immediate feelings, emotions and reasoning. He may think of future
plans and visualize the things to happen, he may even give suitable directions and evolve his own
concepts/theory.
Action: Looking at the problem, searching various alternatives and initiating a new process are the gist of
action part of proactivity. Proactive individual does not fall in the trap but makes a move of his own in
critical situation and puts opponent in the defensive situation. He shows a high level of maturity and
displays adult-adult transactions.
6. Autonomy
Autonomy relates to wider degree of delegation. It refers to releasing power that the employees already
possess. Individual enjoys freedom of action in his own area of responsibility. He sets for himself the way a
particular works to be undertaken and lays down priority. Autonomy promotes initiative, greater degree of
acceptance of responsibility and derives greater level of job satisfaction.
7. Collaboration
Collaboration refers to working together for mutual benefits. It develops team spirit. Collaboration
promotes mutual trust, timely help in terms of sharing resources, experiences, leading to higher
productivity and better interpersonal/group communication and behaviour in the organizations/groups.
8. Experimentation
Experimentation refers promoting creativity and innovation in the organizations. It uses feedback and
reports to initiate corrective actions. It is a way of doing things differently away from the routine processes
that springs added energy among the workers. In experimentation, the leader should promote mistakes of
employees and should not snub them. He should initiate rewards liberally.
16


RESEARCH METHODOLOGY

The methodology section will consist of three sections.
Section A. Objectives:
To evaluate existing organization culture in Axiom Indya Pvt. Ltd.
To evaluate the effectiveness of organization culture in Axiom Indya Pvt. Ltd.
To measure the influence of organization culture on employee satisfaction.


Section B. Research Plan and Sampling Plan:
RESEARCH PLAN
Research Design: Descriptive
Research Method Used Survey
Research Technique Used Questionnaire
Data Collection (location) From Bhilai
Sampling Plan Simple Random
Sample Size 25


Section C. Demographic characteristics of the respondents.
Measure Item Number of Respondents
Age
0-20 0
20-30 19
30-50 6
Income
< 1 Lakh 0
1-3 Lakhs 21
3-5 Lakhs 4
Total 25

HYPOTHESIS:
H0: The organization culture does not have any influence on employee satisfaction
H1: The organization culture has positive influence on employee satisfaction.
17


DATA TABULATION, ANALYSIS AND RESULTS
Data Tabulation:


18


Analysis for Values:

Initial Cluster Centers

Cluster
1 2
1_1 3 5
1_2 5 2
1_3 3 4
1_4 1 4
1_5 1 5
1_6 2 4
1_7 3 4
1_8 2 5
1_9 2 5
1_10 3 5
1_11 3 3
1_12 2 5


Iteration History
a

Iteration
Change in Cluster Centers
1 2
dimension0
1 3.202 3.132
2 .000 .000
a. Convergence achieved due to no or small change in cluster centers. The maximum absolute
coordinate change for any center is .000. The current iteration is 2. The minimum distance between
initial centers is 8.660.


19



Final Cluster Centers

Cluster
1 2
1_1 3 4
1_2 4 3
1_3 3 4
1_4 3 3
1_5 2 4
1_6 3 4
1_7 3 3
1_8 3 4
1_9 3 4
1_10 3 4
1_11 3 3
1_12 3 4


Distances between Final Cluster Centers
Cluster 1 2
dimension0
1

3.317
2 3.317



ANOVA

Cluster Error
F Sig. Mean Square Df Mean Square Df
1_1 7.066 1 .736 23 9.597 .005
1_2 1.525 1 .967 23 1.577 .222
1_3 5.601 1 .546 23 10.258 .004
1_4 3.367 1 .782 23 4.304 .049
1_5 11.414 1 .711 23 16.061 .001
1_6 6.795 1 .598 23 11.355 .003
1_7 2.825 1 .423 23 6.673 .017
1_8 5.360 1 .897 23 5.973 .023
1_9 4.971 1 .740 23 6.713 .016
1_10 5.440 1 .609 23 8.937 .007
1_11 .199 1 .889 23 .224 .641
1_12 5.281 1 .633 23 8.343 .008
20


ANOVA

Cluster Error
F Sig. Mean Square Df Mean Square Df
1_1 7.066 1 .736 23 9.597 .005
1_2 1.525 1 .967 23 1.577 .222
1_3 5.601 1 .546 23 10.258 .004
1_4 3.367 1 .782 23 4.304 .049
1_5 11.414 1 .711 23 16.061 .001
1_6 6.795 1 .598 23 11.355 .003
1_7 2.825 1 .423 23 6.673 .017
1_8 5.360 1 .897 23 5.973 .023
1_9 4.971 1 .740 23 6.713 .016
1_10 5.440 1 .609 23 8.937 .007
1_11 .199 1 .889 23 .224 .641
1_12 5.281 1 .633 23 8.343 .008
The F tests should be used only for descriptive purposes because the clusters have been chosen to maximize
the differences among cases in different clusters. The observed significance levels are not corrected for this
and thus cannot be interpreted as tests of the hypothesis that the cluster means are equal.


Number of Cases in each Cluster
Cluster 1 8.000
2 17.000
Valid 25.000
Missing .000

Interpretation:
By the interpretation of the ANOVA table 1_2 and 1_11 factor is insignificant and rests of the factors
are significant

21


Analysis for Belief:

Initial Cluster Centers

Cluster
1 2
2_1 2 3
2_2 2 5
2_3 3 3
2_4 2 5
2_5 2 4
2_6 1 4
2_7 2 3
2_8 2 5
2_9 3 3
2_10 3 4
2_11 2 4
2_12 2 4


Iteration History
a

Iteration
Change in Cluster Centers
1 2
dimension0
1 2.506 2.470
2 .000 .000
a. Convergence achieved due to no or small change in cluster centers. The
maximum absolute coordinate change for any center is .000. The current iteration is
2. The minimum distance between initial centers is 7.141.


22


Final Cluster Centers

Cluster
1 2
2_1 3 4
2_2 3 4
2_3 3 3
2_4 3 4
2_5 3 4
2_6 3 4
2_7 3 3
2_8 2 4
2_9 3 4
2_10 3 4
2_11 3 3
2_12 3 4


Distances between Final Cluster Centers
Cluster 1 2
dimension0
1

3.691
2 3.691



ANOVA

Cluster Error
F Sig. Mean Square Df Mean Square Df
2_1 4.640 1 .581 23 7.989 .010
2_2 5.571 1 .860 23 6.474 .018
2_3 .507 1 .493 23 1.028 .321
2_4 5.839 1 .605 23 9.647 .005
2_5 4.803 1 .358 23 13.412 .001
2_6 4.246 1 .946 23 4.489 .045
2_7 2.595 1 .433 23 5.990 .022
2_8 18.080 1 .581 23 31.127 .000
2_9 4.169 1 .347 23 11.998 .002
2_10 1.263 1 .293 23 4.312 .049
2_11 2.302 1 .724 23 3.179 .088
2_12 8.107 1 .667 23 12.160 .002
The F tests should be used only for descriptive purposes because the clusters have been chosen to maximize the
differences among cases in different clusters. The observed significance levels are not corrected for this and thus
cannot be interpreted as tests of the hypothesis that the cluster means are equal.
23




Number of Cases in each Cluster
Cluster 1 6.000
2 19.000
Valid 25.000
Missing .000

Interpretation:
By the interpretation of the ANOVA table 2_3 and 2_11 factor is insignificant and rest of the factors
are significant



















24


FINDING
By the finding of this study following factors are come significant:
Employees are taking independent action related to their jobs.
Employees are facing the problem and not shying away from it.
There are team work and team spirit in their organization.
Employees have freedom to try out innovative ways to solve problems.
Employees use to share genuine information, feelings and thoughts in meetings.
Employees have interpersonal contact and support among other employees.
Employees accept and appreciate help offered by other.
Seniors encouraging their subordinates to think about their development and take action in that
direction in their organization.
Employees obey and check with seniors rather than acting on their own.
Trust begets trust.
Prevention is better than cure.
Usually, emphasis on team work dilutes individual accountability.
Free and frank communication between various levels helps in solving problems.
Thinking out and doing new things tones up the organization vitality.
A good way to motivate employees is to give them autonomy to plan their work..
Employees involvement in developing an organizations mission and goals contributes to
productivity.
In todays competitive situations, consolidation and stability are more important than
experimentation.
People generally are what they appear to be.
Telling a polite lie is preferable to telling the unpleasant truth.
Because of this factors comes significant employees are satisfied with these factors and organization
culture.
By the finding of this study following factors are comes insignificant:
Employees are taking preventive action on most matters.
Employees consider both positive and negative aspects before taking action.
Freedom to employees breeds indiscipline.
Employees cannot rely on others in time of crisis.
Because of this factors comes insignificant employees are dissatisfied with these factors.




25


RECOMMENDATIONS


From this study following recommendations are suggested:

Some employees are dissatisfied because their organization does not provide facilities to take
preventive action on most matters so that organization should focus on this factor.

Some employees are dissatisfied because organization does not provide facilities to consider both
positive and negative aspects before taking action so organization should facilitates this factor.

Axiom Indya should provide such culture which helps the employees to take individual decisions
that come on an innovative actions.

Axiom Indya should impart such culture which leads the employees to work in a team spirits and
also superior support their sub-ordinates.














26


CONCLUSION

Coming to the end of this report, I wish to mention that my summer training at Axiom Indya Pvt. Ltd. has
given me a lot of insight on the emotions, experiences, changes and adjustments that organizations and its
employees have to go through when their culture changes to keep up with the current trends.
Here, it was important to bring in a new culture and ownership change because Axiom Indya has the
bandwidth, excellence, resources, experience and capability to grow and excel in the Software industry.
Since the takeover the number of projects and employees at software has increased to five times the initial
size only in 3 years time. It has been able to attract big companies that now together form one-third of its
revenues.
Others have accepted and moved on enjoying the challenges and opportunities that have come along with
the culture change.














27


REFERENCES

BOOKS:

HRD INSTRUMENT-UDAY PAREKH
RESEARCH METHODOLOGY-C.R.KOTHARI

WEBSITE:
http://www.axiomindya.co.cc
http://www.wikipedia.com/OCTAPACE%+12%cult.htm


































28


APPENDICES
Questionnaire
I am a student of MBA 4th Semester from SSIMT, Bhilai. As a part of my course curriculum I am conducting A Study
on the Organization Culture in Selected Small and Medium Scale Enterprises, in Durg & Bhilai. I would be grateful to
you for providing your genuine responses.

Q1. How much this item is value in your organization? Rate your satisfaction level.
1 Highly Dissatisfied, 2 - Dissatisfied, 3 Neutral, 4 Satisfied and 5 - Highly Satisfied
1 2 3 4 5
1.1 I am taking independent action related to my jobs.
1.2 I am taking preventive action on most matters.
1.3 I am facing the problem and not shying away from it.
1.4 There is team work and team sprite in my organization.
1.5 I have freedom to try out innovative ways to solve problems.
1.6 I use to share genuine information, feelings and thoughts in meetings.
1.7 I have interpersonal contact and support among other employees.
1.8 I accept and appreciate help offered by other.
1.9 Seniors encouraging their subordinates to think about their development and take
action in that direction in my organization.

1.10 We have free discussion and communication between senior and subordinates.
1.11 I consider both positive and negative aspects before taking action.
1.12 I obey and check with seniors rather than acting on my own.

Q2. How widely each of the following belief, is shared in the organization? Rate your satisfaction level.
1 Highly Dissatisfied, 2 - Dissatisfied, 3 Neutral, 4 Satisfied and 5 - Highly Satisfied
1 2 3 4 5
2.1 Trust begets trust.
2.2 Prevention is better than cure.
2.3 Freedom to employees breeds indiscipline.
2.4 Usually, emphasis on team work dilutes individual accountability.
2.5 Free and frank communication between various levels helps in solving problems.
2.6 Thinking out and doing new things tones up the organizations vitality.
2.7 A good way to motivate employees is to give them autonomy to plan their work.
2.8 Employees involvement in developing an organizations mission and goals
contributes to productivity.

2.9 In todays competitive situations, consolidation and stability are more important
than experimentation.

2.10 People generally are what they appear to be.
2.11 I cannot rely on others in time of crisis.
2.12 Telling a polite lie is preferable to telling the unpleasant truth.
29



Please provide the following information which would help us in supporting our research. This information
would be kept confidential and this is for the purpose of analysis only:

3.1 Experience < 5 5 10 11 20 21 30 > 30
3.2 Age <20 20 30 31 40 41 50 >50
3.3 Gender Female Male
3.4 Marital Status Married Unmarried
3.5 Designation
3.6 Annual Income <2 Lakhs 2-3.99 Lakhs 4-5.99 Lakhs 6-7.99 Lakhs 8 Lakhs