Professional Documents
Culture Documents
Organizational Climate
Organizational Climate
CHAPTER 1 INTRODUCTION
ANNEXURE QUESTIONNAIRE
CHAPTER -1
INTRODUCTION
INTRODUCTION
“Climate for an organization is somewhat like the personality for a person. Just as
every individual has a personality that makes each person unique, each organization has an
organizational climate that clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its structural
characteristics. Thus every organization deals with its member in a distinct way through its
policies on allocations of resources, communication pattern, reward and penalty, leadership and
decision making style, etc. The organizational policy and conviction with regard to all these and
a cluster of other related activities influence the feelings, attitudes and behavior of its members
and results in the creation of the unique organizational climate.
Organizational climate has a major influence on human performance through its impact on
individual motivation and job satisfaction. It does this by carrying certain kinds of expectancies
about what consequences will follow from different actions. Individuals in the organization have
certain expectations and fulfillment of these expectations depend upon their perception as to how
the organizational climate suits to the satisfaction of their needs. Thus organizational climate
provides a type of work environment in which individuals feels satisfied or dissatisfied. Since
satisfaction of individual goes a long way in determining his efficiency, organizational climate
can be said to be directly related with his performance in the organization.
Organizational climate can have a major influence on motivation, productivity and job
satisfaction. Climate determines the action and it creates few expectations as to consequences.
Employees expect certain rewards, penalties, satisfaction or frustrations based on the
organizational climate and their expectations tend to lead to motivation as said in expectancy
theory.
Contingency Relationship:
There is a contingency relationship between climate and the organization. The climate of
an organization is contingent upon the type of employees. The type related to employees
education like technical workers, knowledge workers. For example, research institutes certainly
want a climate different from that of a workshop or an office.
Social System:
A high level of organizational climate is necessary for the development of organization. Good
climate attracts good and efficient to the organization, who contribute to the productivity of the
organization.
Jones and James (19790 argued that one of the assumptions of the climate literature is that a
relatively limited number of dimensions could characterise a wide cross-section of social
settings. Jones and James labelled their factors as follows:
‘Conflict and ambiguity’, which ‘reflected perceived conflict in organizational goals and
objectives, combined with ambiguity of organizational structure and roles, a lack of
interdepartmental cooperation, and poor communication from management. Also included were
poor planning, inefficient job design, a lack of awareness of employee needs and problems, and a
lack of fairness and objectivity in the rewards process.’
‘Job challenge, importance and variety’, which ‘reflected a job perceived as challenging,
which involve a variety of duties, including dealing with other people. The job was seen as
providing autonomy and feedback, and demanding high standards of quality and performance.’
‘Leader facilitation and support’, which ‘reflected perceived leader behaviors such as the
extent to which the leader was seen as helping to accomplish work goals by means of scheduling
activities, planning, etc., as well as the extent to which he was perceived as facilitating
interpersonal relationships and providing personal support.’
‘Professional and organizational esprit’, which ‘reflected perceived external image and
desirable growth potential offered by the job. Also included were perceptions of an open
atmosphere to express one’s feelings and thoughts, confidence in the leader, and consistently
applied organizational policies, combined with nonconflicting roles expectations and reduced job
pressure.’
‘Job standards’, which ‘reflected the degree to which the job was seens as having rigid
standards of quality and accuracy, combined with inadequate time, manpower, training and
resources to complete the task.
OBJECTIVES
To study the organizational climate using seven dimensions: Environment, Team work,
Management Effectiveness, Involvement, Rewards and recognition, Competency and
Commitment
The investigator has made the study to measure the prevailing organizational climate in
Webmark Technologies. It helps the management to concentrate the area which wants to improve
for the betterment of organization.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
The methodology followed for conducting the study includes the specification of research
design, sample design, questionnaire design, data collection and statistical tools used for
analyzing the collected data.
Research Design: The research design used for this study is of the descriptive type. Descriptive
research studies are those studies which are concerned with describing the characteristics of a
particular individual or a group.
Sample Size: All the items consideration in any field of inquiry constitutes a universe of
population. In this research only a few items can be selected form the population for our study
purpose. The items selected constitute what is technically called a sample. Here out sample size
is 100 employees from the total population in the delivery peoples. The samples are selected on
the basis of convenient.
Questionnaire Schedule: Questions are framed in such a way that the answers reflect the ideas
and thoughts of the respondents with regard to level of satisfaction of various factors of job
satisfaction and organizational climate.
Tools of Analysis:
Here the simple percentage analysis is used for calculating the percentage of satisfaction level in
the total respondents.
Sample size
SOURCES OF DATA
Primary data
Secondary data
Primary data
Observation
Experimentation
Surveys
Secondary data
The information collected from the company magazines, various books and also from internet.
INDUSTRY PROFILE
Industry Profile
The year 1995-96 was a boom for the industry. The performance of the
industry over the years is as follows:
Software exports has major share in India's total exports. As of the year
2004-05, both software and services revenue grew by 32 percent to $ 22
billions and $ 28.5 billions in 2005-06.
Why India?
R&D Strengths
Established Technology Clusters
Government Incentive
Progress of IT Industry
(In terms of US $ billion)
*Estimated
Source: Ministry of Communications and IT.
Some of the important aspects of the NASSCOM- McKinsey report related to the size of India's
IT industry are -
There is potential of 3.2 million people being employed in the IT industry of India by the
end of 2012.
Contribution of software and services to the total GDP of India will be more than 7.5%.
FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT industry
by the end of 2011.
45% of total exports from India will be from IT exports.
225 billion US Dollars worth of market capitalization from ITshares.
Softwares and services are exported to bout 195 companies from India. North America accounts
for 61% of the software exports from India.
The projections about the size of India's IT industry present a very optimistic picture. The
industry is expected to grow to double its current size by the year 2012. India's IT industry is
expected to grow at an annual average rate of 18% in the next five years. The industry is also
expected to cross the 100 billion US Dollar mark by 2011. One of the major areas of growth for
the IT industry of India is by tapping the potential in the domestic market. The IT industry of
India is largely dependant on the export market. Penetrating more into the domestic market
would create further opportunities of growth for the IT industry.
India's young aged manpower is the key behind this success story. Presently
there are more than 500 software firms in the country.
Unseasonably Strong Hardware Sales in First Quarter Sets Up 2010 for Solid IT Spending
Growth Worldwide IT spending is forecast to reach $3.4 trillion in 2010, a 5.3 percent increase
from IT spending of $3.2 trillion in 2009, according to Gartner, Inc. The IT industry will
continue to show steady growth with IT spending in 2011 projected to surpass $3.5 trillion, a 4.2
percent increase from 2010.
"Cost optimization, and the shifts in spending form mega suites to the
automation of processes will continue to benefit alternative software
acquisition models as organizations will look for ways to shift spending from
capital expenditures to operating expenditures," said Joanne Correia,
managing vice president at Gartner. "Because of this, vendors offering
software as a service (SaaS), IT asset management, virtualization capabilities
and that have a good open-source strategy will continue to benefit. We also
see mobile-device support or applications, as well as cloud services driving
new opportunities."
In India, the software boom started somewhere in the late 1990s. Most of the Indian software
companies at that moment offered only limited software services such as the banking and the
engineering software. The business software boom started with the emergence of Y2K problem,
when a large number of skilled personnel were required to fulfill the mammoth database-
correction demand in order to cope up with the advent of the new millennium
The profile of the Indian IT Services has been undergoing a change in the last few years, partly
as it moves up the value chain and partly as a response to the market dynamics. Ten years ago,
most US companies would not even consider outsourcing some of their IT projects to outside
vendors. Now, ten years later, a vast majority of US companies use the professional services of
Indian Software engineers in some manner, through large, medium or small companies or
through individuals recruited directly.
The market competition is forcing organizations to cut down on costs of products. The
professional IT services on the other hand are becoming increasingly expensive. The offshore
software development model is today where onsite professional services were ten years ago.
There is a high chance (almost a mathematical certainty), that in less than ten years, the vast
majority of IT services (software development being just one of them) from developed countries,
will be, one, outsourced and two, outsourced to an offshore vendor.
Despite the global economic slowdown, the Indian IT software and services industry is
maintaining a steady pace of growth. Software development activity is not confined to a few
cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune,
Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa,
Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art
software facilities and the presence of a large number of overseas vendors. India’s most prized
resource is its readily available technical work force. India has the second largest English-
speaking scientific professionals in the world, second only to the U.S. It is estimated that India
has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which
train more than 67,785 computer software professionals every year. The enormous base of skilled
manpower is a major draw for global customers. India provides IT services at one-tenth the price.
No wonder more and more companies are basing their operations in India.
India's IT industry caters to both domestic and export markets. Exports contribute around
75% of the total revenue of the IT industry in India. The IT industry can be broadly divided into
four segments –
The industry is in an expansion mode right now, with dozens of new offshore IT services vendors
emerging everyday, the industry has a high probability of being subjected to the 80:20 rule in not
too distant a future. In perhaps another ten years, 80 percent of all outsourced offshore
development work will be done by 20 percent of all vendors, a small number of high quality,
trusted vendors. Only a few select countries and only the most professional companies in those
countries, will emerge as winners. India will definitely be the country of choice for offshore
software development. We have the potential to become and remain the country of choice for all
software developments and IT enabled services, second only to the USA. The third choice could
be far distant.
India is among the three countries that have built supercomputers on their own. The other two are
USA and Japan. India is among six countries that launch satellites and do so even for Germany
and Belgium. India's INSAT is among the world's largest domestic satellite communication
systems. India has the third largest telecommunications network among the emerging economies,
and it is among the top ten networks of the world.
To become a global leader in the IT industry and retain that position, we need to constantly keep
moving up the value chain, focusing on finished products and solutions, rather than purely on
skill sets and resumes. We need to be able to package our services as products, rather than
offering them as raw material. We need to be able to recognize and build up on our strengths and
work on our weaknesses.
The IT industry has emerged as one of the most important industries in the Indian economy
contributing significantly to the growth of the economy.
The IT industry of India got a major boost from the liberalization of the Indian economy. India's
software exports have grown at an annual average rate of more than 50% since 1991. The
structure of the IT industry is quite different from other industries in the Indian economy. The IT
industry of India is hugely dependant on skilled manpower. Primarily a knowledge based
industry, the IT industry of India has reordered significant success due to the huge availability of
skilled personnel in India.
The industry structure in the IT sector has four major categories. These are -
IT services
IT enabled services
Software products
Hardware
IT services
IT services
IT services constitute a major part of the IT industry of India. IT services include client, server
and web based services. Opportunities in the IT services sector exist in the areas of consulting
services, management services, internet services and application maintenance. The major users
of IT services are
Government
Banking
Financial services
Retail and distribution
Manufacturing
Software products
Software products are among the most highly exported products from India. The software
industry in India originated in the 1970s and grew at a significant pace in the last ten years.
Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times
from 2630 crores to 13200 crores. During the same period software and service exports from
India grew by almost twelve times.
Hardware
The hardware sector of the It industry focuses on the manufacturing and assembling of computer
hardware. The consumption of computer hardware is high in the domestic market. Due to the rise
in the number of ITcompanies, sales of desktops, laptops, servers, routers, etc have been on the
rise in recent years. Many domestic and multi-national; companies have invested in the computer
hardware market in India.
Another categorization in the structure of India's IT industry is related to the market. There are
two major market classifications - the domestic market and the export market. The export
market, dominates the IT industry accounting for 75% of the revenue.
At present there are a number of challenges that are facing the information technology industry
of India. One of the major challenges for the Indian information technology industry was to keep
maintaining its excellent performance standards.
The experts are however of the opinion that there are certain things that need to be done
in order to make sure that India can maintain its status as one of the leading information
technology destinations of the world. The first step that needs to be taken is to create an
environment for innovation that could be carried for a long time.
The innovation needs to be done in three areas that are connected to the information
technology industry of India such as business models, ecosystems and knowledge. The
information technology sector of India also has to spread the range of its activities and also look
at the opportunities in other countries
. The improvement however, also needs to be qualitative rather than just being
quantitative. The skill level of the information technology professionals is one area that needs
improvement and presents a considerable amount of challenge before the Indian information
technology industry.
The Indian information technology industry also needs to co-ordinate with the academic
circles as well as other industries in India for better performance and improved productivity. The
experts are of the opinion that the business process outsourcing service providers in India need to
change their operations to a way that is more oriented to the knowledge process outsourcing. One
of the most important crises facing the Indian information technology industry concerns the
human resources aspect. The problems with outsourcing in countries like the United States of
America are posing problems for the Indian information technology industry as well.
In the recent times a bill has been passed in the state of New Jersey that allows only the citizens
or legal non-Americans to be given contracts. This legislation has also affected some other states
like Missouri, Connecticut, Wisconsin and Maryland. These states are also supposed to be
considering these laws and their implementation. This is supposed to have an adverse effect on
the outsourcing that is the source upon which the information technology industry of India
thrives. The information technology professionals who aim at working in the country are also
likely to be hindered by the legislation as a significant amount of these professionals have been
going to work in the USA for a long time
CHAPTER 4
COMPANY PROFILE
About Webmark Technologies
A Global Consulting Firm We offer industry-specific solutions and integration services through a
unique onsite, offsite, offshore delivery model that helps our clients achieve reduced "time to
market" their products and world-class quality on-time in budget. Since 2004, Webmark
Technologies has gained its reputation by delivering quality services through delivering time
critical solutions and continuously evolving through innovative delivery methods. We have a
dedicated team of high-quality professionals who constantly work with diverse industrial players
of varied sectors like biometrics, education, banking, media monitoring, retail, shipping &
logistics etc.
We strive to build up innovative solutions for our patrons through advance technologies and
enable them to compete successfully into their technical domains. Transparency & visibility in
communication being our core policies where our clients always have the ownership in scrutiny
of project status each time they work with us. Our back-up resource management gains its
strength from the presence of 25 IT colleges in our vicinity and through our in-house domain
training centres
With constant innovation, we have made our physical presence in India, USA & Europe. Our
services are not merely restricted to the big organizations but we cater solutions to small and
medium scale enterprises too.
An ISO 9001:2008 certified conglomerate and Gold Certified Partner with Microsoft, we are also
a member of honoured organizations like National Association of Software and Services
Companies (NASSCOM), The Indus Entrepreneurs (TIE), Electronics & Computer Software
Export Promotion council (ESC INDIA) and Software Technology Parks of India (STPI), which
in turn provides reliability & assurance not only to our existing but prospective clients also.
We dedicate ourselves to the provision of the premier quality Java, J2SE, J2EE and J2ME
development services. We levitate our enormous know-how in developing Java and its other
counterpart systems as mentioned above to convey premium systems apposite to our client's
business requirements. Over the time we have erected up a depository of information and
competence, which we bring to bear on all our assignments.
Board of Advisors
A visionary and a strategist, Akhilesh Conceived & Designed Webmark Technologies in 2004,
now leading and steering the team, built this organization delivering solutions globally. He has
helped position the company by spearheading business strategies and strengthening global
delivery and customer support centers in USA and Europe. Akhilesh firmly believes
that by collaborating, the team can exponentially increase throughput. With this in mind the
organization's philosophy is always to act as an augmentation of the client's teams and supporting
them to compete more effectively in the global business arena. Akhilesh is a Certified Project
Manager from PMI UK and a Masters in Computer Applications.
Our Strengths
Our global software outsourcing model makes sure we deliver utmost targeted result to YOU.
Adhering to strict deadlines our proficient team players act just like an extension to our clients'
software team.
Demonstrating sheer hard work that reflects in the goodwill etched out, our proliferated clientele
is a proof of the say.
Together We Can
Together We Will
With a vision to harness technology to its best, Webmark Technologies has not narrowed itself to
maturating in the IT sector alone. As years have ticked by, we have sighted a lucid thoroughfare
to capture our idea of taking on our success to yet another level. Spreading our visualization to
other fragments of society who struggle for their fundamental requirements is where A3Logcis’
extended assistance steps in.
Children in poverty make up thirty-nine percent of the population, and most of these children do
not receive a good education due to the paucity of money & other resources. Because of which
their parents cannot afford to even dream of sending their wards to school. As a result of which,
many children doom in the darkness of illiteracy. Education is considered to be the elementary
right of every child. In order to illuminate dimmed smiles and motivate the ignited minds,
Webmark Technologies has stepped ahead of the usual. We have adopted an entire school in
Rajasthan under the “FOOD FOR EDUCATION” Initiative.
With school strength of 150, we have taken up the total responsibility of feeding, educating and
helping them progress in life. We aim at drawing out the feeling of being under-privileged that is
instilled in these children. With efforts that understand the gravity of the present scenario,
Webmark Technologies is and will always strive to let each child be blessed with the fruit of
education. In nexus to this attempt we also lend a hand in providing essential technology in form
of equipments such as computers that aid in fostering the education of the children. For this, we
have associated ourselves with "SMILE" the society that works for mobilizing and improving the
life experiences of underprivileged children and women. We make available the very best of
Webmark Technologies in nurturing these young inquisitive minds which can be answered
through computers. Allowing access to this wonder machine we have donated workstations and
are on a look out to cement the very foundation of these children by doing more and more in the
times to come.
Java
We dedicate ourselves to the provision of the premier quality Java, J2SE, J2EE and J2ME
development services. We levitate our enormous know-how in developing Java and its other
counterpart systems as mentioned above to convey premium systems apposite to our client's
business requirements. Over the time we have erected up a depository of information and
competence, which we bring to bear on all our assignments.
This implies when we develop, or consult on a project for a client, we deliver proficiency each
time. We have been involved in everything from start-ups to outsized companies and have
worked on projects of all categories, across continents. In short, we have a mammoth quantity of
knowledge and know-how that we display on the dais for our clients.
Applications developed on the Java platform tag along, their own set of pros. Java applications
can be downloadable programs that stay sheltered and guarantee effortlessness in distribution.
Java programming language facilitates, features such as packaging, interfacing and threading,
thereby ensuing in the delivery of applications that have the potential to tremendously secure in
their orientation. Webmark Technologies puts its best foot forward in java application
development. By deploying innate Java based features we make sure of a greater deliverance
standard for application development using Java.
J2SE tenders a milieu for Core Java and Desktop Java applications development. In nexus to this
it also proffers the base for Java 2 Platform, Enterprise Edition (J2EE) and Java Web Services
technologies
The Java2 Platform, Standard Edition (J2SE) consists of the key building blocks for lettering
urbane solutions using the Java language. J2SE provides an all inclusive, firm, and secure basis
for edificing and deploying network-centric enterprise applications that run on systems ranging
from desktop PCs to workgroup servers. They convey what you need to Web-enable your
enterprise: easier Web development and deployment, enterprise interoperability, security
advancements, sooner performance, and much more.
J2SE seizes the strain off by constructing communally integrated systems using the hardware and
software platform. It also abridges the process of wiring programs into most relational database
systems and integrating SQL access into object-oriented Java language systems, as well. The
J2SE solution that we have on offer is a feature-complete, API-rich development platform, with
everything you need to make your business noticed on the web. For focused markets, it can be
extended via Java optional packages.
Java 2 Platform, Enterprise Edition, is a Java platform used for expansion and running
distributed n-tier architecture applications that are normally cushioned on modular mechanism
operating on an application server. Java 2EE encompasses copious API specifications. It
facilitates in the development of an enterprise application that can drift amongst platforms, and is
greatly scalable while slotting in several technologies.
With the aid of Java 2 Platform, Enterprise Edition (J2EE) we make feasible solutions for
developing, deploying, and supervising multi-tier server-centric applications. Building on J2EE
platform appends the potential that is basic to offer an all inclusive, steady, protected, and speedy
Java platform to the enterprise level. It nails value by appreciably dipping the cost and intricacy
of developing and deploying multi-tier solutions. Hence, results in services that can be quickly
set out and effortlessly enhanced.
If you wish to fabricate or develop component-based N-tier enterprise applications, then propose
it to us. As, we are the ones who are on the lookout to make this proposal worthwhile, for you.
We advocate that you use J2EE platform as you cannot close your eyes to its advantages
mentioned underneath:-
Simplified connectivity
Microsoft .NET is a technology which merges efficiently the information, users, program
systems and hardware. .NET can unite numeral of technologies that are providing companies the
likelihood to acquire and utilize the imperative information at the requisite moment and place.
.NET technology tenders many benefits. It lends a hand to the software development team to
fashion powerful high quality but easy to use information systems. In view of the fact that it is
platform independent
.NET permits businesses to speedily amalgamate their existing systems, information and devices,
thus assisting in alliances and effective communication.ys,
We proudly flaunt our practiced .NET developers who are always on a look out to implement any
requirements into steadfast and scalable high-end applications using .NET Forms. .NET key
benefits are enumerated as under:-
Integrated toolset
Language conformity
Taut integration with Windows OS fetches extra values for our clientele. .Net is a cutting edge
web development technology that helps fabricate supple, intricate and technologically advanced
web applications. Webmark Technologies is the best alternative for clients who are on a look out
for high quality .Net applications. Our web developers have attained substantial experience in
developing .NET applications that is directly reflected in their proficiently executed assignments.
business model and the features of the application that can be done in a prudent manner
Following are the major issues that leads to various apprehensions like:-
Scalability concerns
Multifarious IT architecture
Archaic technology
This entire combination of rationalities underline dictates the migration to superior solutions. We
personify ourselves as your outsourcing partner for migrating applications from an aged
technology to Microsoft.Net Platform or a Microsoft solution. Webmark Technologies take
immense pride in demonstrating its skills through its seasoned team of engineers and certified
technicians. With a massive experience rolled up on our sleeve we proffer roadmaps and
strategies to voyage from existing systems to newer ones at easy on pocket prices. Our .NET
application migration services take account of:
Evaluation of your progress system that can aid in deciding whether to stay, build or buy new-
fangled solutions.
Migrating databases
Data servers
Dynamics CRM
Our CRM helps companies put together and administer their customer database by means of
Microsoft Dynamics CRM software. Microsoft Dynamics CRM is a comprehensible, supple and
integrated solution that prolifies sales hit and makes available finer customer service. Our
specialists envelop complete array of skill sets crucial for a flourishing Microsoft Dynamics
CRM implementation. CRM deployment allows you to deliberate the paramount wants of your
customer, get acquainted with their experience with your products alongside perk up your sales
force productively.
If you call for a CRM solution from Webmark Technologies we know that you have hit the exact
topographic point. Having brilliant know-how in Microsoft CRM, we propose functionality and
ease of use that is far superior to what others could tender. Of those desirous of generating and
upholding their customer records from the foremost spot of contact to procurement and post-
sales, then Microsoft Dynamics CRM is the solution that you can bank on. We proffer our value
elevating proficiency in Microsoft CRM 3.0 software solutions so that you can empower your
sales personnel to allow admittance and update in real time the most up-to-date customer status
and recent sales quotes.
By inculcating your business with Microsofts CRM, you step on to the number one situate of the
podium. This turns out primarily due to CRM, that not only astounds your customers and keep
your sales crew well clued-up but also bestows you with the competitive periphery that
distinguishes your existence. All in all you decipher your customers better than anyone else
Oracle
Yes we are talking about the Oracle Technology. We put into practice production strength backup
& recuperation processes. Alongside upgrade to and from all versions of Oracle, troubleshoot
issues and advocate/employ the accurate solutions for organizations across all market sectors.
Our client base embraces companies from the entire globe
With proficiency and knowledge wrapping the entire Oracle product range, we make sure that
our clients uphold a robust architecture to convey most advantageous performance, maximum
uptime and security to their business.
Since Oracle is a dominant gizmo for executing enterprise solutions it is often found crucial for
organic growth. This is so because we rarely use Oracle solutions for undersized and middling
magnitude businesses.
Following are the victorious vicinities that we have spread our expertise to:-
Internet services
Publishing
Telecommunications
Asset management
Workflow automation
Channeling Oracle Application server to its pinnacle brilliance, we have created three-tier
architecture applications also. Our technical competence encompasses the underneath:-
My SQL
The MySQL database server is the world's most admired open source database. Its architecture
formulates it, as a tremendously prompt and effortless database to customize. Extensive reclaim
of code within the software and a minimalistic approach to generating functionally-rich features
has resulted in a database management system unparalleled in speed, solidity, steadiness and ease
of deployment.
The inimitable separation of the core server from the storage engine makes it feasible to dart with
strict transaction control or with ultra-fast transaction less disk access, whichever is most
apposite for the situation
With Webmark Technologies, you can streamline the manual, time-intensive errands linked with
MySQL design, development, admin, presentation and availability. As a vital part of our
application and services management key, we offer MySQL with precise competence for:
Database management
These capabilities enable IT to surpass service levels and optimize support processes.
Owing to the dynamic technology environment, your business always faces the constant threat of
going out of the lead. A mild alteration in the customer preferences can cause your current
applications incompatible for the business challenges you face. Then you surely call for a partner
who can guarantee success with an approach that gives you the unique balance of cost, speed,
and quality. Webmark Technologies is the answer to it. We have a distinct & established
application development process which embraces the entire
Software development life cycle. This initiates right from business case analysis to warranty
support of other application
When making use of our IT development solutions, you are sure to enjoy the benefits that accrue
with there deployment. They can chiefly be elaborated as under :-
Abridged defects
KPO is emerging as a new-fangled sector in the present times. With its proliferated presence in
the market, we have extended our KPO services in the domain of data research, development and
analytics. Through our KPO services we strive to
Currently we deliver in the related areas such as data research, analytics and development.
1. Strategic Market Research Following services can be positioned under this head:- Insights
into case studies & their reviews along with marketing intelligence that helps in evaluating the
market scenario. SWOT Analysis followed by trailing & benchmarking the competitor.
2. Business Information Services Client needs are attended to, by our BIS professionals. These
services chiefly are; profile for pitch books, news runs/tracking, ownership/insider holdings,
fundamental data such as price-volume charts or graphs, IBES forward estimates, CUSIP
identification, ratings, management bios, product overviews and Securities and Exchange
Commission filings.
Data Development Services
Database Publishing
Bespoke Documents, templates are generated competently & speedily with the assistance of
computers, by putting this service into practice.
Data Enhancement Making Use of the services of veteran professionals the client is enriched
with the information on the following; sales and marketing, planning, strategy, and other
functions.
With the proper categorization of internal data its usefulness is increased manifold for the client.
This refined data is integrated into the client's current databases or management information
systems.
Furtherance of development calls for intricate IT infrastructure. Lot of time is deployed into
ensuring that your IT is in competent succession by you. To add to this, there are loads of other
concerns piled up. Like energy costs, server utilization, limited physical space & IT staff and
numerous vendors. This makes it the apt time for Webmark Technologies to step in & help you
out in simplifying your IT infrastructure. With uncertainties enveloping the market your IT
system is prone to abrupt breakdowns. As a result of which an expert hand is essentially required.
Our data centers are spread globally at various places like United States, United Kingdom,
France, Germany, Netherlands, Czech Republic, India and across 8000 locations in 125 different
countries.
Our world class datacenters are enabled with the following capabilities:
The following cannot be left unmentioned when it comes to our Data centre Management
services:-
We do not merely take your systems and maintain them. We work with you to revamp your
system to condense your total cost of ownership. We also apply the preeminent practices and
insights that we have and continue to gain and apply those best practices to perk up your
systems, resulting in further dipping your total cost of ownership.
Several hosting companies provide monitoring services and support. They notify you if a
problem transpire and then your IT team has to act on that information. We are different! We
proactively monitor your systems and if we notice any predicament, we actually fix it so that
your systems can continue to run smoothly. We also believe in preemptive maintenance. E.g. We
do not wait till the disk fails we fix it at the first sign of snag.
Precisely, we are a combination of system integrator, hosting provider and systems operator. As
such, we are involved in the design phase, build phase and operation phase of the Data Center for
your mission critical applications. Since we are the ones accountable for operations, we make
sure that the design and build are done properly unlike a systems integrator who would design a
system, but will not be present if, a problem occurs in the other two phases. Whereas, we are
there with you in the other two phases as well.
The heart of every information system is the Database. They continuously collect & deliver vital
information that ropes in business intelligence, collaboration, customer service and decision
making all through an enterprise. But businesses today are exposed to numerous challenges. The
constant change that is innate in composite environments, along with delivering tangible value
from their database investments, are among the numerous challenges faced by organizations. We
empower our clients by
providing width and profundity of technical know-how required to congregate these challenges
posed by dynamic IT settings. Database management is a part of a bigger set of IT management
solutions across many disciplines. Hence it cannot subsist in isolation. Webmark Technologies
has designed and developed diverse management solutions that can automate database
management with intelligent monitoring and proactive management. This results in better-quality
application competence and database control.
We offer an all-inclusive range of database administration services. The entire range includes the
following database products such as Oracle, MS-SQL, and MS Access. The services rendered
cover database administration, implementation, optimization, support and maintenance and
disaster recovery of business-critical databases. We are equally proficient in delivering additional
database services. They are database reverse engineering, data migration, data warehousing,
database replication, and data modeling. Webmark Technologies database experts generate a
supple database environment that is all geared up to mature with your needs.
Manual and computerized Database Monitoring of production milieu through industry standard
tools
Delineating and executing backup and recuperation tactics for 24*7 dynamic production
databases
Performance tuning & diagnosis focused at diverse stratums i.e. database Server, database
schema & SQL level
Scheming extremely scalable data models for applications that can furnish high volume of data
& toting up of new features
Defining & accomplishing database architecture for new-fangled and on hand applications that
can convey utmost performance, elevated scalability and availability
Integrated Data Migration stratagems and their execution during application upgrade OR across
different database versions OR softwares
Crafting data warehouse models and integrated ETL techniques with industry standard licensed
and open source tools
Business Intelligence elucidation for intricate reporting requirements using OLAP and data
warehouse
Production Support during grave hours at various stages from a database server correlated issues
to a manual data fixes on application table
Webmark Technologies has devised such Integration Solutions that facilitate the concerns to
accomplish integration maturity for integrations sandwiched between enterprise applications,
partners (customers, suppliers, logistics, marketplaces etc) and people (employees, business users
etc). We have the following Integration solutions to offer, namely
Service Oriented Integration Webmark Technologies also provide Data Integration solutions,
which transversely extends into ETL, Platform integrations, CDC / Real-time / Near-real time
data integration, Unstructured Data Handling, Enterprise Information Integration. Apart from the
above, we offer a gamut of Integration services to address diverse needs of the organizations.
Where the organizations have integrations that are custom built and ad-hoc, Webmark
Technologies tenders Need Assessment Integration Health-Check and Product Evaluation
offerings.
Organizations with multiple Integration products exist and who aspire to fuse & develop single
product or choose a new product to take care of all sorts of integration needs, Webmark
Technologies proposes services such as ‘Pilot Execution and Migration roadmap.
We have an Integration Competency Center (ICC) service for organizations in order to provide a
variety of Integration related services for their business divisions.
We also make available end-to-end B2B services including map analysis, mapping specifications
creation, map conversion, map creation, trading partners on-boarding, package implementation
and 24x7 support.
The present times witness a dynamic business scenario, typified by active markets, mergers &
acquisitions coupled with severe competition. In order to uphold control, enterprises need to
build up a finer aptitude to sense and respond speedily and smartly to market alterations.
The sure shot way to gun down these challenges is to avail the Integration Services of Webmark
Technologies.
To achieve elevated performance, the banks have to be in tune with the present global banking
scenario. In the recent past the banking industry has witnessed influential change in all probable
forms and functions right from meltdowns to mergers. Today, banks are reassessing their current
strategies, re-evaluating the business models and reinvesting in building competencies in systems
and processes. While internal challenges are behemoth, the external world is surging up with a
new face as well.
New-fangled regulations, taut compliance, closer watch and high intervention by government
bodies are forcing the banks to be agile, yet robust
With international competence we assist our clients in harnessing a pool of services, like
consulting, technology and outsourcing services complemented by deep financial services
industry expertise. Webmark Technologies helps achieve competitive lead by propelling high
performance. We comprehend and value the change and have proactively invested in generating
solutions that help banks create fresh business opportunities, strike the existing ones more
resourcefully and deal with the new challenges on the horizon.
Our technology expertise whether in IT or IT-enabled services, has demonstrated its worth in all
the tasks taken up by us. Webmark Technologies team of practiced professionals is poised to
make the distinction through its business technology contributions in the varied segments of
banking across geographies.
Industry - E-Larning
There is a steady evolution of technology in the High Tech industry that necessitates recurring,
trouble free accessibility, and dependable web-enabled knowledge up gradation and education.
E- Learning wraps all forms of improved learning through technology. IT aids in bridging
countless gaps that include catering distance education to those who face geographical
blockades. The capability to leverage implicit information as an asset to increase employee
productivity and ultimately, business performance can endow with a crucial edge to players in
this fiercely aggressive industry.
We have an all geared up, availability of domain experts to provide customized e-learning
solutions to help customers enhance their workforce performance and amplify their customers
delight.
With the assistance of our IT professionals who have drawn customized e-learning, we are able
to deliver solutions that go well with your target audience. These solutions are much better than
anticipated. We have consistently handled assignments that required upgrades to diverse client
learning management systems and hence launched e-learning courses on finest systems.
Evaluating the needs through consulting, along with advocating those solution designs that
suffice customer needs.
Structuring end-to-solutions that bring into play multiple modalities to facilitate learners to
successfully retain information.
Examining, scheming, and developing media-rich, interactive, easily searchable custom content.
Edificing content for varied modes of instruction such as classroom, online, blended,
synchronous, and asynchronous.
Industry – ERP
ERP the acronym for Enterprise Resource Planning is a colossal software architecture that ropes
in the streaming and allocation of geographically strewn enterprises. The extensive information
is put athwart all the serviceable divisions of a business house. Enterprise Resource Planning is
the unification of chiefly three mechanisms; Business Management Practices, Information
Technology and Specific Business Objectives. It proffers an all-inclusive synopsis of the entire
business implementation to personnel, which actually persuades their verdict in a productive
way.
As the name suggests, ERP should necessarily endow the business with an extensive collection
of functionalities sustained by features like :-
Suppleness
Modularity
Openness
Pervasive
Global focus
ERP software architecture in the present times can probably encircle an expansive array of
enterprise wide functions and amalgamate them into a single database repository. ERP at
Webmark Technologies rears one of the finest Quality enterprise applications and technology,
and supplies services in process modeling, application evaluation and selection, development /
implementation and support. We are able to influence exceedingly practiced resources that are
transversely linked with industries and applications. Not only that, we can speedily convey
smart and ground-breaking enterprise solutions.
ERP offerings that are success laced for any business who wish to endeavor big are:-
1. Pre-implementation Services
The key to any great business is, in recognizing its objectives. To foster ERP, its execution,
administration and indulgence in business goals is vital. Webmark Technologies’s proficient team
assists the client in spotting and delineating business objectives throughout the ERP execution.
We also aid in designing the System Landscape, which embraces sizing the hardware and
network, and provide various preferences for alike.
2. Implementation Services
While implementing, our steadfast team works intimately with the client to build up quantifiable
business cases. All this is done to make sure that accurate deliverables and goals are designed
and pulled off through implementation. ERP solutions prepared by us minister you to success.
We tag along a cogent methodology for accomplishment of ERP packages. The methodology is
well thought-out around the subsequent stages.
3. Post-Implementation Services
Once the ERP system has been put into practice, we supply numerous models of helpdesk
support: offsite, remote, onsite or hybrid. Apposite service level prospects are positioned and
documented in the form of a Service Level Agreement (SLA) for the matching attempt.
CHAPTER- 5
REVIEW OF LITERATURE
Francese (1993) who examined the effect of climate in service responsiveness; Meudell and
Gadd (1994) who studied climate and culture in short life organizations; and Vallen (1993) who
was concerned about organizational climate and service staff burnout. Organisational cliate has
much to offer in terms of its ability to explain the behaviour of people in the workplace. Ashforth
(1985, p. 838) put forward the view that ‘ climate has the potential to facilitate a truly integrative
science of organizational behaviour,. Schneider later discussed in terms of:
Schneider, Brief and Guzzo (1996, p.9) argue that ‘sustainable organizational change is most
assured when both the climate – what the organizations, members experience – and the culture –
what the organizations’ members believe the organization values – change’.
It is clear from Lewin’s equation that the concept of climate takes a psychological approach,
focusing upon the individual and seeking to understand the cognitive processes and behaviour.
Lewin’s conceptualization of the theory provides the underpinnings of many studies and
approaches to climate research.
James and Jones (1974) conducted a major review of the theory and research on organizational
climate ad identified climate in three separate ways that were not mutually exclusive, (a)
multiple measurement – organizational attribute approach, (b) perceptual measurement –
organizational attribute approach, and (c) the perceptual measurement – individual attribute
approach.
In the multiple measurement organizational approach james and jones cite forehand and Gilmer
(1964) as defining organizational climate as a defining organizational climate as a “set of
characteristics that describe an organization and that (a) distinguish the organization from other
organizations (b) are relatively enduring over time, and (c) influence the behavior of people in
the organization.
Schneider and Bartlett (1968) had proposed four organizational climate dimensions,
The degree of structure imposed upon the position: based on the factors of structure,
managerial structure and the closeness of supervision.
Reward orientation: based upon the factors of reward, general satisfaction, promotional-
achievement orientation, and being profit minded and sales oriented.
Consideration, warmth and support: based upon the factors of managerial support,
nurturing of subordinates and warmth and support.
Schneider and Hall (1972) describe climate as a global perception held by individuals about
their own organizational environment.
Schneider and Snyder (1975) further clarified the approach by defining climate as a
summary perception which individuals form of (or about) an organization. For them it is a
global impression of the organization.
Current instruments include Patterson, Payne and west (1996) Business Organisation Climate
Index that consists of 28 item scales however only eight were used because of the length.
Kozlowski and Doherty’s (1989) instrument uses 55 measures consisting of 11 sub-scales that
overlaps with Jones and James (1979). Joyce and Slocum (1982) used the same measures as
Pritchard & Karasick (1973) with 10 dimensions that were factor analysed and reduced to six.
Drexler’s (1977) survey of operations that was based upon Taylor and Bowers (1972) a
composite of several other instruments. Likert’s (1976) profile of organizational characteristics.
Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis for their
instrument which they applied to employees with a large public building construction and
maintenance authority in Australia. Modifications to the original instrument were threefold,
consisting of modifications to the wording, scaling and presentation format. Ryder and Southey
judged the scaling of the original instunment to be unsatisfactory.
Climate researchers typically placed greater emphasis on organizational member’s perceptions of
observable practices and procedures that are closer to the surface of organizational life and
categorization of these practices and perceptions into analytic dimensions defined by the
researchers. (Denison, 1996, pp. 621 – 622). The studies have claimed that climate has a
considerable impact upon organizational effectiveness.
Organizational Climate
Litwin and Stringer define organizational climate as 'a set of measurable properties of the work
environment, perceived directly or indirectly by people who live and work in this environment
and assumed to influence their motivation and behaviour'. Traditionally, organizational climate
research has had a long and active history, with much of its foundation drawn from psychology.
Because of space constraints and the availability of excellent articles which review the
extensive history of the organizational climate literature, we will only briefly review the
organizational climate literature here. Organizational climate is largely based on Lewinian field
theory, which is a result of Lewin's work on experimentally-created social climates This work
was advanced by several early key studies including Litwin and Stringer and Tagiuri and
Litwin. Litwi n and Stringer investigated how organizational climate affects individual
motivation. They also suggested that organizational climate was comprised of nine dimensions:
structure, responsibility, reward, risk, warmth, support, standards, conflict, and identity. Taguiri
and Litwin's book was comprised of a series of essays that treated climate in ways ranging from
characteristics. Other early studies were aimed at identifying the dimensions comprising
organizational climate
After the 1960s and early 1970s, the focus of the organizational climate field became more
clearly defined. More recently, organizational climate researchers have begun to consider how
organizational climates develop. Three schools of thought have developed: the subjectivist,
objectivist, and interactionalist perspectives. Probably the most troubling issue that the
organizational climate literature continues to face is defining the appropriate dimensions that
comprise organizational climate. Organizational climate is a fairly general term which refers to
a class of dimensions which can be critiqued for being too diverse . In addition, the
borders. Organizational climate scholars have responded by making empirical and theoretical
arguments to distinguish organizational climate from various other const ructs, such as structure
and individual satisfaction. While these and other efforts have been helpful, some fuzziness
around the borders and differentiation of the organizational climate construct still remains.
Research on organizational climate has continued more recently, including Joyce and Slocum's
study of person and organizational fit, Joyce and Slocum's investigation of the extent to which
organization members agree about their organizational climate, Glick's discussion of the
between organizational climate and performance, and Koyes and DeCotis's work on measuring
organizational climate. Even more recently, Denison has investigated the difference between
organizational culture and organizational climate, and Griffin and Mathieu have looked at how
Anderson and West contributed to the literature by exploring the link between organizational
At its most basic level, organizational climate refers to employee perceptions of their work
environment. Generally, these perceptions are descriptively based rather than value based. For
example, the phrase, "I have more work to do than I can possibly finish" is a description of a
person’s workload, while the phrase "I like my job" is a positive evaluation of one’s job. Thus,
organizational climate is more than simply a summary of employee likes and dislikes.
used when conducting a survey can vary, ideally employees are asked to report to a designated
work site at a scheduled time to complete the survey, and employee participation is voluntary.
Selecting A Survey
Once a decision is made to conduct an organizational survey, it can be difficult to identify the
"right" survey to use. Although not a comprehensive list, the following factors may be helpful in
• Determine the scope of information included in the survey. As might be imagined, there
are a large number of organizational climate areas that exist. Recent research has
identified more than 460 different types of work environment characteristics that have
been measured. Many of these characteristics can be classified into the following major
areas: job, role, leader, organization and work group. In many companies there are
particular areas where employee feedback would be useful. For example, a company
concerned about the impact of recent managerial downsizing may want to ensure that
• Make sure the number of climate areas included is kept to a manageable level. Not only
will including too many areas on the survey increase the time and effort needed to
administer the survey, but it also can make the interpretation process more difficult. On a
related issue, many users of organizational surveys find it useful to add a few customized
items to the survey. Although adding items does not always add to the scientific value of
a survey, it can go a long way in generating support from the company’s management
team.
It can be extremely helpful to choose a survey that offers some flexibility in its administration
capabilities.
For example, some companies may require the ability to administer the assessment using a
paper-and-pencil format, while others may prefer an intranet format. Factors such as employee
demographics can be important, also. Some companies may require both an English and Spanish
Finally, identify some general pieces of information you would like to see in a report once the
survey responses have been analyzed. For example, some companies may have an interest in
only reviewing the average levels of item responses within the company, while others may want
to see how the company scored compared to other companies throughout the nation.
In addition, some companies may want to have results broken down department-by-department
or item-by-item while others may want one set of analyses based on the entire set of employee
company in selecting an instrument that will meet their specific reporting needs.
Benefits
Companies that conduct organizational climate surveys may experience one or more of the
following benefits:
Employee involvement- By administering an organizational survey, employees are given
in their job descriptions. Research has shown that employees who are more involved in
the company also may be more satisfied with their job, miss fewer days of work, stay
Positive work outcomes- In the last 30 years, a significant amount of evidence has been
organizational performance. In general, research has shown that factors in the work
emerging area of research has indicated that organizational climate can influence
with the majority of employees. Recent trends such as organizational restructuring and/or
increases the number of employees for which each manager is accountable. As a result,
some managers only have limited amounts of time to talk to employees about day-to-day
wayside, and in some instances, never take place. Organizational surveys that occur on a
scheduled basis (e.g., annually, biannually, etc.) can be a more efficient way for managers
organizational policies and procedures. It is quite common for companies to "explore the
market" or conduct benchmark studies when considering issues such as new product
work environment to that of other companies. Many surveys offer a national normative
database that can be used to facilitate comparisons across a variety of conditions and
industries.
to be much more proactive in managing their employees and work environments. When
used on a scheduled basis, organizational surveys can help pinpoint problem areas within
the work environment before they grow into a crisis needing immediate attention.
Problems that require a reactive posture interrupt the normal workflow, and typically
Identify root causes for poor productivity (such as poor communication or poor process
efficiency).
Inform leaders with the information needed to make the best decisions.
Increase productivity.
3. Something made up of elements with varied functions that contribute to the whole and to
organization
According to management science, most human organizations fall roughly into five types:
Pyramids or hierarchies
Committees or juries
Matrix organizations
Ecologies
Composite organizations
Pyramids or Hierarchies
A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the classic
bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more people.
Pyramids are an effective way to achieve repeatable results because they have the shortest path
They suffer from communication and supervisory faults because the organization is only as good
as its weakest link. They lack creativity because they have poor communications.
Committees or Juries
These consist of a group of peers who decide as a group, perhaps by voting. The difference
between a jury and a committee is that the members of the committee are usually assigned to
perform or lead further actions after the group comes to a decision, whereas members of a jury
come to a decision. In common law countries legal juries render decisions of guilt, liability and
quantify damages, juries are also used in athletic contests, book awards and similar activities.
Sometimes a selection committee functions like a jury. In the middle ages juries in continental
Europe were used to determine the law according to consensus amongst local notables
Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved
that if the average member votes better than a roll of dice, then adding more members increases
the number of majorities that can come to a correct vote (however correctness is defined). The
problem is that if the average member is worse than a roll of dice, the committee's decisions
A staff helps an expert get all his work done. To this end, a "chief of staff" decides whether an
assignment is routine or not. If it's routine, he assigns it to a staff member, who is a sort of junior
expert. The chief of staff schedules the routine problems, and checks that they are completed.
If a problem is not routine, the chief of staff notices. He passes it to the expert, who solves the
problem, and educates the staff -- converting the problem into a routine problem.
Staffs make decisions quickly, and carry out assignments efficiently, though less reliably than
committees or matrices. For this reason businesses often prefer to use this method.
Matrix Organization
On the face of it, this is the perfect organisation. One hierarchy is "functional" and assures that
each type of expert in the organization is well trained, and measured by a boss who is super-
expert in the same field. The other direction is "executive" and tries to get projects completed
Matrices are the only known organizations that can consistently create complex technical
The problem is that going through channels takes too long. Getting approval to actually do
anything often needs the approval of each type of expert, and both of each expert's bosses! The
trick is to speed approvals: make approval everybody's number one job, and simplify sign-offs.
Ecologies
This organization has intense competition. Bad parts of the organization starve. Good ones get
more work. Everybody is paid for what they actually do, and runs a tiny business that has to
show a profit, or they get canned. For example: upper managers invest, and if they make bad
investments, there's no profit. Engineers rent their designs out to manufacturing. Facilities people
This is a really effective organization. But it's wasteful because all those dead pieces of
organization have valuable training, and are very hard to recycle. They're bitter, and they will
This may reflect a rather one-sided view of what goes on in ecology. It is also the case that a
natural ecosystem has a natural border - ecoregions do not in general compete with one another
Composite Organizations
These try to use each of the above types of organization in the right places. Very occasionally, a
Don't bet on it in the long term. Success outgrows the ability of the genius. There just get to be
"Chaordic" Organizations
An emerging model of organizing human endeavors, based on a blending of chaos and order
(hence "chaordic"), comes out of the work of Dee Hock and the creation of the VISA financial
network. Blending democracy, complex system, consensus decision making, co-operation and
competition, the chaordic approach attempts to encourage organizations to evolve from the
Organizational climate
Organizational climate refers to a set of measurable properties of the work environment, that are
perceived by the people who live and work in it, and that influence their motivation and
behavior. Climate characteristics that have been determined to significantly impact a company’s
bottom line are: flexibility, responsibility, standards, rewards, clarity and team commitment.
1. Responsibility: The extent to which individuals feel accountable for their own job
performance.
Job clarity: The extent to which individuals understand what the organization expects
of them
2. Assimilation: The extent to which individuals feel the organization treats them as
organization
3. Efficiency: the extent to which the organization accomplishes work in an orderly and
timely manner
Practices: the extent to which systems and procedures facilitate effective job
performance
Operational support: the extent to which the organization accomplishes work without
4. Excellence: the extent to which individuals are committed to producing quality work
Standards: the extent to which the organization clearly defines and emphasizes superior
job performance
Challenge: the extent to which individuals have to expand their abilities to obtain work
objectives
Change management: the extent to which changes within the organization are
Progress: the extent to which the introduction of new ideas or equipment improves
productivity.
6. Recognition: the extent to which individuals feel that they make important contributions
job performance
1. Team Spirit: the extent to which individuals feel that the people with whom they
Cooperation: the extent to which individuals work with and help one another to
identifies the readiness for, commitment for, and skills for change;
identifies the values, emotional competencies, and behaviors needed for success;
development;
category has been designed to assess one of the key categories, which affect employee
performance. This assessment should be administered anonymously company wide, broken out
should be taken to insure confidentiality in order that respondents will feel comfortable sharing
The objective of performing an employee climate assessment is to identify the key areas which
are hindering production, reducing effectiveness and which might generate unexpected costs in
the near future. The idea and approach is for the organization not to simply perform an academic
exercise, simply because they ‘do it at this time every year’, but to critically examine themselves
to see where the company and it’s employees might be finely tuned to generate higher levels of
working well, as well as select appropriate interventions for addressing the weakest areas, should
employees are cared for, and the right environment is created where there are no barriers to
Respect for the dignity of the employee and the sensitivities of human beings
Humans have fundamental needs for safety and security, affiliation and acceptance, involvement
as well as self-actualization. The extent to which these and other human needs are fulfilled lead
emphasis on fulfilling the needs of their employees to some extent, will enjoy a more productive
This assessment is written with full realization of the realities of business, and not an unrealistic
utopian view of an idealized work environment. The factors emphasized and measured in this
assessment are the important levers to optimizing employee workplace performance, not just
efficiency are a way of life, and these factors are given appropriate emphasis in this assessment
because they represent an ever present dynamic with which every employee must deal.
areas where human behavior can be leveraged more positively to create employees with higher
Activities At Ail
The Values define the universal principles the Organisation intends to follow.
To relate the Values agreed upon, to day-to-day working, and transact business, it is essential to
define how various situations, as listed below, will be handled by each member and the
Organisation:
Repeated Failure
Criticism
Adherence to Hierarchy
Providing Feedback
Scheduled Meetings
Such a definition generated by the members is known as the Code of Conduct (COC). It is also
Although, all the roles, as mentioned below, in a progressive organisation perform the
Maintenance, Improvement, Innovation and Organisational Development activities, the scope /
degree varies.
The role of innovator is a new concept, where very few creative people
INNOVATION
Innovator
Manager IMPROVEMENT
Executive MAINTENANCE
A conscious effort therefore is demanded on the part of the leaders to ensure that
all the members recognise this trend and work towards it.
Having recognised the different roles, AIL believes that small Divisional concepts, specialising
in specific core competencies are the ideal solution. Simultaneously, to take advantage of the
scale of volume, functional expertise at the Corporate level is recommended. This will by no
means limit the autonomy of each Divisional Unit. The latter shall take full advantage of the
Span of Control
In the Managerial role, one factor, which needs to be considered, is the span of control. The span
S p a n o f C o n tro l
H ig h M e d iu m Least
F u n c tio n a l
D iv e r s ity
Low H ig h e s t M e d iu m
Low H ig h
L e v e l o f R e p o r tin g M e m b e r
The Span of Control would however reduce in the case where the superior is also responsible for part of the direct execution.
The specific role of each member, should be a natural outcome of the Key Business Process
functional expertise, as per the demands of the end result of the process.
This would imply that the emphasis has to change from functional effectiveness to Process
effectiveness.
The internal or external customer becomes the deciding authority to evaluate the effectiveness of
the process team, while the process owner and the team member themselves can only evaluate
influence on the process, while the members selected should be representatives of different
AIL has decided to develop a more meaningful policy on designations and levels in the
organisational hierarchy. The true value of the individual will be determined by the self-respect
and appreciation by others that one is able to create for one ’s self in the organisation, through his
AIL has chosen to de-link designations from level in the organisational hierarchy.
The position of a person in AIL or his/ her seniority in the organisational hierarchy is not at all
indicated by the designation; instead it is reflected entirely & only by the level in which he / she
is placed.
AIL has a total of 7 levels in the organisation. The placement of an employee in a particular
level, is based on the complexity of the job content, the responsibility, level of accountability,
initiative and creativity demanded by the job. The qualification and experience are also
Hence, members in same or different levels can have same or different designations.
Designations, on the other hand, are primarily are primarily meant for use with the external
This, however, at a certain stage of evolution of the organisation, starts creating frustration
within members, due to a perceived lack of growth opportunity in terms of designation and
status.
To overcome this possible and apparent shortcoming, many organisations have created separate
designations within the four distinct roles and with it, allied remuneration and perks.
Instead of adopting this short term palliative, AIL has decided to develop a more open and
meaningful policy on designations and levels in the organisational hierarchy. The underlying
principle is that individual shall derive appreciation of one’s own worth based on his / her own
The above situation does not prevent one from providing additional contribution to the
organisation. In fact depending on one’s competence and initiative, superiors shall consciously
Such job enrichment, when evaluated periodically through the professional Job Evaluation
technique, will qualify a member to be upgraded and be entitled to higher remuneration and
perks.
Superior performances in one's own job will qualify an individual for a reward only for that year.
This would be a natural outcome of the periodic and annual appraisal system. Promotion to a
different role will, however, happen only when the individual demonstrates his/ her readiness to
The basic purpose of the appraisal system is to enable the individual to introspect as to what
extent he/she has realised his / her objectives, and therefore take necessary measures not only to
achieve the objectives, but also to surpass them. In this process, the individual is able to
continuously bring out the best in himself / herself, which can otherwise remain dormant.
A Job Description, with clear definition of parameters for evaluating the effectiveness of the
a) The measurable parameters of evaluating effectiveness, at times may not reflect the true
b) We, as individuals, tend to justify our failure, and in the process loose the opportunity to
improve our competence and character. The latter is one element, which is difficult to
Therefore, to evaluate one’s own effectiveness and thus to create one’s own self-improvement
plan, the basic responsibility has to be that of the individual. However our habits, may not have
taught us the discipline to self introspect. Hence, in an organisation, the superior's prime
- Self
- Superior
- Subordinate
- Peers
AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 1998-99, the
360o appraisal will be done for senior members only, to get the feedback of superiors, peers and
The above concept demands that the members giving the feedback should be objective and
honest.
The individual should take the feedback in a constructive manner, and has the full right to ask for
This aspect puts an additional responsibility on the other members, which they have to
consciously and sincerely fulfil. The superior in this respect has a major responsibility. His / her
role demands that he / she observes his / her subordinate in various respects, to name a few
shall be recorded and shared openly during the counseling / appraisal sessions.
a. The organisational growth plan of Manpower requirement at different levels, keeping the
monitoring the same. This would allow the organisation to meet its quality manpower
This process definitely fulfils the need of the organisation as well as individual.
a. The effort required to do justice to the said process is immense and organisations despite
b. The process has an inherent drawback due to the changing nature of the long-term
business plan.
Rapidly changing business environment has made the latter factor more prominent, and
organisations have to be flexible to the extent of keeping an open mind in changing their core
competency, besides short term tactics/ action plans, if and when required.
This scenario demands a different approach to “Career Planning”. First the purpose of Career
“The purpose of Career Planning is to develop each individual’s potential to its maximum level,
This purpose would automatically allow the members to grow and acquire positions of higher
responsibility.
To fulfil this purpose, the career plan, which is almost non-existent in most companies today, is
an agreed document between the organisation, the concerned superior and the individual. It will
enlist the different actions to be taken by all three in realising the individual's as also the
This, therefore, will be the natural outcome of the Appraisal system. The superiors’ attitude
should be such that he / she should develop his / her subordinate to become more capable than
himself.
The above attitude may appear to be a threat for the superior. However, in reality, the courage
and consideration demanded from the superior to achieve this will be enhanced in the process to
such an extent, that he / she himself will become more competent and sought after individual to
The consolidated effort on the part of the organisation, superior and the individual, in realising
the Career Plan, which is the outcome of the appraisal system, could be crystallised in the
DATA ANALYSIS
&
INTERPRETATION
ANALYSIS AND INTREPRETATION
A number of questions are prepared and the question is given to the workers to
respond. These responses are generally measured on yes or no basis.
These responses can then be tabulated and conclusions can be drawn about how
the employees feel about the organisation. Other organizational variables in this particular
profile developed are interpersonal relationship, rewards and recognition, handling
problems and communication.
WORKING ENVIRONMENT
Yes 92 92%
No 8 8%
Out of 100 employees 92% say that their working environment is safe and the remaining
8% say it to be unsafe.
Diagram No.1
TABLE SHOWING THE CLEANLINESS OF WORKING ENVIRONMENT
No 0 0%
All the 100 employees are satisfied with the cleanliness and well organized working area.
Diagram No.2
TABLE SHOWING THE RESPONSES OF THE EMPLOYEES WITH REGARD
TO STRESS AT THEIR WORK PLACE.
Yes 69 69%
No 31 31%
From the above pie diagram it is clear that 69% of the employees feel their work area to
be stressful whereas on 31% of the employees feel their work area not to be stressful.
Diagram No.3
Yes 77 77%
No 23 23%
77% of the respondents feel that they are properly equipped with the resources which
they will need to perform their job effectively and 23% of respondents feel the other way.
Diagram No.4
TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEES WITH
REGARD TO EQUIPMENT MAINTENANCE.
Yes 76 76%
No 24 24%
Out off 100 respondents 76% say that they are very much satisfied with the proper
maintenance and upgrading of equipment, but however 24% of employees say that they
are not satisfied with the maintenance of equipment.
Diagram No. 5
INTERPERSONAL RELATIONSHIP
Friendly relationship
No. of respondents Percentage
Yes 93 93%
No 7 7%
93% of the employees say that they have a friendly relationship with their co-workers and
only 7% say that they doesn’t have a friendly relation with their co-workers.
Diagram No.6
TABLE REPRESENTING THE LEVEL OF CONFIDENCE IN CO-
WORKERS
Yes 99 99%
No 1 1%
The analysis reveals that almost all the employees have confidence in co-workers, only a
marginal percentage of employees do not have confidence in co-workers.
Diagram No.7
TABLE SHOWING THE CO-ORDINATION OF VARIOUS EMPLOYEES.
Yes 90 90%
No 10 10%
Almost 90% of the employees say that other employees in their department co-ordinate
well, whereas 10% of the employees say that the employees does not co-ordinate well
within their department.
Diagram No.8
REWARDS AND RECOGNITION
Yes 84 84%
No 16 16%
The analysis shows that almost 84% of employees say that they are satisfied with the
current rewards and benefits provided to them whereas the remaining 16% say that they
Diagram No. 9
TABLE SHOWING THE FEEDBACK OF PERFORMANCE OF EMPLOYEES.
Yes 83 83%
No 17 17%
83% of the employees say that they receive adequate feedback about their performance
and 17% say that they doesn’t receive adequate feedback about their performance.
Diagram No.10
TABLE REPRESENTING THE APPRECIATION OF PERFORMANCE OF
EMPLOYEES.
Supervisor 62 62%
Manager 36 36%
Higher authority 2 2%
62% of the employees say that they will be appreciated by the supervisors and 36% of the
employees say that they will be appreciated by the managers and on 2% say that they will
Diagram No.11
TABLE SHOWING THE SATISFACTION LEVEL OF EMPLOYEES WITH REGARD
TO SALARY.
Yes 70 70%
No 30 30%
70% of the employees say that they receive fair salary for their performance and 30% say
that they are not satisfied with the payment.
Diagram 12
TABLE SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO
BENEFITS
Rewards No. of respondents Percentage
Monetary 88 88%
Non-monetary 12 12%
The analysis shows that almost 88% of employees prefer monetary rewards and the
Diagram No.13
CHART SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO
BENEFITS
COMMUNICATION
Yes 61 61%
No 39 39%
The analysis shows that 61% of employees feel the downward communication to be
effective whereas 39% of employees feel the downward communication to be completely
ineffective.
Diagram No.14
TABLE REPRESENTING THE COMMUNICATION TO OTHER DEPARTMENTS.
Happenings in other
parts of the company No. of respondents Percentage
46% of the employees say that they know the happenings in other parts of the company,
38% of the employees say that they know the happenings in other parts of the company
to some extent and 16% say that they are not being informed about the happenings in
other parts of the company.
Diagram No.15
TABLE SHOWING THE PREFERENCE OF EMPLOYEES WITH REGARD TO
BENEFITS
Yes 77 77%
No 23 23%
The analysis shows that 86% of employees say that they are able to communicate freely
with the superiors and the remaining 14% say the other way.
Diagram No. 16
Yes 85 85%
No 15 15%
85% of the employees say that their department communicates well with other
departments and 15% say that they are not satisfied with the inter department
communication.
Diagram No.17
HANDLING PROBLEMS
Yes 23 23%
No 7 7%
70% of the employees say that they will report the problems to their superiors and 23% of
the employees say that they will face the problems as challenges and on 7% say that they
Diagram No. 18
TABLE SHOWING THE HANDLING OF PROBLEMS.
Superiors know the
problems of
subordinates? No. of respondents Percentage
From the data it is clear that 31% of the employees say that their superiors know very well
about the problem faced by the subordinates and 54% say that their superiors know to some
extent and 15% say that their superiors do not know about the problems faced by the
subordinates.
Diagram No. 19
SUPERVISOR/SUPERIOR SOLVE YOUR PROBLEMS AT THE EARLIEST
OPTIONS No. of respondents Percentage
YES 77 77%
NO 23 23%
The analysis shows that 77% of employees say that they are able to get help from the
superiors to solve the problems and the remaining 23% say no.
Diagram No.20
YES 80 80%
NO 20 20%
The analysis shows that 80% of employees say that their inputs are considered for solving
Diagram No. 21
YES 44 44%
NO 56 56%
The analysis shows that 44% of employees says yes about the availability of grievance cell in
Diagram No.22
YES 76 76%
NO 24 24%
The analysis shows that 76% of employees say yes about the recommendations of
Diagram No.23
Out of 100 employees 92% say that their working environment is safe and the remaining
8% say it to be unsafe.
All the 100 employees are satisfied with the cleanliness and well organized working area.
The research work states that 69% of the employees feel their work area to be stressful
whereas on 31% of the employees feel their work area not to be stressful.
77% of the respondents feel that they are properly equipped with the resources which
they will need to perform their job effectively and 23% of respondents feel the other way.
Out of 100 respondents 76% say that they are very much satisfied with the proper
maintenance and upgrading of equipment, but however 24% of employees say that they
are not satisfied with the maintenance of equipment.
93% of the employees say that they have a friendly relationship with their co-workers and
only 7% say that they doesn’t have a friendly relation with their co-workers.
The analysis reveals that almost all the employees have confidence in co-workers, only a
marginal percentage of employees do not have confidence in co-workers.
Almost 90% of the employees say that other employees in their department co-ordinate
well, whereas 10% of the employees say that the employees does not co-ordinate well
within their department.
The analysis shows that almost 84% of employees say that they are satisfied with the
current rewards and benefits provided to them whereas the remaining 16% say that they
employees say that they will be appreciated by the managers and on 2% say that they will
the employees say that they will face the problems as challenges and on 7% say that they
well about the problem faced by the subordinates and 54% say that their superiors know
to some extent and 15% say that their superiors do not know about the problems faced by
the subordinates.
The analysis shows that 77% of employees say that they are able to get help from the
superiors to solve the problems and the remaining 23% say no.
The analysis shows that 80% of employees say that their inputs are considered for solving
SUGGESTIONS
Supervisors have to give personals to the problems of subordinate, whether they arise
proposals.
Create a congenial work atmosphere and pleasing surroundings, and arrange for better
job facilities by having better tools and appliance. These will improve working
The management has to provide a better work life facilities related to communication
CHAPTER- 8
CONCLUSION
&
BIBLIOGRAPHY
CONCLUSION
I hope the organization will be benefited from this survey and with the help
of the suggestions given the organization can improve its working further more and the
overall satisfaction level in the organization might increase up to the excellent level.
This research made an attempt to identify the climate condition and the way in which
that affects the employees in Burn standard company limited. From the study it is observed
that decision making, innovation and change, all these factors handling by the top
management. There is good relationship between the employees and employer.
An overview of this research reveals little hot organizational climate prevailing in Burn
standard company limited, the organization lacks on certain factors like communication and
trust. If these factors are given little more care, the company can maintain a good working
involvement with high level of satisfaction, devotion, organizational commitment and
involvement.
REFERENCE
WEBSITES
http://www.wordreference.com/definition/ o r g a n i s a t i o n a l c l i m a t e
http://wikipedia.com
www.visteon.com
http://www.google.com
www.yahoo.com
www.bing.com
BOOKS REFERRED
68,117,277.
Behavior”
ANNEXURE
A STUDY ON ORGANISATIONAL CLIMATE
QUESTIONNAIRE
I PERSONAL DATA:
II WORKING ENVIRONMENT
Yes ( ) No ( )
Yes ( ) No ( )
Yes ( ) No ( )
4. Do you have all the resources which you will need to perform the job effectively?
Yes ( ) No ( )
Yes ( ) No ( )
III INTERPERSONAL RELATIONSHIP
Yes ( ) No ( )
Yes ( ) No ( )
Yes ( ) No ( )
1. Are you satisfied with the current benefits provided by your organization
Yes ( ) No ( )
Yes ( ) No ( )
4. Do you feel that you are fairly paid for the work which you do?
Yes ( ) No ( )
Monetary ( ) Non-monetary ( )
V COMMUNICATION
1. Do you feel the downward communication to be effective?
Yes ( ) No ( )
2. To what extent do you know what is happening in other parts of your company?
Yes ( ) No ( )
Yes ( ) No ( )
VI HANDLING PROBLEMS
1. Do you take problems as challenges and try to find a better solution than anyone else?
Yes ( ) No ( )
Yes ( ) No ( )
Yes ( ) No ( )
Yes ( ) No ( )