Study on the impact of culture on organizational behaviour in

TechMahindra

Submitted by

RICHU BIJU

(2018-20)

To
Dr.MariyamCibi
(Faculty, Department of MBA)
Organizational Behaviour 2

SAINTGITS INSTITUTE OF MANAGEMENT

Kottukulam Hills, Pathamuttom P.O, Kottayam 686532
December 2018
ACKNOWLEDGEMENT

With prayers to God for his grace and blessings, for without is unforeseen guidance, this project
would have remained only in my dreams.

We would like to express my sincere gratitude to The Principal, Dr. M.D. Mathew Saintgits
College of Engineering, for his precious advices for the successful completion of this project. We
are highly graceful to him for his instructions, unbounded support and his co-operation.

We are very much thankful to Dr.Roji George, Dean of Saintgits Institute of Management, for
his timely help and encouragement.

We thank our internal guide Dr.MariyamCibi, Assistant Professor, Saintgits Institute of

Management, for her proper guidance and support during the course of the project.

We take this opportunity to thank all the Staff members who helped us directly or indirectly.
Our hearty recognition to our friends, classmates, family members and all those who helped us
directly or indirectly in this endeavour.

Above all, we thank the power and spirit of universe, THE ALMIGHTY, for his enlighten
inspiration throughout our life.
 COMPANY PROFILE

Tech Mahindra began as a joint venture with British Telecom and the company began as
Mahindra-British Telecom in the year 1986. This was the time when IT revolution was
unthinkable.For a company that was into manufacturing, automobile and steel, i ts foray
into telecom and IT was a tactical move to diversify the Mahindra Group.
TCS, Infosys and WIPRO were headed to success in the 80s, and Mahindra Group’s
step was a clear quest in search for new opportunities. By 1995, it had established
office in the UK and expanded to Germany in 2001. Till then, Mahindra-BT was more
into telecom software. It was the acquisition of Axes Technologies that really made the
company takeoff. By 2005, Mahindra-BT was the eighth largest software exporter in
India. The name was changed to Tech Mahindra in the year 2006.After clearing the
roadblocks, Mahindra headed to the best strategy ever. The acquisition of Satyam
Computers in 2009 made Tech Mahindra became a player in the Indian IT industry.
Satyam Computers was rocked by a financial crisis and hit an all-time low. Mahindra
jumped at the opportunity.
 INTRODUCTION

Tech Mahindra is a part of US $7.1 Billion Mahindra Group, in partnership with British
Telecommunications plc (BT), which is one of the largest communication service providers in
the world. The organisation was incorporated in 1986 under the name of ‘Mahindra British
Telecom’, which was later changed to ‘Tech Mahindra’ to reflect diversification and growth of
client base. Tech Mahindra has majorly focussed the telecommunications industry and is a
leading global systems integrator and business transformation consulting organization.

Tech Mahindra operates globally with more than 15 Greenfield Operations and has over 124
active customer engagements mostly in Telecom sector. Some of its largest clients are BT,
AT&T, O2 and Alcatel-Lucent. The company has footprints in more than 25 countries and has
been assessed as SEI CMMI Level 5 Company. The company is supported by around 35,000
professionals who provide distinctive blend of domain expertise, in depth technology skill sets
and culture.

Tech Mahindra Vision:

To be the most respected solution provider in the communications ecosystem.

Anticipating and enabling change.

Admired for technology, agility, innovation, business models and the quality of its talent.

Theoretical approach to culture:

Organisational culture has been analysed and defined by many anthropologists and sociologists
including Deal and Kennedy, Charles Handy, Edgar Schein, Robert A. Cooke and many more.
All the researchers have defined Culture in many different forms as it is very difficult to express
it distinctly. Every person when becomes a part of organisation, becomes a part of its culture. He
understands, learns, inherits and then practices culture at organisation through his distinct ways.
Schein has broadly classified the nature of culture as ‘layered’ phenomena having three levels of
visibility. These are: Basic Assumptions, Values and Beliefs and Artefacts and Creations. He has
further emphasized that these three layers of visible culture interact among themselves and do
not stand out from each other.

At Tech Mahindra, it is driven by four aspects - Core Values , CAPable Associates , Freedom
to Explore and Core Purpose and these four aspects capture the essence of what defines,
differentiates and unites our Associates - The Tech Mahindra Way to Rise.
Core Values
Our culture rests upon a set of Core Values that guide our actions, both personal and corporate.
Our Core Values- Professionalism, Good Corporate Citizenship, Customer First, Quality Focus
& Individual Dignity inspire our Associates to achieve our Core Purpose.
Professionalism - We have always sought the best people for the job and given them the
freedom and the opportunity to grow. We will continue to do so. We will support innovation and
well-reasoned risk taking, but will demand performance
Dignity of the Individual - We will value individual dignity, uphold the right to express
disagreement and respect the time and efforts of others. Through our actions, we will nurture
fairness, trust, and transparency
Quality Focus - Quality is the key to delivering value for money to our customers. We will
make quality a driving value in our work, in our products and in our interactions with others. We
will do it 'First Time Right
Customer First - We exist and prosper only because of our customers. We will respond to the
changing needs and expectations of our customers speedily, courteously and effectively
Good Corporate Citizenship - As in the past, we will continue to seek long-term success,
which is in alignment with the needs of the countries we serve. We will do this without
compromising on ethical business standards
IMPACT OF CULTURE ON ORGANIZATIONAL BEHAVIOUR IN TECH
MAHINDRA

Tech Mahindra is a large organisation with around 35,000 employees around the globe. Tech
Mahindra recruits fresh college graduates every year in large numbers. Just after these college
graduates join the company, on their appointment day, are exposed to a series of induction
processes. These include registration processes, induction speech from the head of HR
department and many similar interactive sessions of what is expected out of an employee at Tech
Mahindra. All these sessions talk about the value offered by Tech Mahindra culture and how
these values are important to adapt by all the employees. The new employees are then divided
into batches and are allotted to various Initial Training Programs (ITP and the employees are
then called ITPians) based on their background studies. This ITP course extends around 4
months in which ITPians undergo various Technical and Behavioural trainings which prepares
an ITPian to accept the challenge which his job offers. During the Behavioural training there are
numerous sessions about Code of Conduct, Company dress code, Tech Mahindra rewards
programs, emphasis on Quality work, Information Security and bonuses linked to performance.

All the employees are asked to follow a strict dress code which is Business formals from
Monday to Thursday. Employees are allowed to wear Business Casuals, i.e. Jeans and Collared T
Shirts on Friday. This dress code is strictly followed and its Manager’s responsibility for
counselling defaulting team members thereby facilitating adherence to the Company’s policy.
Any choice of casual wear which is revealing, excessively form fitted or worn out is strictly not
allowed. There are instances where many employers do not have such kinds of regulations on
dress code like Google. This however can be long debated over and over again with no firm
outcome. In my opinion having a dress code is a good measure to create and maintain a healthy
and professional environment across the organisation.

The ITPians are briefed about Code of Conduct policies of Tech Mahindra about which they are
asked to listen attentively. They are briefed of how they shall follow the applicable legal
framework of the country in which they operate. Employees are expected to know and to
understand the legal obligations applicable while performing their duties and discharging their
responsibilities on the job. Ignorance cannot be an excuse for violation of law. They are also told
to compete fairly with their competitors and maintain highest possible standards of integrity and
ethics in every sphere of activity. ITPians are briefed that they shall not put their personal
problems over organisational needs. Employees are always expected to protect and nurture the
Company’s interests all the time and remain independent in any decision that they may be
required to take. They are told not to offer or accept gifts, hospitality or other inducements,
which influence a decision, or engage in any form of bribery.
Features of Tech Mahindra culture
Friendly Environment :Employees have learned how to manage the work load as well as how
to handle a shift alone
Nice Culture: Nice work place culture to enjoy family life but there is no carrier
opportunity to grow however they give employeesan opportunity to work & get to know lot of
new skills.
Team work :Tech Mahindra uses teams in most business areas.One of the cpmpany’s priniciples
is that synergy to team work leads to greater capabilities and success.

Continuous Improvement through Learning. Organizational culture facilitates the

development of the firm as a learning organization. A learning organization utilizes information
gained through the activities of individual workers to develop policies and programs for better
results.