A

PROJECT REPORT

ON

“CULTURE OF KINDNESS &EMPATHY IN ORGAISATION”

AT

Mahindra & Mahindra Pvt. Ltd.

Satpur, Nashik

Submitted to

Savitribai Phule Pune University

In the Partial Fulfillment of the Course

“MASTER IN BUSINESS ADMINISTRATION-HUMAN

RESOURCE DEVELOPMENTE’’

Submitted By

Miss. Chalke Mansi Nitin

Under The Guidance Of

Prof. Dr.G.M.Ahire

M.V.P.’S

INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY,

NASHIK (YEAR 2019-2020)

1
 DECLARATION BY THE STUDENT

I Miss CHALKE MANSI NITIN, a student of MBA III Semester 2019, at Institution of
Management & Technology hereby declare that is Project Report under the title “Culture of
Kindness &Empathy in Organization with respect to Mahindra and Mahindra

In Nashik plant ‘’is the record of my original work under the guidance of Prof.
Dr.G.M.Ahire This report has never been submitted to anywhere else for award of any
degree /diploma

Place: Miss Chalke Mansi Nitin

Date: MBA semester III

2
 Acknowledgement

I have pleasure in successful completion of this project work entitled ‘CULTURE OF

KINDNESS&EMPATHY IN ORGANISATION, To MAHINDRA & MAHINDRA
LTD, SATPUR the special environment at IMRT, Nasik that always supports Management
Educational Activities, facilitated my project work on this summer internship project.

I express my gratitude towards.D.K.MUKHADKAR, Director IMRT, Nasik and

DR.G. M. AHIRE for giving me the opportunity to undertake my project work with
MAHINDRA & MAHINDRA LTD, SATPUR. It could not have possible for me to
complete this work without his suggestions on every part of this work.

I am grateful to Mr. ASHUTOSH SOHALE HR Manager of Mahindra And Mahindra

ltd, Nasik.

I also thank Miss ARPITA DEY, Sir Manager-BHR, Mr.MayureshDharmadhikari, & Mr.
Akshay Sharma&Mr.SuhasMatewho has given their valuable time throughout my project
work.

I greatly appreciate the Motivation and Understanding extended for the project work,
by HR. Manager, and the staff of MAHINDRA & MAHINDRA LTD., I express my
profound gratitude to all the Human Resource Managers of the Surveyed Organizations, who
guided me throughout my research, for sharing their valuable inputs throughout the duration
of the research.

Miss Chalke Mansi Nitin

MBA HRD -II

Date:-

3
 ABSTRACT

There is a need for person-centered approaches and empowerment of Staff within the
residential care for older people; a movement called ‘culture Change’. There is however no
single path for achieving culture changes. With the aim of increasing understandings about
cultural change processes and the promotion of Cultural values and norms associated with
person-centered practices,
This study based on one of the important thing which is necessary for every person’s life that is
kindness. Every person’s wants some output in return of their input. If we talk about organization
whether it is some company, factory, college or university the employees their also needs
motivation to do work or to perform well in the organization. The way of motivation is some
kind of reward like promotion, increase in the salary, having good relationship with the co-
workers, empowerment etc. Kindness is the driving force by which humans achieve their
goals It is the inspiration we live and yes breathe for -- inspiriting the spirit of innovation.
The main objective of the study is to know the kindness factors that motivate the employees
in the organization and to know the satisfaction level of employees with those kindness
factors. To achieve the objective of the study 200 respondents has been taken to conduct the
study. The questionnaire method is used to collect the data. The non-probability convenient
sampling technique is used in the study. There are some findings and suggestion of the study
which has been discussed.
Keywords: Employee Motivation, Employee Performance, Job satisfaction, Organizational
Effectiveness

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 LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1. INTRODUCTION
1.1 Object of the study
1.2 Introduction of the study
1.3 Objective of the study
1.4 Scope of the study
1.5 Rationale of the study
1.6 Limitation of the study

2. RESEARCH METHODOLOGY
2.1 Method of the study
2.2 Sampling
2.3 Data Collection
2.4 Presentation of data, Tools of analysis & Interpretation

3. PROFILE OF THE ORGANISATION

3.1 History and general information
3.2 Organisation
3.3 Production
3.4 Corporate & Function practices

4. REVIEW OF LITERATURE
4.1 Meaning &concept of the topic
4.2 Basic theories of the topic
4.3 Review of research on the selected topic

5. DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA (1)
6. DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA (1)

7. CONCLUSION AND SUGGESATION FINDING

 Abbreviation
 Concepts
 References/Bibliography
 Appendices/Annexure

5
 LIST OFTABLES
Table No Title Page No

6
7
CHAPTER I

8
1.1 OBJECTIVE OF PROJECT

1. This project has been undertake as a part of MBA-HRD curriculum within 50 days
training in Mahindra & Mahindra Ltd, Nasik

2. The educational methodology followed MBA-HRD in programs gives thrust to skill

development of the candidate by providing them exposure to various real life situations.

3. The project work approach is to get candidate in integrated approach to address various
issues in HRM. This practical approach would help as immensely in future when we will
encounter changes in our work environment. Primary object of this project is to get
acquainted with industrial environment in which they will be future manager.

4. The individual object of the project is to work effectively, efficiently using his/ her
creativity as well as knowledge for self-development.

9
1.2 INTRODUCTION

While study a subject Industrial Relation, in this subject I studied about culture of kindness
and empathy .After studying this topic I want to gain some practical knowledge on this and
try to find out the causes of kind behavior in organization. Initially it appeared to me quite a
simple project, but as I started working on it only then I understood it seal significance. It is
often easier for the organizations to make arrangement to cover staffs.

After taking a rough idea of the industry, it is found the most important role is played by HR
department and hence the selected topic for presenting report is HR department of employees
in the industry. HR manager allotted the topic as it was correct selection of topic by me in his
point of view.

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1.3 OBJECTIVE OF THE STUDY
The main objectives of studying can be stated as:-

1. To study the concept of Culture of kindness & it’s utility in the organization.

2. To study tools & techniques and process of topic.

3. To study case studies of topic in Indian context.

4. To study the culture implementation at Mahindra & Mahindra Ltd.

5. To analysis of data & suggest remedial measures.

6. To be more responsive to customers.

7. To have better communication among departments and suppliers.

8. To be more flexible.

9. To achieve better quality.

10. To reduce product cost.

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1.4 SCOPE OF STUDY
The scope of the study is to understand various culture & process of organization.

The development of any organization depends on the culture of organization. The study
conducted to know the various levels and for kindness of employees in an organization. By
looking it, one can adopt corrective measures to decrease disrespect in the organization, leads
to organization growth.

Mahindra & Mahindra Ltd.is a manufacturing plant. The scope is restricted to blue-collared
employees and staff members only. Study was conducted to know various culture and
behavior at ground level and makes certain recommendations and suggestions if any. This
was done by studying and observing the behavior of the employee and employer and
manager.

As it was live project the experts from head office implemented immediate suggestions given
while conducting the project such as counseling, training programmers for commitment
towards work, stress management, etc.

12
1.5 RATIONAL OF STUDY

Rational of the study refers to the worth, benefit & utility of the study from the future point of
view. Following are the worth & utility of the study from the future point of view.

1. The study on culture of organization has helped me to learn & gain practical knowledge
& insight into one of the significant.
2. The study focused on kindness and empathy in the culture of organization which is
essential in current competitive age.
3. This study will help us in our future job prospective, as it will guide us to improve our
skills, knowledge & attitude & also help me to develop my abilities & capabilities to
organize & arrange various activities.
4. The study provides as good instrument for overall development for manager, as the
student acquires both the theoretical as well as practical knowledge.
5. The student develops qualities of good manager.
6. An awareness regarding the industrial environment is made to the student.
7. The study provides an opportunity to the management to take any corrective actions
based on result / recommendations
8. This study will act as a source of secondary data for society.
9. The researcher got live experience of the various aspects of the management which are
helpful from future point of view.

13
1.6 LIMITATIONS OF THE STUDY

1. The topic under study is very vast & the provided time was comparatively less so it was
not possible to cover all the aspects of the topic under study.
2. The workers were busy with their work therefore they could not give enough time for
the interview.
3. Collecting information from HOD’s during the working hours was difficult.
4. Some responses given by respondents may be subject to some reservations.
5. As per Company policy, organizations do not allow to disclose some data on pretext of
secrecy.
6. Respondents were reluctant to disclose complete and correct information Because of a
small period of time only small sample had to be considered which doesn’t actually
reflect and accurate and intact picture.
7. The employees may have answered list of statements accordingly to their moods and
environment of departments some of them might not be having clarity of mind to
answer the statements there

14
 CHAPTER II
RESEARCH METHODOLOGY

15
2.1 METHODS OF STUDY
RESEARCH - DEFINITION & TYPES
Research is the discovery of facts, development of facts and verification of facts. It is
an attempt to find practical solution to the problem with the help of scientific methods. The
research process involves defining and redefining of hypothesis formulation, organizing and
evaluating data, driving conclusions after a careful study. The two main sources of data in
social science research come from the inner world of library and the outside world of living
profile. We may call these two main sources simply the paper and profile, a wealth of usable
information. It is often uneconomical to spend time and energy to collect information. Under
the general rubric of documentary or paper sources we mostly consider historical records,
diaries, biographies and statistical records.

When we turn to consider ‘people’ as the sources of social data, we identify various
forms of observations, but more practically and primarily the interview and the questionnaire
as the techniques for the collection of data from this source.

DEFINITION

By Oxford Dictionary,

“Research is the careful investigation or inquiry especially through search for new
facts in any branch of knowledge.”

RESEARCH DESIGN
A research design is type of blueprint prepared of various types of blueprints available for the
collection, measurement and analyses of data. A research design calls for developing the
most efficient plan of gathering the needed information. The design of research study is based
on purpose of the study. It is a specification of methods and procedure for acquiring the
information needed. It is overall pattern or a framework of project that stipulates what i
information is to be collected from which source and by what procedure

16
TYPES OF RESEARCH DESIGN

1. EXPLORATORY RESEARCH DESIGN

Exploratory research design means a research design in case of exploratory research studies
are also termed as formularize research studies. In an exploratory research the major
emphasis is on discovery of ideas and insights and hence while formulating research design,
we should permit it to be flexible enough, so that different aspect of phenomenon can be
studied.

2. DESCRIPTIVE RESEARCH DESIGN

Descriptive research design means research design in case of descriptive studies which is
concern with describing the characteristics of particular individual or of a group. Descriptive
study is fact finding in investigation with accurate interpretation it is the simplest type of
research. It is more specific than an exploratory research. As it focuses particular aspects or
dimensions of the problem being studied.

3. QUALITATIVE RESEARCH DESIGN

Qualitative research includes “an array of interpretive techniques which seek to described
,decode, translate and otherwise comes to terms with the meaning not the frequency, of a
certain more or less naturally occurring phenomena in the social work”. At the data collection
stage, the array of techniques includes focus groups, individual in-depth interviews, case
studies, ethnography, grounded theory, action research and observation.

4. QUANTITATIVE RESEARCH DESIGN-

Quantitative research attempts precise measurements of an unknown. In business research
quantitative methodology usually measures consumer behaviour, knowledge, opinions or
attitudes. Such methodology answers the questions related to how much, how often, how
many, when and who.

5. EXPERIMENTAL RESEARCH DESIGN-

The purpose of experimental research is to test a hypothesis causal relationship between
variables. For an experimental research, two groups are required and compared in terms of
the assured effects of the experimental variable. The validity of an experiment depends upon

17
equivalence between the control group and experimental group chosen. There are two ways
of assuring equivalence.
They are
a) Randomization
b) Matching.

Hence, researcher has selected exploratory research type for study.

18
2.2 SAMPLING
Sampling techniques are especially useful in business research as many times large
amount of data are generated and researcher thinks of using a more measurable subsets of
data that they believe accurately the trends in the larger collection.

Sampling may be defined as the process of selection units (people, organization etc) from a
population of interest so that by examining the sample units, results may be generalized about
population. It helps to identify the target population to be considered for collection of data.
Sampling is an essential part of all scientific procedure. It is well developed in field of
biology, physics, chemistry and social science research.

An important step before the data collection is sampling. Sampling is a process of

selecting a representative part of a population, studying it and there by drawing conclusions
about the population itself. Sampling is a very important aspect of research and due care has
to be taken to arrive at a right sample to be studied. It is an important concept that we practice
even in our routine life. Sampling involves selecting a relatively small number of elements
from a larger defined group of elements and expecting that the information gathered from the
small group will allow judgments to be made about the larger group.

DEFINITIONS OF SAMPLING:

“Sampling is the selection of a certain percentage of a group of items according to a

predetermined plan”.
Bogrdus

“A sample as the name applies is a smaller representative of a large whole”.

Goode and Hatt

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TYPES OF SAMPLING METHODS
1. PROBABILITY SAMPLING:
Probability sampling also known as random sampling or chance sampling is one in
which every unit in the population has a non-zero chance of being selected in the
sample, and this probability can be accurately determined.

a] Random Sampling:
Random sampling is the simplest and purest form of probability sampling. It is a
technique in which every unit in population has equal and known chance of being
included in sample.

b] Stratified Sampling:
In this method the heterogeneous population is divided into distinct, non-overlapping,
homogenous subgroups called “strata”, according to some important characteristics or
variable like income, education, age, etc., and then a random sample is selected from
within each subgroup.

c] Systematic Sampling:
Systematic sampling is used to select a specified number of records from a computer
file.
d] Cluster Sampling:
This method divides the population into clusters at each stage and draws sample of
required size at each stage. Sampling is done in multistage.
2. NON-PROBABILITY SAMPLING:
Due to practical considerations, one often uses non-probability sampling even though
it is technically
a] Convenience Sampling:

Convenience sampling is a method in which samples are drawn at the convenience of

the researcher or interviewer.

b] Judgment Sampling: In judgment sampling or purposive sampling participants

are Hence, Researcher has selected Non-Probability Purposive sampling method for
the study.

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2.3 DATA COLLECTION

METHODS OF DATA COLLECTION

Data collection simply means gathering and selection of information which is most critically
used for the particular research or survey being carried out. It is the important aspect of any
type of research study.

In accurate data collection can impact the results of a study and ultimately can result into
invalid results.

Two basic methods of data collection are:

1) Primary method
2) Secondary method

1) PRIMARY METHOD
in this method you collect the data yourself using methods such as interviews and
questionnaires the key point here is that the data you collect is unique to you and your
research.

The methods of collection primary data include:

 Questionnaire
 Interviews
 Focus group interviews
 Observations
 Critical incidents
 Portfolios.

The primary data which is generated by the above methods may be qualitative in nature
(usually in the form of words) or quantitative (usually in the form of numbers or where you
can make counts of words used.)

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QUESTIONNAIRE

Questionnaire is a popular means of collection of data, but the difficult to design and often
require many rewrites before an acceptable questionnaire is produced

ADVANTAGES

 Can be posted, email or faxed.

 Can cover a large numbers of people or organization.
 Wide geographic coverage.
 Relatively cheap.
 Avoids embarrassment on the part of the respondent.
 Respondent can consider responses
 No interviews bias.

There are different types of questionnaire

 Paper-pencil–-questionnaire: they can be sent large number of people and saves

the researcher time and money. People are more truthful while responding to the
questionnaire regarding controversial issues in particular due to the fact that their
responses are anonymous.
 Web based questionnaire: a new and inevitable growing methodology is the use
of internet based research. This would mean receiving an email on which you
would click on an address that would take you to a secure web site to fill in a
questionnaire. This type of research is often quicker and less detailed.

2) SECONDARY METHOD

This method in which the data is collected from the past studies carried out.

The information contained in it is already used by some other researcher. This is the
method of taking references and collecting data from the data source that have been already
used. Some of the examples of secondary source are:

22
  Reports of the research carried out in past
 Journals
 Magazines
 Books
 Internet

Hence, researcher has selected Primary method (Questionnaire), Secondary method

(books, internet etc.)

TYPE OF DATA ANALYSIS:

There are two types of methods of data analysis:

1) Quantitative method of data collection

2) Qualitative method of data collection

Quantitative method of data analysis:

The type of information contained is numerical data. Such type of data is analyzed with the
help of statistical tools such as mean, median, mode, standard deviation, frequency etc.

1) Mean: it is the average score of the sample.

2) Median: it is the score half way between high and low score.
3) Mode: the average response given most often.
4) Standard deviation: the distance from the mean, in which 66% of responses can be
found out

Qualitative method of data analysis

If most of the data is collected with the help of individual interviews, focus groups
interviews, open ended questions, or case studies than data analysis become qualitative. This
type of data is in the form of words which is analysed, sorted, and organized in the right
manner.

23
Methods of primary data collection

Primary sources refer to original events, documents and articles.

Example: newspaper articles, photographs, and diaries. These are the works that are analyzed
and interpreted to create secondary sources. These are three methods of the collecting
primary data.

These three methods are as follows:

1. Observation method
2. Questionnaire method
3. Interview method

Methods of secondary data collection

Data from a secondary source is any data which has been collected by another researcher,
whether it is a group of people or just one person. The data may have originally been used for
a different type of research, but you can manipulate it to fit you research, instead of using it
was intended to be used.

1.Library work:

This technique requires going through written text that have already done similar work and utilizing
their researches for our operations.

2. Internet:

Using online resources through internet is common for all in now-a-days. Lots of information
can be collected through various website.

3. Telephone:

This is a very common and simple method. The researcher only needs to have contact
numbers of sources from where he wants to take information. Telephone method gives quick
responses. From this chapter, i concluded that project report is very important. I come to
know the meaning of data, types of the data, there are many methods of the primary data and
secondary data.

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2.4 PRESENTATION OF DATA, TOOLS OF ANALYSIS &
INTERPRETATION

Analysis of data may be defined as“ a process under which the relationships or differences
supporting or conflicting with the original or new hypothesis, should be subjected to
statistical tests of significance, to determine with what validity the data can be said to indicate
any conclusion”.

Interpretation is establishing continuity in research through linking the results of a given

study with those of another and the establishment of same relationship with the collected
data . Interpretation is the device through which, the factors that have been observed by the
researcher in the course of the study can be better understood.

Data preparation includes, editing, coding, classification process

Editing, classification, coding and tabulation are the important stages in research. It is at this
stage that mass of data collected during the survey is processed, with a view to reducing them
to manageable proportions. In other words, data processing which encompasses, editing,
coding, classification and tabulation, is the intermediary stage between collection of data and
analysis and interpretation of data. Thus, these are the three crucial stages in the processing of
social survey data.

There are some general common sense recommendations to follow when presenting data.

The presentation should be as simple as possible. Avoid the trap of adding to much
information. It is not the aim to include all the information you have but only a summary of
the essential feature you are typing to illustrate. A good rule of thumb is to only present one
idea or to have only one purpose for each graph or chart you create.

The presentation should be self-explanatory. A chart or graph is not serving its purpose if the
reader cannot comprehend the legends or has to refer to the text in order to understand it.
There is a careful balance between too much information which makes the graph or chart too
complicated and too little information that makes the chart difficult to comprehend or worse
misleading.

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The title should be clear and concise indicating what? When..? And where..? The data,
codes, legends and label should be clear and concise, following standard formats is possible.

The use of footnotes is advised to explain essential features of the data that are critical for the
correct interpretation of the graph or chart.

Data analysis is the process of developing answers to questions through the examination and
interpretation of data. The basic steps in the analytic process consist of identifying issues,
determining the availability of suitable data, deciding on which methods are appropriate for
answering the questions of interest, applying the methods and evacuating, summarizing and
communicating the results.

Analysis is placing the collected data in some order or format so that the data acquires a
meaning. Raw data becomes information only when it is placed in a meaningful form.
Interpretation involves drawing conclusions from the gather data.

Analysis and interpretation of data are the most crucial aspects of research. It is considered to
be highly skilled and technical jobs, which should be carried out only by the researcher, or
under his close supervision. The analysis of data requires on the part of the researcher a
thorough knowledge about the data, judgment, skill, ability of generation and familiarity with
the background, objects and hypothesis of the study.

Analytical results underscore the usefulness of data sources by shedding light on relevant
issues. Some statistics Canada program depend on analytical output as a major data product
because, for confidentiality reasons, it is not possible to release the micro data to the public.
Data analysis also plays a key role in data quality assessment by pointing to data quality
problems in a given survey. Analysis can thus influence future improvements to the survey
process.

Data analysis is essential for understanding results from surveys, administrative sources and
pilot studies; for providing information on data gaps; for designing and redesigning survey
for planning new statistical activities and for formulating quality objectives.

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RESEARCH TABLE

Type of research Exploratory

Area of Research Mahindra & Mahindra PVT. LTD.

Sample size 80 worker 20 manager

Data Collection Techniques Questionnaire, Interview, Observation

Analysis of data Percent average/ Mean

Sources of Primary Data Questionnaire

Sources of Secondary Data Books, websites & magazines

Table 2.1

27
 CHAPTER III
PROFILE OF THE ORGANISATION

28
3.1 COMPANY PROFILE

Mahindra &Mahindra Ltd.

1. Name of the organization: Mahindra And Mahindra Ltd.

2. Address: 89, MIDC, Satpur, Nasik 422 007, India.
3. Telephone no. (0253)6608000
4. Nature of the organization: Manufacturing plant.
5. Founded: -1945 (Ludhiana)
6. Year of establishment: 1980
7. Products: - Automobiles, commercial vehicles, two-wheelers
8. Total area of organization: 115 acres
9. No. of workmen: 2839
10. Contract workmen: 1476
11. Contractors: 40
12. Name of the personnel Manager/officer:Mr. Ashutosh Sohale
13. Area of responsibilities:BHR

29
3.2 HISTORY OF ORGANIZATION

Founded in 1945 as a steel trading company, we entered Automotive manufacturing in 1947

to bring the iconic Willis Jeep onto Indian roads. Over the years, we’ve diversified into many
new businesses in order to better meet the needs of our customers. We follow a unique
business model of creating empowered companies that enjoy the best of entrepreneurial
independence and Group-wide synergies. This principle has led our growth into a US $16.7
billion multinational group with more than 180,000 employees in over 100 countries across
the globe.

Today, our operations span 18 key industries that form the foundation of every modern
economy: aerospace, aftermarket, agribusiness, automotive, components, construction
equipment, consulting services, defense, energy, farm equipment, finance and insurance,
industrial equipment, information technology, leisure and hospitality, logistics, real estate,
retail, and two wheelers.

Mahindra & Mahindra was established on October 2, 1945 when K.C. Mahindra visited the
United States of America as Chairman of the India Supply Mission. He met Barney Roost,
inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of inspiration:
wouldn't a vehicle that had proved its invincibility on the battlefields of World War II be
ideal for India's rugged terrain and its kutcha rural roads. Swift action followed thought. The
Mahindra brothers joined hands with a distinguished gentleman called Ghulam Mohammed.
And, Mahindra & Mohammed was set up as a franchise for assembling jeeps from Willis,
USA.

Two years later, India became an independent nation and Mahindra & Mohammed changed
its name to Mahindra & Mahindra. Ghulam Mohammed migrated to Pakistan post-partition
and became the first Finance Minister of Pakistan. Mahindra & Mahindra is the only Indian
company among the top three tractor manufacturers in the world. The Group has a leading
presence in key sectors of the Indian economy.

Its plants in Mumbai and Nasik manufacture multi-utility vehicles and engines are produced
at the Igatpuri plant. Utility Vehicles, Light commercial vehicles and 3 wheeler manufactured
at the Zaheerabad plant in Andhra Pradesh and three-wheelers at the Haridwar plant.

30
Mahindra Rise Logo
The Mahindra logo can be viewed as simple similar to other car logos. However, behind it
stands a significant philosophy of the company. Mahindra logo in its “M” identity represents
three equal divisions pointing upwards resembling an apex on its tip. The 3 Mahindra
divisions that were built by the company are: products, services, and possibilities which are
not symbolically included in other car logos. Aside from these, they also follow three basic
tenets—accepting no limits, thinking alternatively, and driving positive change in everything
we do. These promises made the Mahindra logo known among other car logos. The Mahindra
is a Hindu name means king or God or great Indra of the Earth.

 VISION:
Our Core purpose is derived from the Mahindra Group's purpose: We will challenge
conventional thinking and innovatively use all our resources to drive positive change in
the lives of our stakeholders and communities across the world, to enable them to Rise.

 MISSION:
Transform rural lives and drive positive change in the communities. CORE PURPOSE
AND CORE VALUES in January 2011, the Mahindra Group unveiled a new brand
positioning, Rise. It led to the creation of a new core purpose for the Group, along with
Brand Pillars that formed a bridge between the Core Values and Core Purpose

 CORE PURPOSE
Our Core purpose is derived from the Mahindra Group’s purpose: We will challenge
conventional thinking and innovatively use all our resources to drive positive change in
the lives of our stakeholders and communities across the world, to enable them to Rise.

31
  BRAND PILLAR

Brand Pillar

Drive
Accepting Alternative
Positive
No Limit Thinking
Change

 CORE VALUES
Their Core Values are influenced by the past, tempered by the present, to shape the future. It
is an amalgam of what they have been, what they are and what they wish want to be
Good Corporate Citizenship
Customer First
Quality focus
Dignity of Individual
Professionalism

32
Employee Classification

33
MAHINDRA AUTOMOTIVE SECTOR

KANDIVALI

TRANSMISSION AND
AXLE

PRODUCTION

NASHIK
IGATPURI
PLANT 1: SCARPIO
ENGINES IN-HOUSE
BOLERO,
AND SOME
XUV3OO
OUTSIDE ORDER
PLANT 2: DIESHOP

M&M

AUTOMOTIVE

SECTOR

ZAHEERABAD
HARIDWAR
LIGHT COMMERCIAL
CHAMPON ALFA
VECHICLE,
THREE WHEELERS
TRUCKS,
PRODUCTION
BUSES

34
 SWOT ANALYSIS
Strength
Leading company in NBFCs
Diversified product
portfolios
Strong brand in Mahindra &
Mahindra
Strong Rural
presence(1000+ branches)
Strong dividend pay-out ratio
& operating margin
Client base of 2.5 million
customers
Low attrition
Work culture
Opportunity
Pan India presence
Product diversification
Growth in economic activity
like infrastructure
development which will
lead to the need for more
construction equipment and
utility vehicles.
Weakness
Decline in profitability
Low market response
compared to competitors
Limited advertisement
Threat
In case of Vehicle
financing, company has
tough competition from
banks like ICICI, SBI etc
Customer
attitude(defaulters)
New entrants of commercial
vehicle is low
Decline in profits(year to
year)
35
SOME OF THE MAJOR ENTERPRISES OF MAHINDRA
GROUP

Tech Mahindra Ltd

Tech Mahindra represents the connected world, offering innovative and customer-centric
information technology experiences, enabling Enterprises, Associates and the Society to Rise. It is a
USD 4.1 billion company with 112,800+ professionals across 90 countries, helping over 825 global
customers including Fortune 500 companies. Their convergent, digital, design experiences,
innovation platforms and reusable assets connect across a number of technologies to deliver
tangible business value and experiences to its stakeholders. Tech Mahindra is amongst the Fab 50
companies in Asia (Forbes 2016 list).

Mahindra CIE Automotive Ltd

We have been a leading manufacturer of major automotive and non-automotive components

since the early 2000s. In pursuit of global scale and ranking, we entered into an alliance in
2013 with Spain's CIE Automotive, to create one of the world's leading components
company. We make a wide variety of components, making us India’s leading producer of
forgings, castings, stampings, gears, and magnetic products for automotive and non-
automotive applications.

Mahindra & Mahindra Financial Services Ltd

Our dream of a financially inclusive India has led us to become the country's largest non-
banking financial company (NBFC) operating in rural and semi-urban India. With 16,000
employees and 1181 offices in 27 states and 4 union territories, we have served more than
4.57 million customers, offering them a suite of financial products ranging from asset
financing, fixed deposits, mutual funds, SME financing, rural housing finance, and life and
non-life insurance broking services.

36
Mahindra Holidays & Resorts India Ltd

We entered the Hospitality industry in 1996 to offer Indian families fun-filled and affordable
vacations in some of the most exotic locations in the country. Two decades later, we are
India's no.1 and the world's no.3 (outside of US) vacation ownership brand, with more
than 207,000 members on our roster. With 46 resorts in India and abroad - and the intent to
rapidly add to this number - we aim to create "magical moments" for more and more families
in the years to come

Mahindra Life space Developers Ltd

Re-defining sustainable urbanization is a core strategic priority for us. We entered India’s real
estate sector in 1994, and today, we are at the forefront of creating green, sustainable
residential spaces and world-class urban infrastructure through our "World Cities" concept.
We recently entered the affordable housing space – a response to the pressing need of
providing high quality, but affordable homes to thousands of urban Indian families. To
further our commitment to sustainable practices, we have partnered with the Clinton Climate
Initiative and the Indian Green Building Council to build a future that is clean, green and
accessible to all.

Ssangyong Motor

With a name synonymous with the South Korean automotive story, the Ssangyong Motor
Company joined the Mahindra group in 2011. Founded in 1954 as the Ha-Dong-Hwan Motor
Workshop, Ssangyong is today renowned for its stylish and durable SUVs, and enjoys a
market presence in more than 115 countries. With a focus on innovation, green technology
and emerging markets, Ssangyong aims to become a global automaker of repute

EPC

EPC Irrigation is a pioneer of micro-irrigation in India. Started in 1986 with the initial French
Technology support, EPC had developed the capability to design and develop the irrigation
products of international standard, satisfying every need of Indian Farmers. EPC provides
complete solution for agriculture with a focus on Micro-Irrigation, Pumps & inter-related
requirements of fustigation & agronomic support. EPC has a strong & widely spread network

37
of large number of channel partners & is supported by offices at strategic locations. EPC has
also launched a first-of-its-kind one-stop-shop for agro products & solutions (Agri
Showroom) in Buldhana district of Maharashtra, wherein farmers can find all agri input
products & services under a single roof.

Mahindra Logistics Ltd

They are one of India’s largest * 3PL solutions providers in the Indian logistics industry
which was estimated at INR 6.40 trillion in Fiscal 2017, according to the CRISIL Report. We
believe that our competitive advantage is our “asset-light” business model pursuant to which
assets necessary for our operations such as vehicles and warehouses are owned or provided
by a large network of business partners. Our technology enabled, “asset-light” business
model allows for scalability of services as well as the flexibility to develop and offer
customized logistics solutions across a diverse set of industries. Mahindra Logistics operates
in two distinct business segments: Supply Chain Management (SCM) and corporate People
Transport Solutions (PTS)

38
 3.3 PRODUCT / ACTIVITIES
PRODUCT & SERVICIES OF THE ORGANIZATION

Automotive

 Scorpio
 Xylo
 Bolero
 Maxx Range
 Naya Commander
 Savari
 Major
 Bolero Camper DLX
 Maxx Pic-ups
 Champion range of Three Wheelers.
 Farm Equipment
 Agri inputs and services
 Engines
 Farm Implements
 Tractors

Activity carryout by company in Nasik plant

 Mahindra Thar
 Mahindra Xylo
 Mahindra Quanto
 Mahindra Bolero
 Mahindra Scorpio
 Mahindra Verito
 Mahindra XUV500

39
Mahindra Thar

The Mahindra Thar is a compact and mid-size four-

wheel drive off-road and sport utility vehicle (SUV),
manufactured by Indian automaker Mahindra &
Mahindra Limited. The vehicle was launched in the
Indian market on October 4, 2010 to fill the void left
by its predecessor the Mahindra MM540. The Thar
has been voted one of the top 10 SUVs available in
the Indian market. The Thar also comes with a 7 seated option, though it can be converted in
to a two seated.

Mahindra Scorpio

The Mahindra Scorpio is an SUV manufactured by

Mahindra & Mahindra Limited, the flagship
company of the Indian Mahindra. It was the first
SUV from the company built for the global market.
The Scorpio has been successfully accepted in
international markets across the globe, and will
shortly be launched in the United States. The
Scorpio was conceptualized and designed by the in-house integrated design and
manufacturing team of M&M. The car has been the recipient of three prestigious Indian
awards: the "Car of the Year" award from Business Standard Motoring as well as the "Best
SUV of the Year" and the "Best Car of the Year" awards, both from World Wheels.

Mahindra Bolero

The Mahindra Bolero is an SUV which is designed to

carry seven or ten people. It is available in air
conditioned (AC) and non-AC variants. It is a very
popular vehicle in India.
The basic design is based on the Mahindra Armada
Grand. The first-generation Bolero was equipped with
a Peugeot 2.5 L (150 cu in) IDI engine which
produced 75 bhp (56 kW). The second generation was released with slightly modified

40
exteriors and the major change was the engine, a 2.5 L (150 cu in) in-house mill from
Mahindra.

Mahindra XUV500

The Mahindra XUV 500 is a Sports Utility Vehicle

(SUV) produced by the Indian automobile
company Mahindra & Mahindra and was launched
in September 2011 and by June 2012 the XUV 500
was available in 19 cities in India. Before it was
launched, it was code named 'W201'.

The XUV500 was designed and developed at

Mahindra's design and vehicle build center in Nashik and Chennai, and is manufactured in
Mahindra's Chakan & Nashik plant, India. It is the first monologue chassis based vehicle
from the company. To meet the growing demand of its hot selling model XUV 500, M & M
plans to increase the monthly production to 5000 units by Sept-Oct 2012. Despite being
highly popular in India, it is less known in other countries as much as the Mahindra Scorpio
is. Apart from that, the XUV500 also set three special stages ablaze by clocking the fastest
time in each. Eighteen months later, the XUV500 was born amidst carefully calibrated hype.
That build-up and consequent anticipation has translated into 35,000 XUV500s being sold in
the first year and another 14,000 buyers on a waiting list.

Mahindra Quanto

The Mahindra Quanto is a compact sport utility

vehicle (SUV) designed and manufactured by the
Indian Mahindra & Mahindra Limited. It is based
on the Mahindra Xylo but with a shorter rear layout
to fall under the four metre threshold. It has its
spare wheel mounted at the back of the car. All
models share the same diesel engine. It is 7-seater
compact SUV, despite the Sub- 4 meter mark. It
recorded sales of 1,782 in the month of September, reaching the mark of 2,497 in October,
and ending the month of November with a commendable sale of 2,297 units. The Quanto has
the Xylo's interior, with some colouring modifications.
41
Dacia Logan

The Dacia Logan is a small family car

produced jointly by the French
manufacturer Renault and its Romanian
subsidiary Dacia since 2004. It is currently
at its second generation and has been
manufactured at Dacia's automobile plant
in Mioveni, Romania, and at Renault's
plants in Morocco, Brazil, Turkey, Russia,
Colombia, Iran, India and South Africa. It has also been marketed as the Renault Logan,
Nissan Aprio, Mahindra Verito, Renault Tondar 90, Lada Largus (the MCV), Nissan NP200
(the pick-up) or Renault Symbol (the second generation), depending on the existing presence
or positioning of the Renault brand

XUV500

he Mahindra XUV500 (pronounced as

XUV five double O) is a compact sport
utility vehicle produced by the Indian
automobile company Mahindra &
Mahindra. The XUV500 was

Designed and developed at Mahindra's

design and vehicle build center in Nashik and Chennai, and is manufactured in Mahindra's
Chakan & Nashik plant, India. During its development, the car was code named
'W201'.[1][2] It is the first monologue chassis based vehicle the company has produced.

First launched in 2011, the XUV500 compact SUV was introduced as the home-grown
automaker’s flagship model in India. Over the years, the SUV has garnered a lot of accolades
and popularity among enthusiasts and critics alike for its design and feature list. The
XUV500 received its mid-life update in 2015, which further increased the premium quotient
of the SUV. The XUV500 also comes with an efficient automatic transmission and an all-
wheel drive system along with a host of comfort and safety features.

42
The XUV500 is less well known outside India than the Mahindra Scorpio. The XUV500 was
relatively popular in the South African market with sales exceeding 1200 units by February
2013.[3]

Mahindra's XUV 500 secured first place in the 2014 Desert Storm Rally. The car also
clocked the fastest time in three sections of the rally

TUV300

Mahindra TUV300 (a.k.a. TUV

three double O where TUV stands
for tough utility vehicle) is a Mini
sport utility vehicle manufactured
by Mahindra & Mahindra. The
vehicle was announced in Aug
2015 and was launched in Madhya
Pradesh on 10 September 2015

The Mahindra XUV300 is a subcompact SUV produced by the Indian automaker Mahindra
& Mahindra. It is based on X100 platform of Ssangyong Tivoli and was launched in the
Indian market on 14 February 2019. Mahindra is slotting it in the segment along with
their TUV300 to rival Maruti Suzuki Vitara Brezza, Tata Nixon and Ford Ecosport

43
3.4 CORPORATE & FUNCTIONAL PRACTICES
A] HRM
Mahindra & Mahindra is re-engineering its human resource processes to structure it around
day-to-day activities to create high-performing team. Mahindra & Mahindra is re-engineering
its human resource processes to structure it around day-to-day activities to create high-
performing team and ensure high level of productivity.

The company is one of the first in India to use the concept of Master Class for leadership
training and development. A Master Class is an executive Vipassana, where people detach
themselves from the daily routine in order to get things into perspective. The concept has
been developed by European boutique..

B] FINANCE
Mahindra & Mahindra Financial Services Limited (MMFSL) is a Rural NBFC headquartered
in Mumbai, India.[2] It is amongst the top tractor financer in India and offers a wide range of
financial products to address varied customer requirements.[3] The NBFC has 1000+ offices
spread across 1 in every 3 villages across India with a total of more than 4.7 Million
customers till date.

Mahindra Finance started on 1 January 1991, as Maxi Motors Financial Services

Limited.[4] They received the certificate of commencement of business on 19 February 1991.
On 3 November 1992, Mahindra Finance changed their name to Mahindra & Mahindra
Financial Services Limited.[5] Mahindra Finance is registered with the Reserve Bank of
India as asset finance, deposit taking NBFC.

In 1993 it commenced financing M & M Utility vehicles and in 1995 started its first branch
outside Mumbai, in Jaipur. Began financing Non M & M vehicles in 2002 and got into the
business of financing of commercial vehicles and construction equipment in 2009. 2011 was
the year in which they had a joint venture with Rabobank subsidiary for tractor financing in
the US and consolidated the product portfolio by introducing small and medium enterprises
(SME) finance.[6]

44
C] MARKETING
Mahindra and Mahindra Ltd is one of the most popular and recognized brand names in
the automobile sector. In order to retain its top position it has launched ad campaigns using
print and visual medium via newspapers, magazines, television, radio, back and sides of other
vehicles and billboards.

It is connected directly with customers on social networking platforms

via Google+, YouTube, LinkedIn, Twitter and Face book. Brand realizes the power
of celebrity endorsement and has roped in famous actors Kareena Kapoor to act in its two-
wheeler ad campaigns and Varun Dhawan for its Mahindra KUV 100. In the year 2015, actor
Prabhas was appointed as its brand ambassador.

The company has been the recipient of several accolades and awards for its contribution to an
auto sector like Car of the Year; Best SUV of the year, Boldness in Business Award and Best
Company for CSR in India in the year 2015.

D] PRODUCTION
Mahindra’s automotive sector is a full-range player with a presence in almost every segment
of the automobile industry from commercial vehicles (3 wheelers / light commercial vehicles
and heavy commercial vehicles), utility vehicles, sports utility vehicles (from entry level to
premium SUVs), sedans and electric vehicles. The company’s manufacturing facilities are
located in Chaka, Nasik, Haridwar, Zaheerabad, Kandivali and Igatpuri, which is the location
of its engine plant.

E] CSR

One of the country’s more ubiquitous companies, Mahindra also happens to be one of the
most active and visible so far as corporate social responsibility (CSR) is concerned. Much
before the famous CSR ruling of the 2013 Companies Act came into existence, Mahindra had
pledged 1 per cent of its PAT to CSR activities in 2005. In 2014–15, its total CSR
investments exceeded Rs 2,000 million.

Mahindra’s CSR objectives are twofold: it seeks a unified approach under its overarching
‘Rise for Good’ mission emphasizing high-impact, focused projects targeting its chosen

45
constituencies, while ensuring a certain degree of commitment from every part of the
organization.

The CSR commitment

Mahindra believes that education is the key to solving the nation’s many social problems and
its CSR policy and expenditure is designed around this principle, public health and
environment being the other two important priority areas. Its primary target groups are girls,
youth and farmers, and its interventions are constructed to benefit them – the same is
articulated in its CSR vision. Aside from this, Mahindra also invests in the following areas as
part of its broader CSR outreach: eradicating poverty and malnutrition, empowerment of
women, promotion of art and culture, initiatives for armed forces and war widows, sports,
contribution towards funds aimed at SCs/STs and other marginalized sections, technology
incubation, and rural and slum area development projects. However, as can be concluded
from their annual sustainability reports, not all of these areas witness sufficient investment of
time or resources.

Mahindra’s key CSR programmers reflect its priorities:

•Scholarships and grants:

These are provided to

meritorious students who face
financial constraints in pursuing
their education, specifically to
students from low-income
groups for vocational training or
those who wish to study
overseas in reputed institutions.
Notable among these are the
Mahindra All India Talent Scholarships and KC Mahindra Scholarship for Post-Graduate
Studies. Some of them also get scholarships to study in Mahindra United World College in
Pune which has students from countries across the world and is housed in a biodiversity
reserve.

46
Nanhi Kali

Launched in 1996 and jointly managed by KC Mahindra Education Trust and Naandi
Foundation, this is one of the flagships programmed and focuses on education of the girl
child from underprivileged sections of society. Collaborating with 19 NGOs, it operates in
nine states in India. Until 2014 more than 100,000 girls were educated in total, and to date,
over 12,000 students have completed Grade 10. Attempts are also made to involve the larger
community to which these girls belong and educate them on the need for education and
gender equality. This is especially important as without the support of the family and society
it is difficult for a girl child from a poor household to transcend the limitations of her
circumstances and actually realize her personal ambitions. Efforts are made to track the
progress of the students who seek to pursue higher studies. In 2015, 33 NanhiKalis received
scholarships to undergo livelihood training at Mahindra Namaste, where they could choose to
be trained in customer relationship management (CRM), information technology-enabled
services (ITeS), or hospitality. It goes without saying that there is tremendous potential for
this number to be significantly increased. Interestingly, many of these children are supported
through Mahindra’s own employees and the programmed has seen partnerships with industry
competitors such as Cap Gemini – this hopefully can become a trend in CSR in India.

Mahindra Pride Schools

These provide end-to-end livelihood training in vocational areas like hospitality, sales/CRM
and IT, to young people from disadvantaged sections, including SCs, s and, other tribes.
Students are assigned courses depending on their aptitude and interest. Launched in 2007,
over 14,000 students have been trained to date with 100 per cent placement and average
salaries hovering around Rs. 11,000 per month. Currently, these schools are located in Pune,
Chennai, Chandigarh, Patna and Srinagar.

Lifeline Express Set up in partnership with Impact India Foundation, this is the world’s first
hospital on rails and provides health services, including cataract removal and cleft lip and
deafness correction, to people in rural areas that have little or no functioning healthcare
system, servicing nearly

47
Project Hariyali

Under this initiative, Mahindra commits to planting a million trees every year. In FY 2014–
15, over 1.5 million trees were planted.

ESOPS

The principle behind ESOPs, or employee social options, is to make CSR a core value of
every team in Mahindra and provide a vehicle for employees to ‘give back’. Employees are
encouraged to participate in initiatives like health camps and youth skills development
through this programmer—common enough among most large corporate entities. These
initiatives may be ongoing or one-time and are typically targeted at the elderly, disadvantaged
and rural populace. Many of these are designed to cater to specific local needs, such as a 14-
day programmer for women in the automotive plant in Mumbai to develop their personal
skills. Since 2006, over 1 million ESOP man hours have been dedicated to various projects, a
reflection of the importance given to this programmer.

Disaster relief

Mahindra regularly makes contributions to disaster relief and rehabilitation programmers,

either through charitable funds or rebuilding necessary infrastructure in affected areas.

48
Art and culture

The Company supports numerous cultural festivals in film, theatre, and music as part of its
broader effort to promote art in the country. The Mahindra Excellence in Theatre Awards,
Mahindra Blues Festival and Mahindra Lucknow Festival are a few examples.

Sports

At the local level, Mahindra supports community basketball and football leagues and
provides much-needed sporting infrastructure (for example, Project Ankur in Nashik) and
financial aid. Unfortunately, Mahindra United Football Club was disbanded in 2010 despite
its success and fan following. In lieu of this, the company launched a community-based
basketball league with the NBA. However, the association had seemingly ended by 2014.

Mahindra Foundations and achievements

The Company has numerous foundations and trusts that work as its de facto CSR arms. KC
Mahindra Education Trust’s flagship programmers are Nanhi Kali, Mahindra Pride schools,
and scholarships and grants, helping over 100,000 students in the process. Mahindra
Foundation primarily focuses on disaster relief and medical assistance and has chapters in the
United States and the United Kingdom as well. Tech Mahindra, on the other hand, works
mainly on the three areas of school education, employability, and technical education, and
runs over 150 projects across India. On the school education front, Arise is the programmer
through which schools are adopted for overall improvement; Shiksha Samvardhan targets
school dropouts; and Shikshaantar works with teachers for their skill enhancement. The main
programmer under employability is SMART, which works with disabled people and
underprivileged youth for vocational and on-the-job training. Currently, over 65 centres are
running in 10 locations across the country.

49
Awards and recognitions

 Bombay Chamber Good Corporate Citizen Award for 2006–07.[59]

 Business world FICCI-SEDF Corporate Social Responsibility Award 2007.[60][61]
 The Brand Trust Report ranked M&M as India's 10th Most Trusted Brand in its India
Study 2014 survey (from 20,000 brands analyzed).[62][63]
 Its Farm Equipment division received the Deming Prize in 2003.[52]
 Its Farm Equipment division received the Japan Quality Medal in 2007.[64]
 The US based Reputation Institute ranked M&M amongst the top Ten Indian companies
in its 'Global 200: The World's Best Corporate Reputations' list for 2008.[65]
 Blue bytes News rated M&M as India's second Most Reputed Car Company (reported in
their study titled Reputation Benchmark Study) conducted for the Auto (Cars) Sector in
2012.[66][67]

50
 CHAPTER IV
REVIEW OF LITERATURE

51
4.1MEANING AND CONCEPT

Meaning of kindness

Kindness is defined as the quality of being friendly, generous, and considerate. When you
consider those traits, it starts to seem obvious that kindness should form the baseline of any
civil workplace exchange.

Definition of kindness

The quality of being friendly, generous, and considerate.

Cambridge Academic Content Dictionary

the quality of being generous, helpful ,and caring about other people, or an act showing
this quality:

"If you haven't any charity in your heart, you have the worst kind of heart trouble."
--Bob Hope

Definition of empathy

1. the action of understanding, being aware of, being sensitive to, and vicariously
experiencing the feelings, thoughts, and experience of another of either the past or
present without having the feelings, thoughts, and experience fully communicated
in an objectively explicit manner also : the capacity for this
2. the imaginative projection of a subjective state into an object so that the object
appears to be infused with it

he ability to share someone else's feelings or experiences by imagining what it would be

like to be in that person's situation.

From Wikipedia

Empathy is the capacity to understand or feel what another person is experiencing from
within their frame of reference, that is, the capacity to place oneself in another's
position.[1] Definitions of empathy encompass a broad range of emotional states. Types of
empathy include cognitive empathy, emotional empathy, and somatic empathy.[2]

52
Why kindness should be there in organization?

Kindness is defined as the quality of being friendly, generous, and considerate. When you
consider those traits, it starts to seem obvious that kindness should form the baseline of any
civil workplace exchange.

However, it’s also obvious that this isn’t the case in practice.

Let’s imagine what would happen if every employee and employer took a kinder approach to
every conversation, interaction, or decision. Here are three positive outcomes of more
kindness at work and how they impact engagement.

1. Kindness creates positivity

Being kind releases dopamine in the brain. This feel-good neurotransmitter gives you a
natural high, making you feel happier and more positive.

Studies by happiness researcher Shawn Anchor show that when your brain is more positive
“you’re more likely to be creative, intelligent, and productive. These attributes can spin into
what we perceive as ‘quality of life’ attributes - job success, wealth, healthy relationships,
and better health.” [Source]

How does this impact engagement? Positive employees (and positive leaders) build teams
and places where people actually want to work. It’s not about perks and playtime, it’s about
creating projects and purpose that people can really tap into and want to be a part of.

2. Kindness is contagious

Single acts of kindness often start a ripple effect, as others (both recipients and observers)
embrace the positivity produced, and share kindness themselves.

This can be contagious in a workplace, especially when leaders are involved. “The research
on emotional contagion shows that people are particularly likely to catch the emotions of
their leaders.” [Source]

53
How does this impact engagement? Small and random acts of kindness passed on from one
person to another make meaningful connection in the workplace. They’re the building blocks
of a caring, happy, and thoughtful environment where people can be delighted not deflated.

3. Kindness boosts productivity

If you’re worried that all these acts of kindness will stall business performance and
productivity, you’re wrong. Research by the Association of Professional Executives of the
Public Service of Canada (APEX) found that incivility “has profound implications on the
level of energy, emotional engagement, and performance of work teams.

Why Empathy should be there in organization?

Empathy is the capacity to understand or feel what another person is experiencing from the
other person’s frame of reference. Empathic people are able to discern what it feels like to
stand in another’s shoes and to understand how another’s feelings can affect their behavior,
motivation and needs. Empathic leaders are aware of how their employees’ feelings can
impact their perception, regardless of whether they agree with or can relate to those feelings.
Leaders who feel empathy understand what their employees are experiencing and can
demonstrate their understanding by listening and responding in nonjudgmental ways.

There is evidence to support current views that managers who display empathy towards their
employees are more successful. The Center for Creative Leadership conducted a study
(see Empathy in the Workplace, A Tool for Effective Leadership) analyzing data from 6,731
managers in 38 countries. A key finding of the study showed a positive correlation between
empathy and job performance. Managers who were rated by their direct reports as showing
more empathy received consistently higher job performance ratings.

Colleen Kettenhofen, an award-winning motivational speaker and corporate trainer, believes

that empathy is a critical skill for effective leadership for one important reason – trust.
Without trust, employees tend to guard their emotions and hold back on their ideas and
participation because they don’t feel their viewpoint is understood or regarded. When
employees believe their managers will take their feelings into consideration and understand
their perspective, they are more likely to trust that their managers want them to succeed,
which can strengthen working relationships, increase collaboration and improve productivity.

54
Some people are naturally empathic and have an advantage over their peers who have
difficulty expressing empathy. Many leaders fall in the middle and can demonstrate empathy
occasionally but not consistently. Fortunately, empathy is not a fixed trait and can be
developed. Leaders can develop and enhance their empathy skills through coaching, training
and other developmental opportunities and initiatives. Organizations can encourage a more
empathetic workplace and help managers improve their empathy skills in a number of ways,
including:

 Incorporating empathy into the organizational culture from the top down by
demonstrating empathic leadership and highlighting the importance of managers
showing empathy for their employees. Organizations can establish the values of caring,
understanding and developing others as desirable leadership traits, and emphasize that
giving time and attention to their employees can enhance not only employee
performance but also leadership effectiveness.
 Helping managers develop good listening skills through training and coaching. To
understand others and sense what they are feeling, managers must be good listeners,
letting employees know they are being heard and that their concerns and problems are
understood. Managers need to develop active listening skills, including the ability to
reflect the feelings being expressed, read nonverbal cues, withhold judgment, clarify
misunderstandings and summarize the conversation. Listening to employees makes
them feel respected, builds trust and strengthens working relationships.
 Including the topic of empathy in management training programs and
encouraging managers to take into account the experience and perspective of their
employees when they are resolving issues, managing conflict and leading their teams
toward greater innovation and higher productivity.

Ways to show kindness at workplace

Here are a few easy, but extremely impactful ways to bring kindness to your workplace,
whether you’re starting a new internship or continuing your job.

55
 Meaningful Conversation: I understand that work can be busy and hectic. Often, it is
difficult to make meaningful conversation. The most you speak to your coworkers is a
quick “hello” in the mornings while you both grab your coffee. However, meaningful
conversation goes a long way. Asking someone “How are you?” in a genuine way can
mean a lot. Learning about your co-workers and their interests outside of work can make
the workplace a more accepting and open environment. I challenge you to take 5-10
minutes a day to make meaningful conversation – it can completely change your work
environment.
 Kind Notes: One of my bosses constantly left notes on my computer and desk with
messages such as “You are doing great!” or “I hope you have a wonderful day.”
Although this was a small and easy thing for her to do, it made me feel so much closer to
her. When I was having a bad day, these kind notes put a smile on my face. Take time to
leave a kind sticky note in a coworker’s cubicle. Write someone a letter of gratitude.
Your kind words may be exactly what they need to hear to get through the week!
 Smile: Although it sounds simple, smiling can make those around you feel more
welcome and accepted. When you run into someone in the copy room or end up in the
elevator together, make an effort to make eye contact and smile. This is a small way to
help someone feel seen, heard, and accepted.
 Plan Activities That Promote Kindness: Are the holidays coming up? Organize a gift
exchange! Is someone’s birthday soon? Coordinate a potluck. Is a holiday coming up?
Create a themed activity! Activities that promote kindness create a culture of positivity
in the workplace, making everyone feel more comfortable.
 Take Care of You: Spreading kindness and compassion to others starts with showing
these qualities to yourself. It is extremely difficult to be kind in the workplace when
you’re not feeling OK yourself. Do what you need to take care of yourself: get enough
sleep, take mental health days, and take a moment to breathe. The workplace can be
extremely hectic, and if you’re not kind to yourself during the high-stress moments, it’s
difficult to be kind to others.
These are just five simple ways you can bring kindness to your workplace, but there are
hundreds more! Remember: Every one of your actions will make a major impact in
creating a positive and accepting work environment. So on your next day in the office,
try it out!

56
Ways to show empathy at workplace
To start using empathy more effectively, consider the following:

1. Put aside your viewpoint, and try to see things from the other person's point of view.
When you do this, you'll realize that other people most likely aren't being evil, unkind,
stubborn, or unreasonable – they're probably just reacting to the situation with the
knowledge they have.

2. Validate the other person's perspective.

Once you "see" why others believe what they believe, acknowledge it. Remember:
acknowledgment does not always equal agreement. You can accept that people have
different opinions from your own, and that they may have good reason to hold those
opinions.

3. Examine your attitude.

Are you more concerned with getting your way, winning, or being right? Or, is your
priority to find a solution, build relationships, and accept others? Without an open mind
and attitude, you probably won't have enough room for empathy.

4. Listen.
Listen to the entire message that the other person is trying to communicate.
 Listen with your ears – what is being said, and what tone is being used?

 Listen with your eyes – what is the person doing with his or her body while speaking?

 Listen with your instincts – do you sense that the person is not communicating
something important?

 Listen with your heart – what do you think the other person feels?

5. Ask what the other person would do.

When in doubt, ask the person to explain his position. This is probably the simplest, and
most direct, way to understand the other person. However, it's probably the least used way
to develop empathy.

57
 It's fine if you ask what the other person wants: you don't earn any "bonus points" for
figuring it out on your own.

For example, the boss who gives her young team members turkey vouchers for the
holidays, when most of them don't even cook is using her idea of a practical gift – not
theirs

Practice these skills when you interact with people. You'll likely appear much more caring
and approachable – simply because you increase your interest in what others think, feel,
and experience. It's a great gift to be willing and able to see the world from a variety of
perspectives – and it's a gift that you can use all of the time, in any situation.

Here are some more tips for an empathic conversation:

 Pay attention, physically and mentally, to what's happening.

 Listen carefully, and note the keywords and phrases that people use.

 Respond encouragingly to the central message.

 Be flexible – prepare to change direction as the other person's thoughts and feelings also
change.

 Look for cues that you're on target.

Benefit of kindness

Remarkable Benefits of Kindness at Work

According to a recent study, people who were treated kindly at work repaid it by being 278%
more generous to coworkers compared to a control group. Research has found that kindness
encourages increased health and increased emotional well-being in the workplace in the
following ways:

 Increases Energy Levels. Acts of kindness release a hormone called serotonin which
generates a feeling of calmness and can even boost self-esteem.

58
  Increases Positive Perspectives. Kindness also encourages the release of oxytocin
which encourages optimism, lowers blood pressure, and promotes cardiovascular
health.
 Increases Well-Being. When you are kind, serotonin is released into your system.
Serotonin is the ‘feel good’ chemical in our brain that generates happiness.

Benefits of empathy
By Marshall Rosenberg
"Our ability to offer empathy can allow us to stay vulnerable, defuse potential violence, help
us hear the word 'no' without taking it as a rejection, revive lifeless conversation, and even
hear the feelings and needs expressed through silence."

"Time and again, people transcend the paralyzing effects of psychological pain when they
have sufficient contact with someone who can hear them empathically."

By maintaining our attention on what's going on within others, we offer them a chance to
fully explore and express their interior selves. We would stem this flow if we were to shift
attention too quickly either to their request or to our own desire to express ourselves."

”Empathy gives you the ability to enjoy another person's pain.”

The more we empathize with the other party, the safer we feel.”

”Empathy allows us to re-

perceive our world in a new
way and move forward”

”To be able to hear our own

feelings and needs and to
empathize with them can free
us from depression.”

59
 How to Practice Kindness in the Workplace
When we think about how to optimize success in your workplace, compassion isn’t always
the first thing that enters our mind. We talk more about things like increasing efficiency, sales
numbers, and billable hours. But studies show kindness makes good business sense and
there’s a lot of research showing some pretty compelling numbers. For example, employees
of companies described as having kind cultures perform at 20% higher productivity levels,
are 87% less likely to leave their jobs, and make fewer errors, saving their companies time
and money. The companies themselves have 16% higher profitability.
Whether you’re a manager or an entry-level employee,
there are many ways to bring kindness into the
workplace. Here are a few simple ideas:

 Get to know your colleagues

 Offer guidance to a co-worker
 Build a collaborative environment with idea sharing
 Check the motivation behind your words, decisions, and behavior
 Acknowledge co-workers’ strengths and positive characteristics in front of others
 Lend a hand to someone who is under a tight deadline
 Encourage employees to openly communicate and share their thoughts
 Organize occasional teambuilding activities and have co-workers submit ideas and
suggestions

60
How to Practice empathy in the Workplace

To start using empathy more effectively, consider the following:

1. Put aside your viewpoint, and try to see things from the other person's point of view. ...
2. Validate the other person's perspective. ...
3. Examine your attitude. ...
4. Listen. ...
5. Ask what the other person would do.

61
4.2 RESEARCH ARTICLES

1st RESEARCH ARTICLE

Title: Organizational Culture: The Indian Perspective

Date of publication: 07-03-2018

Author: Shalini Kumar

Abstract

Over the past three decades’ organization culture has been studied broadly by the
researchers. Nowadays Key factors in human resource development are knowledge & skills,
information and insight whereas values are being ignored. Just as unclean water cannot
reflect the shining glory of moon, so is a contaminated mind incapable of producing clean &
pure decision. As stated by Vivekananda that the Indian problem of organization is to found
at the root level of personal dynamics, he believed that one of the major organizational blocks
is jealousy this paper is an attempt to analyze the importance of values and consciousness of
each individual /manager in an organization. What are the keynotes about work from Indian
Psycho- philosophy? It also explores prevailing contaminations in our organizational culture
& further intends to find answer to question that while creating the foundations of culture if
values are being bypassed or overlooked then does it really impact performance? Is there any
link between organizational culture and performance? This study is based on literature to
understand the importance of organizational culture.

62
2nd RESEARCH ARTICLE
Title: Study on organizational commitment and workplace empowerment as predictors of
organization citizenship behavior

Date of publication: 10.09.1985

Author: Dr. ShineyChib

Abstract

Organizational citizenship behavior (OCB) can be defined as, anything positive and
constructive that employees do voluntarily, which supports co-workers and benefits the
company. These employees are always ready to ‘go the extra mile’ or ‘go above and beyond’
the minimum efforts required to do a merely satisfactory job. Human capital plays a key role
in achieving organization objectives with the highest effectiveness. Employee empowerment
is a strategy and philosophy and helps employees own their work and take responsibility for
their results. Organizational commitment is individual’s psychological involvement and
attachment to the organization and is very important for organizational success. It predicts
work variables such as turnover, organizational citizenship behavior and job performance.
This paper is an effort to analyze work place empowerment and organizational commitment
as a predictor of organizational citizenship behavior.

63
3rd RESEARCH ARTICLE
Title: Ethical Cultures in Large Business Organizations in Brazil, Russia, India, and China

Date of publication: 24 July 2011

Author: Alexander Ardichvili

Abstract:

This study focuses on comparison of perceptions of ethical business cultures in large business
organizations from four largest emerging economies, commonly referred to as the BRICs
(Brazil, Russia, India, and China), and from the US. The data were collected from more than
13,000 managers and employees of business organizations in five countries. The study found
significant differences among BRIC countries, with respondents from India and Brazil
providing more favorable assessments of ethical cultures of their organizations than
respondents from China and Russia. Overall, highest mean scores were provided by
respondents from India, the US, and Brazil. There were significant similarities in ratings
between the US and Brazil. Keywords Ethical business culture Business ethics BRICs Brazil
Russia India China USA.

64
4th RESEARCH ARTICLE
Title: Impact on Organizational Climate trough Organizational Culture factors.

Date of publication: 05November 2008

Author: Latvia and Lithuania Juris Iljins

Abstract:

Purpose of the article: The purpose of this paper is to investigate the impact of organizational culture
on organizational climate in process of change. For solving this problem, it is necessary to identify the
main factors of organizational culture in the change process. After exploring the impact of
organizational culture on organizational climate through distinguished culture’s factors, article
examines how changes can be processed in different cultural environments. Methodology: The
research design is based on Yin (1994) methodology and consists of two main stages: data analysis
and validation for case study and case study’s methodology according to Yin (1994) (four steps:
design the case, conduct the case, analyze the case evidence and develop conclusions). In the first
stage an expert evaluation method was used to investigate the significance of organizational culture
factors’ impact on organizational climate. Different factors of organizational climate were explored in
the paper. To affirm the results triangulation method was applied. To verify the results of the research
mathematical calculations and case study were used. Within the research the most significant factors
were stressed. During the second stage, the case study was carried out to validate the research results
in specific companies. Comparison between medium-size companies was made. It is important, that in
case Latvian company (A) capital holders are Latvian entrepreneurs and capital holders of Lithuanian
company (B) are international. Scientific aim: To distinguish organizational culture’s factors that have
an impact on organizational climate’s change.

Findings: The results of the research confirmed that during the period of changes organizational
culture has an impact on organizational climate through specific factors. Theoretical model how
change organizational culture impacts organizational climate is developed. Research showed that
stability, job satisfaction, team orientation, empowerment, core values, agreement, open
communication, job autonomy and reward system are the most significant factors organizational
culture influences organizational climate through. Moreover, the lists of practical recommendations
for companies, which are planning to implement changes, were developed. Conclusions: This research
gives managers an idea on how to deal with top-down approach to influence organizational climate.
This research limits not to looking at factors in scope of organizational culture and climate
classification and how they can influence shifts in between.

65
5th RESEARCH ARTICLE
Title: Organizational culture and knowledge sharing: critical success factors

Date of publication: 20 June 2016

Author: Adel Ismail Al-Alawi, Nayla Yousif Al-Marzooqi and Yasmeen Fraidoon Mohammed

Abstract:

This research aims at investigating the role of certain factors in organizational culture in the
success of knowledge sharing. Such factors as interpersonal trust, communication between
staff, information systems, rewards and organization structure play an important role in
dining the relationships between staff and in turn, providing possibilities to break obstacles to
knowledge sharing. This research is intended to contribute in helping businesses understand
the essential role of organizational culture in nourishing knowledge and spreading it in order
to become leaders in utilizing their know-how and enjoying prosperity thereafter.
Design/methodology/approach – The conclusions of this study are based on interpreting the
results of a survey and a number of interviews with staff from various organizations in
Bahrain from the public and private sectors. Findings – The research endings indicate that
trust, communication, information systems, rewards and organization structure are positively
related to knowledge sharing in organizations. Research limitations/implications – The
authors believe that further research is required to address governmental sector institutions,
where organizational politics dominate a role in hoarding knowledge, through such methods
as case studies and observation. Originality/value – Previous research indicated that the
Bahraini society is influenced by traditions of household, tribe, and especially religion of the
Arab and Islamic world. These factors define people’s beliefs and behaviors, and thus
exercise strong influenced in the performance of business organizations. This study is
motivated by the desire to explore the role of the national organizational culture on
knowledge sharing, which may be different from previous studies conducted abroad.
Keywords Knowledge sharing, Trust, Communications, Organizational structures,
Organizational culture Paper type Research paper

66
6th RESEARCH ARTICLE
Title: Conversation at the Border between Organizational Culture Theory and Institutional
Theory

Date of publication: 21(1):94-97 · January 2012

Author: Mary Jo Hatch1 and Tammar Zilber2

Abstract:

This paper reflects our conversation at the border - a dividing line but also a potential meeting
place – of organizational culture theory and institutional theory. First, we discuss the border
between institutional theory and organizational culture theory by exploring two notions
central to both - taken for grantedness and meanings. We ask what is taken for granted about
institutions and organizational culture and how institutions and organizational cultures
materialize? Our conversation reveals that although the notion of the taken for granted is
important to institutional theory and organizational culture theory, what this means and
implies is quite different for each. We also found that even though institutions and cultures
involve meaning and evolve through meaning making, the two are understood and hence
explored methodologically in quite different ways. So what seemed to be similar in these two
theoretical frameworks actually differentiates them. Nevertheless, and still optimistically, we
move on to suggest possible ways to bridge organizational culture theory and institutional
theory, specifically through the notion of identity - both individual, organizational and
interorganizational.

67
7th RESEARCH ARTICLE
Title: Impact of Organizational Culture on Organizational Climate during the Process of
Change

Date of publishing: · December 2015

Author: Elina Gaile-Sarkane Riga

Abstract

Purpose of the article: The purpose of this paper is to investigate the impact of organizational
culture on organizational climate in process of change. For solving this problem, it is
necessary to identify the main factors of organizational culture in the change process. After
exploring the impact of organizational culture on organizational climate through
distinguished culture’s factors, article examines how changes can be processed in different
cultural environments. Methodology: The research design is based on Yin (1994)
methodology and consists of two main stages: data analysis and validation for case study and
case study’s methodology according to Yin (1994) (four steps: design the case, conduct the
case, analyze the case evidence and develop conclusions). In the first stage an expert
evaluation method was used to investigate the significance of organizational culture factors’
impact on organizational climate. Different factors of organizational climate were explored in
the paper. To affirm the results triangulation method was applied. To verify the results of the
research mathematical calculations and case study were used. Within the research the most
significant factors were stressed. During the second stage, the case study was carried out to
validate the research results in specific companies. Comparison between medium-size
companies was made. It is important, that in case Latvian company (A) capital holders are
Latvian entrepreneurs and capital holders of Lithuanian company (B) are international.
Scientific aim: To distinguish organizational culture’s factors that have an impact on
organizational climate’s change. Findings: The results of the research confirmed that during
the period of changes organizational culture has an impact on organizational climate through
specific factors. Theoretical model how change organizational culture impacts organizational
climate is developed. Research showed that stability, job satisfaction, team orientation,
empowerment, core values, agreement, open communication, job autonomy and reward
system are the most significant factors organizational culture influences organizational
climate through. Moreover, the lists of practical recommendations for companies, which are
planning to implement changes, were developed. Conclusions: This research gives managers
an idea on how to deal with top-down approach to influence organizational climate. This
research limits not to looking at factors in scope of organizational culture and climate
classification and how they can influence shifts in between. Further research should be
conducted to introduce in model characteristics of organization, culture and outcome in
organizational climate change.

Keywords: change process, change agent, organizational culture, organizational climate

68
8th RESEARCH ARTICLE
Title: Innovation or imitation? The role of organizational culture

Date of publishing: Article in Management Decision · February 2011

Abstract

Innovation is crucial for attaining a competitive advantage for companies. Innovation, versus
imitation, motivates companies to launch new products and become pioneers on markets.
Many factors have been shown to be determinants for supporting an organizational
innovative orientation. One of them is organizational culture. The objective of this paper is to
analyze the organizational culture that fosters or inhibits organizational innovation and
imitation strategy. Design/methodology/approach – The paper uses a sample of 471 Spanish
companies for examining the hypotheses. Using hierarchical multiple regression analysis, it
relates the effect of organizational culture with an innovation strategy. Findings – The results
confirm the hypotheses. The paper finds that organizational culture is a clear determinant of
innovation strategy. Moreover, adhocracy cultures foster innovation strategies and
hierarchical cultures promote imitation cultures. Research limitations/implications – The
main limitations are that data in the study were collected from one source for the cross-
sectional design of this research. Practical implications – Managers should pay more attention
to their organization culture if they pursue innovation/imitation strategies. Moreover,
depending on this orientation (to be the first company to introduce in new markets or develop
new products for a market versus to follow a pioneer), companies should promote different
values and norms in their organizations. Originality/value – The main value of this paper is
its analysis and testing of the relation of organizational culture and innovation orientation.
The majority of the literature underlines the paper’s seeking after organizational culture for
innovation. However, this topic has not been studied in depth and requires attention to
different organizational cultures and innovation orientations. Keywords Organizational
culture, Innovation, Spain Paper type Research paper

69
 CHAPTER V

DATA PRESENTATION, ANALYSIS &

INTERPRETATION DATA

70
The researcher has selected simple random sampling method for collection of data with
various sources with sample size 100 workers and 5 managers; questionnaire method was
used for collection of data. In questionnaire various parameters were taken into consideration
for the analysis of the study.

Research Method

Exploratory research method is used for the study of Leadership style in work force, Nashik

Sampling Techniques

Convenience Sampling is a type of non-probability sampling method in which selection of

units from the population is based on their easy availability and accessibility to the
researcher. This study is adopted by Convenience sampling.

Sample size

The sample size for my study is 105 = 5 managers + 100 employees.

Tool for data analysis

Data collection is analyzed with the help of statistical tool such as Likert scale and Simple
percentage method along with tables, charts and graphs will be used for quick understanding
of the study.

Data Presentation Tools

Different tools such as tables and graphs using bar graphs, pie charts etc. are used to do the
data presentation

71
5.1 SAMPLE ANALYSIS
5.1 AWARE ABOUT THE VISION AND MISSION.

A] Fully B] Partially
Respondent C] Unaware
Aware Aware
Manager 15 02 03
% 75 10 15
Employee 70 5 5
% 87.5 6.25 6.25

Table 6.1

SOURCE: Data Collected from Primary Data through Questionnaire Method.

Graph 5.1

Analysis - In graph 5.1 75% manager are saying that they are aware about the vision and
mission of the company and 10% of are partially aware about the vision and mission and 15
%are unaware about it. And Employee 87.5% of employees is aware about the vision and
mission of the company 5%are partially aware and 6.25 % are unaware of the vision and
mission.

Interpretation: From the above data, it is observed that majority of people are fully aware
about the vision and mission of the company.

72
5.2 AWARE ABOUT THE BRAND PILLAR.

B] Partially
Respondents A] Fully Aware C] Unaware
Aware
Manager 17 02 01
% 85 10 5
Employee 75 3 2
% 93.75 3.75 2.5

Table 5.2

SOURCE: Data Collected from Primary Data through Questionnaire Method.

80 75
Brand Pillar
70

60

50

40
manager
30 emplyee
20 17

10
2 2 1 3
0
fully aware partially aware unaware

Graph 5.2

Analysis - In graph 5.2 85% manager are saying that they are aware about the Brand pillar of
the company and 10% of are partially aware about the Brand pillar and 5%are unaware about
it. And Employee 93.75% of employees is aware about the Brand pillar of the company 3.75
%are partially aware and 2.5 % are unaware of the vision and mission.

Interpretation: From the above data, it is observed that majority of people are fully aware
about the Brand pillar the company.

73
 5.3 AWARE ABOUT THE CORE VALUE.
B] Partially
Respondent A] Fully Aware C] Unaware
Aware
Manager 10 7 3
% 50 35 15
Employee 40 20 10
% 50 25 12.5

Table 5.3

SOURCE: Data Collected from Primary Data through Questionnaire Method.

45 Core Value
40
40

35
30
30
Respondent

25

20 manager
emplyee
15
10 10
10 7

5 3

0
fully aware partially aware unaware

Graph 5.3

Analysis - In graph 5.3 50% manager are saying that they are aware about the Core value of
the company and 35% of are partially aware about the Core value and 15%are unaware about
it. And Employee 50% of employees are aware about the Core value of the company 25%are
partially aware and 12.5% are unaware of theCore value .

Interpretation:From the above data, it is observed that majority of people are fully aware
and also some are partially aware about it about the of Core value the company.

74
5.4 AWARE ABOUT THE VARIOUS POLICIES.

Respondents B] Partially
A] Fully Aware C] Unaware
Aware
Manager 10 10 0
% 50 50 0
Employee 70 10 10
% 87.5 12.5 12.5

Table 5.4

SOURCE: Data Collected from Primary Data through Questionnaire Method.

Policies of M &M

70
60
50
60
40
30
20 10
10 10 10 10
0
0
fully aware partially aware unaware

manager emplyee

graph 5.4

Analysis - In graph 5.4 50% manager are saying that they are aware about the polices of
Mahindra and Mahindra and 50% of are partially aware about the polices and 0%are
unaware about it. And Employee 87.5% of employees are aware about the policies of the
company 10%are partially aware and 12.5% are unaware about the polices.

Interpretation:From the above data, it is observed that majority of people are fully aware
and also some are partially aware about it about the polices.

75
Statement 5. Culture of Mahindra & Mahindra.
A]
E]Very
Respondent Very B] Hard C]Neutral D] Soft
Soft
Hard
Manager 0 3 10 5 2
% 0 15 50 25 10
Employee 5 10 30 30 5
% 25 12.5 37.5 37.5 6.25

Culture of M&M
30 30
30

25

20

15
10 10
10
5 5 5
3 2
5
0
0
Very hard Hard Netural Soft Very soft

MANAGER EMPLOYEE

Graph 5.5

Analysis - In graph 5.5 3% manager are saying that the culture of Mahindra is hard 10% are
saying its neutral and 5% of managers are saying it is soft and 2% of managers are saying it
is very soft culture in Mahindra and Mahindra and about Employees 5% of employees are
saying it is very hard and 10% of employees are saying its hard and 30%are saying it is
neutral and 30%agree it is soft and 5% are saying it is very soft culture of Mahindra &and
Mahindra

Interpretation:From the above data, it is observed that majority of people are saying the
culture of Mahindra and Mahindra is neural.

76
  KINDNESS

Statement 1. Important to show kindness to others.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 5 15 0 0 0 4.25
% 25 75 0 0 0
Employee 50 20 10 0 0 4.5
% 62.5 25 12.5 0 0
Manager Mean (5*5)+(4*15)+(3*0)+(3*0)+(2*0)+(1*0) =4.25

Employee Mean (5*50)+(4*20)+(3*10)+(3*0)+(2*0)+(1*0) =4.5

Importance to show kindness

50
50
45
40
35
30
25 20
20 15
15 10
10 5
5 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph 5.6

Analysis – - In graph 5.6 25% manager are strongly agree with the statement kindness is
very important in an organization and 75% of people are agree that kindness is important in
an organization . On the other hand employees 62.5% are agree with the statement and 25 %
are agree and 12.5 % are neutral about the statement.

77
Interpretation: From the above data, it is observed that majority of people are strongly
agree with the statement it is important to show kindness to others.

Statement 2. Kindness should play an important part in workplace.

Respondents A] Strongly E]Strongly Mean
B] Agree C]Neutral D]Disagree
agree disagree
Manager 15 5 0 0 0 4.75

% 75 25 0 0 0

Employee 50 30 0 0 0 4.625

% 62.5 37.5 0 0 0

Kindness play importanat role

50
50

40
30
30

20 15

10 5
0 0 0
0 0
Strongly agree 0 0
Agree
Netural
Disagree
Strongly
disagree

MANAGER EMPLOYEE

Graph 5.7

Analysis – - In graph 5.775% manager are strongly agree with the statement that kindness
plays an important role at work place and 25% of manager are just agree. On other hand
62.5% employees are strongly agree and 37.5 employees are just agree with the statement
kindness plays an important role at work place.

78
Interpretation: From the above data, it is observed that majority of people are strongly
agree with the statement Kindness should play an important part in workplace.

Statement 3.Feel good when I perform an act of kindness

Respondents A] E] Mean
B]
Strongly C]Neutral D]Disagree Strongly
Agree
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 50 20 10 0 0 4.5
% 62.5 25 12.5 0 0

Act of kindness in organisation

50
50

40

30
20
20
10
10
10 10
0 0
0 0
Strongly agree 0 0
Agree
Netural
Disagree
Strongly
disagree

MANAGER EMPLOYEE

Graph5.8

Analysis – - In graph 5.8 50 % manager are strongly agree with the statement that they feel
good when they perform an act of kindness in organization. And 50% of manager are agree
with the statement . Talking about employee then 62.5 % of employee are strongly agree and
25% are agree with it and 12.5 % are neutral about it.

Interpretation: From the above data, it is observed that majority of people are strongly
agree with the statement that they feel good when they perform an act of kindness in
organization.

79
Statement 4. Important element to developing relationship rapport and support culture in
organization settings

A]Strongly B] E]Strongly Mean

Respondents C]Neutral D]Disagree
agree Agree disagree
Manager 15 5 0 0 0 4.75
% 75 25 0 0 0
Employee 50 20 10 0 0 4.5

% 62.5 25 12.5 0 0

Developing relationship rapport support

50
50
45
40
35
30
25 20
20 15
15 10
10 5
5 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.9

Analysis – - In graph 5.9 75% manager are strongly agree with the statement that Kindness
is an important element to developing relationship rapport and support culture in organization
settings and 25% of manager are agree with it . Talking about the employees 62.5 % of
employees are strongly agree with statement 25 % are agree and 12.5 % are neutral about it.

80
Interpretation: From the above data, it is observed that majority of people are strongly
agree with the statement that. Kindness is an important element to developing relationship
rapport and support culture in organization settings.

Statement 5. Manager care about me as a person.

Respondents A]Strongly B] E]Strongly Mean
C]Neutral D]Disagree
agree Agree disagree
Manager 15 5 0 0 0 4.75
% 75 25 0 0 0
Employee 50 10 20 0 0 4.5
% 62.5 12.5 25 0 0

Managers care
50
50

40

30

20 15 20
10
10 5
0 0
0 0
Strongly agree 0 0
Agree
Netural
Disagree
Strongly
disagree

MANAGER EMPLOYEE

Graph5.10

Analysis – - In graph 5.10 75% manager are strongly agree with the statement that there
manager care about them as a person 25% are agree with it and on the other hand 62.5 % of
employee are strongly agree 12.5 % are agree and 25% of employee are just neutral about it.
Here there should be little improvement .Managers should care about their employees

81
Interpretation: From the above data, it is observed that majority of people are strongly
agreed with the statement that that there manager care about them as a person.

Statement 6. Manager cares about development.

Respondents A]Strongly E]Strongly Mean
B] Agree C]Neutral D]Disagree
agree disagree
Manager 15 5 0 0 0 4.75
% 75 25 0 0 0
Employee 50 10 20 0 0 4.5
% 62.5 12.5 25 0 0

Managers care about develpment

40
40
35
30
25 20
20
15 10 10 10
10 5 5
5 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.11

Analysis – In graph 5.11 75% manager are strongly agree with the statement that ,their
manager cares about their development 25% are agree with it . On the other hand the
employees 62.5 % are strongly agree and 12.5 % are agree with it and 25 % of employees are
just neutral about it . So there should be improvement in this.

82
Interpretation: From the above data, it is observed that majority of people are strongly
agreed with the statement that their manager cares about their development.

Statement 7. How do you feel when someone shows you kindness?

Respondents A] Mean
B] C]Moderately D]Slightly E] Not
Extremely
Satisfied satisfied satisfied satisfied
satisfied
Manage 15 5 0 0 0 4.75
% 75 25 0 0 0
Employee 50 20 10 0 0 4.5
% 62.5 25 12.5 0 0

Kindness

70

80
60
40
10
15 0 0 0
5 EMPLOYEE
20 0 0 0
MANAGER
0
Extremely Satisfied Moderately Slightly extermly
satisfied satisfied satisfied important

MANAGER EMPLOYEE

Graph5.12

Analysis – In graph 5.12 75% manager feel Extremely satisfied when someone show
kindness to them 25% of manager feel satisfied . And talking about the employees 62.5 % of
employees are also extremely satisfied and 25% are satisfied and 12.5 % of employees are
moderately satisfied with the statement.

83
Interpretation: From the above data, it is observed that majority of people are strongly
agreed with the statement that their manager cares about their development.

Statement 8. How important is being kind to you?

Respondents A] Low B]Some D]Very E]Extremely
C]Important
Important important important important
Manager 0 0 5 10 5
% 0 0 25 50 25
Employee 0 10 20 40 10
% 0 12.5 25 50 12.5

Importance of kindness

70
60
50
40
30
20
10
0
Extremely Satisfied Moderately Slightly satisfied extermly
satisfied satisfied important

MANAGER EMPLOYEE

Graph5.13

Analysis – In graph 5.13 it is observed that 25% of manager for them being kind is
important 50% it is very important and 25 % it is extremely important .Talking about
manager 12.5 % it is some important 25% important 50% very important and 12.5 % it is
extremely important.

84
Interpretation: From the above data, it is observed that majority of people for them
kindness is very important.

Statement 9. recognized change in kindness since past 3 years.

Respondents A] More Change B]Somewhat C]No change
change
Manager 0 15 5
% 0 75 25
Employee 5 50 25
% 6.25 62.5 31.25

Kindness since past 3 years

30 30

25
20
15
10 10 10 manager
5
5 3 emplyee
0
0

More change
Some what
change No change

Graph5.14

Analysis – In graph 5.14 75 % manager agree with the statement there was some what
change in kindness at M & M and 25% of manager says there is no change in organization .
On other hand employees says that 6.25 % there is more change and 62.5 says there is
somewhat change and 31.25 % says there is no change in company.

85
Interpretation: From the above data, it is observed that majority of manager and employees
are saying somewhat change is been observed company.

Statement 10. How would you rate the kindness of your colleagues?
Respondents B]Kind C]Neither kind D]Unkind
nor unkind
Manager 15 5 0
% 75 25 0
Employee 60 20 0
% 75 25 0

Kindness of colleagues
70
60
60
50
40
manager
30
20 emplyee
20 15
10 5
0 0
0
Kind Nither kind nor Unkind
unkind

Graph5.15

Analysis – In graph 5.15 it is observed that 75% of managers says that there is kind behavior
of there colleagues and 25% says the colleagues are neither kind nor unkind they are neutral
in there behavior .On other hand 75% of employees says that there colleagues are kind and
25% are neither kind nor unkind.

86
Interpretation: From the above data, it is observed that majority of manager and employees
are saying that their colleagues are kind.

Statement 11. How would you rate kindness of your subordinates?

Respondents B]Kind C]Neither kind D]Unkind
nor unkind
Manager 15 5 0
% 75 25 0
Employee 60 20 0
% 75 25 0

Kindness of subordinates
70
60
60
50
40
manager
30
20 emplyee
20 15
10 5
0 0
0
Kind Nither kind nor Unkind
unkind

Graph5.16

Analysis – In graph 5.16 it is observed that 75% of managers says that there is kind behavior
of their subordinates and 25% says the subordinates are neither kind nor unkind they are
neutral in theirbehavior. On other hand 75% of employees says that their colleagues are kind
and 25% are neither kind nor unkind.

87
Interpretation: From the above data, it is observed that majority of manager and employees
are saying that their subordinates are kind.

 COOPERATION &CO ORDINATION

Statement 1. Happy employee of company.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 5 15 0 0 0 4.75
% 25 75 0 0 0
Employee 10 70 0 0 0 4.125
% 12.5 87.5 0 0 0

Happy employee of company

40
40
35 30
30
25
20 15
15 10 10
10 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.17

Analysis – In graph 5.17 it is observed that 25% manager strongly agree with the statement
that they are happy employees of the company and 75 % are just agree . On the other hand

88
12.5 % of employees are strongly agree and 87.5 % are just agree with the statement that they
are very happy employee of M & M .

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that they are happy employee company.

Statement 2. Manager cares about feedback.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 5 5 10 0 0 3.75
% 25 25 50 0 0
Employee 10 40 20 10 0 3.625
% 12.5 50 25 12.5 0

Feedback
40
40
35
30
25 20
20
15 10 10 10
10 5 5
5 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.18

Analysis – In graph 5.18 it is observed that 25% manager strongly agree with the statement
that there manager cares about my feedback 40%are agree and 50% are neutral about it .On
other hand 12.5 % of employee are strongly agree with the statement and 50 % are agree with

89
it and 25 % are neutral with this statement and 12.5 % are disagree with it they says that there
manager does not care about their feedback.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that their managers cares about their feedback.

Statement 3. Can share honest thoughts with manager

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 20 40 10 10 0 3.875
% 25 50 12.5 12.5 0

Honest thoughts with manager

40

40 20
30 10 10
20 10 0
5 5 EMPLOYEE
10 0 0
MANAGER
0
Strongly agree Agree Netural Disagree Strongly
disagree

MANAGER EMPLOYEE

Graph5.19

Analysis – In graph 5.19 it is observed that 50% manager strongly agree with the statement
that there can share there honest thought with their manager 25% are agree and 25 % are

90
neutral about it . On other hand employees 25 % are strongly agree and 50 % are agree with
the statement and 12.5 are neutral with it and 12.5 % are disagree with the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that they can share their honest thoughts with their manager.

Statement 4. Manager has a good level of transparency.

Respondents A] B] Agree C]Neutral D]Disagree E]Strongly Mean
Strongly disagree
agree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 10 40 30 0 0 3.75
% 12.5 50 37.5 0 0

Level of transparancy
40
40
35 30
30
25
20
15 10 10 10
10
5 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.20

91
Analysis – In graph 5.20 it is observed that 50% manager strongly agree with the statement
that their manager has a good level of transparency with them and there team 50 % are agree
with the statement. 12.5 % employees are strongly agree with the statement and 50 % are just
agree and 37.5 % are neutral.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement and employee side majority of employees are neutral with the
statement.

Statement 5.Feel happy for others success.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 40 40 0 0 0 4.5
% 50 50 0 0 0

Feel happy for others success

40 40
40
35
30
25
20
15 10 10
10
5 0 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.21

Analysis – In graph 5.21 it is observed that 50% manager strongly agree with the statement
that they feel happy for others success. And employees are also strongly agree that they are
happy for others success. 50% of employees are agree with the statement.

92
Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree with the statement that they are happy for others success.

 STATUS AND RECOGNITION

Statement 1. Paid well for the work.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 5 05 0 0 4.25
% 50 25 25 0 0
Employee 10 40 20 10 0 3.625
% 12.5 50 25 12.5 0

Paid well for work

40
40
35
30
25 20
20
15 10 10 10
10 5 5
5 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.22

Analysis – In graph 5.22 it is observed that 50% manager strongly agree with the statement
that they are paid well for the work that they do 25% are just agree and 25 % are neutral

93
about the statement. On other hand 12.5 % of employee are strongly agree 50 % are agree 25
% are neural and 12.5 % of employee disagree with the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that they are paid well for the work they do.

Statement 2. I have infrastructure which I need to do my job well.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 40 40 0 0 0 4.5
% 50 50 0 0 0

Infrastructure
50

40

30 40
30
20
10
10
0 10
10
0 10
Strongly 0
Agree 0
agree Netural
Disagree
Strongly
disagree

MANAGER EMPLOYEE

Graph5.23

Analysis – In graph 5.23 it is observed that 50% manager strongly agree with the statement
that they have infrastructure which they need to do their job well 50 % are agree . On other
hand employees 50% are strongly and 50% are agree with the statement.

94
Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that they have infrastructure which they need to do their job
well.

Statement 3. I am happy with the statutory and non -statutory benefit.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 12 8 0 0 0 4.6
% 60 40 0 0 0
Employee 11 49 31 0 0 4.3
% 13.75 61.25 38.75 0 0

Statutory and non statutary benifits

49
50
45
40
35 31
30
25
20
12 11
15 8
10
5 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.24

95
Analysis – In graph 5.24 it is observed that 60% manager strongly agree with the statement
that they are happy with the statutory and non -statutory benefit of company which is
provided to them 40% are just agree . Talking about the employees then 13.75 % are strongly
agree 61.25 % are agree and 38.75 % are neutral about the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement.

Statement 8.Happy with the frequency at which I receive recognition .

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree dagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 10 30 20 20 0 3.875
% 12.5 37.5 25 25 0

Frequency of recognitions
30
30

25
20 20
20

15
10 10
10
5 5
5
0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.25

96
Analysis – In graph 5.25 it is observed that 50% manager strongly agree with the statement
that they are happy with the frequency at which they receive recognition from their manager
25% are agree and 25 % are neutral about it .On other hand 12.5 % of employee are strongly
agree and 37.5 % are agree and 25% are neutral 25% are disagree with the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement.

Statement 5. Recognition is meaningful.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 45 35 0 0 0 4.5625
% 56.25 43.75 00 0 0

Recognition is meaningful

45
35
50
40
30
20 10 10 0 0 0
EMPLOYEE
10 0 0 0
MANAGER
0
Strongly agree Agree Netural Disagree Strongly
disagree

MANAGER EMPLOYEE

Graph5.26

97
Analysis – In graph 5.26 it is observed that 50% manager strongly agree with the statement
thatRecognition is meaningful when they receive it and 50%of manager are aggre with the
statement. On other hand 56.25% are strongly agree and 43.75%are just agree with the
statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree with the statement that Recognition is meaningful when they receive it.

Statement 6. Organization encourages me to give opinions.

Respondents A] Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 10 40 20 10 0 3.625
% 12.5 50 25 12.5 0

Organisations encouragement
40
40
35
30
25 20
20
15 10 10 10
10 5 5
5 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.27

98
Analysis – In graph 5.27 it is observed that 50% manager strongly agree with the statement
that their organization encourages them to give their opinion25% are agree and 25% are
neutral with the statement. On other hand 12.5 % of employees are strongly agree and 50%
are agree 25% are neutral and 12.5% are disagree with the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are just agree with the above statement.

Statement 7. My work contributes to organization goals.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 7 3 0 0 4.35
% 50 35 15 0 0
Employee 30 10 25 15 0 3.6875
% 37.5 12.5 31.25 18.75 0

Work contribution to organization goal

30
25
30
25 15
20 10 MANAGER
15 10
7 EMPLOYEE
10 0
3 EMPLOYEE
5 0 0
MANAGER
0
Strongly Agree Netural Disagree Strongly
agree disagree

99
 Graph5.28

Analysis – In graph 5.28 it is observed that 50% manager strongly agree with the statement
that , their work contributes to the goals of the organization 35 % of manager are agree with
the statement and 15 % are neutral with the statement .On other hand 37.5 % employees are
strongly agree 12.5 % are agree 31.25 % are neutral 18.75 % of employees are disagree with
the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree and neutral with the above statement.

Statement 8. My work is respected

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 10 40 20 10 0 3.625
% 12.05 50 25 12.5 0

Work respected
40
40
35
30
25 20
20
15 10 10 10
10 5 5
5 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.29

100
Analysis – In graph 5.29 it is observed that 50% manager strongly agree with the statement
that,their work is respected 25 % are agree with the statement and 25 % are neutral about the
statement .On other hand 12.5 % of employees are agree with the statement 50% are just
agree 25% are neutral and 12.5 % of employees are disagree with the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree and neutral with the above statement.

Statement 8. Freedom to decide how to do work.

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 10 10 25 30 5 2.875
% 12.5 12.5 31.25 37.5 6.25

Freedom to dececide work

30
30
25
25

20

15
10 10 10
10
5 5 5
5
0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.30

101
Analysis – In graph 5.30 it is observed that 50% manager strongly agree with the statement
that they have enough freedom to decide how to do their work 25% are agree 25% are
neutral and talking about the employees 12.5 % of employees are strongly agree 12.5% are
agree and 31.25 are neutral 37.5 % are disagree and 6.25 % are strongly disagree with the
statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are agree and majority of employee’s are disagree with the statement .

 TRUST / EQUALITY /ENVIRONMENT

Statement 1. I like the atmosphere and culture.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50
Employee 40 30 10 0 0 4.375
% 50 37.5 12.5 0 0

102
 Atmosphere & culture
40
40
35 30
30
25
20
15 10 10
10 5 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.31

Analysis – In graph 5.31 it is observed that 50% manager strongly agree with the statement
that they like the atmosphere and culture of the company and 50% of employees are agree.
Talking about the employees 50% of employees are strongly agree 37.5 are agree and12.5 %
are neutral about the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and agree with the above statement.

Statement 2. Organization never discriminate an individual

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 40 30 10 0 0 4.375
% 50 37.5 12.5 0 0

103
 Discriminate
40
40
35 30
30
25
20
15 10 10
10 5 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.32

Analysis – In graph 5.32 it is observed that 50% manager strongly agree with the statement
that organization never discriminate an individual 25 % are agree and 25% are neutral about
the statement. About the employees 50% of employees are strongly agree and 37.5 agree with
the statement and 12.5 % are neutral.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and agree with the above statement.

Statement 3 .Environment reflects my organization culture.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 20 0 0 0 0 5
% 100 0 0 0
Employee 40 40 0 0 0 4.5
% 50 50 0 0 0

104
 Environment culture
40 40
40
35
30
25 20
20
15
10
5 0 0 0 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.33

Analysis – In graph 5.33 it is observed that 100% manager strongly agree with the statement
that their work environment reflects organization culture. On other hand 50% of employee
are strongly agree with the statement and 50% of employees are agree with the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and agree with the above statement.

Statement 4. Flexibility to take time off when I need to.

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 40 10 20 10 0 4
% 50 12.5 25 12.5 0

105
 Flexibility to take time off
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.34

Analysis – In graph 5.34 it is observed that 50% manager strongly agree with the statement
that they have the flexibility to take time off when they need to and 50% of employees are
agree .Talking about the employee 50% of employee are strongly agree 12.5 % are agree 25
% are neutral and 12.5 % are disagree with the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and agree with the above statement.

Statement 5. Maintain a healthy balance between work and personnel life.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 5 05 0 0 4.25
50 25 25 0 0
Employee 40 20 10 10 0 4.125

106
 50 25 12.5 12.5 0

Healthy balance
40
40
35 30
30
25
20
15 10 10
10 5 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.35

Analysis – In graph 5.35 it is observed that 50% manager strongly agree with the statement
that they maintain a healthy balance between work and my personnel life. 25% are agree and
other 25% are neutral about the statement. About the employees 50% of employees are
strongly agree and 25% are agree and 12.5 % are neutral and 12.5 disagree with the
statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and agree with the above statement. 12.5% are disagree.

Statement 6. Role and duties are assigned in organization according to skills and
knowledge of and individual.

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean

agree Agree disagree
Manager 10 5 05 0 0 4.25

107
 % 50 25 25 0 0
Employee 30 15 10 25 0 3.625
% 37.5 25 12.5 31.25 0

Roles and duties

40
30
40

30
10
20 10 0 0
5 5 EMPLOYEE
10 0 0
MANAGER
0
Strongly agree Agree Netural Disagree Strongly
disagree

MANAGER EMPLOYEE

Graph5.36

Analysis – In graph 5.36 it is observed that 50% manager strongly agree with the statement
that, Role and duties are assigned in organization according to skills and knowledge of and
individual 25 % are agree and 25 % are neutral. About employee 37.5 % are strongly agree
25% are agree 12.5 % are neutral 31.25 are disagree with the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and 31.25 % of employees are disagree with the statement .

Statement 7. Organization culture is fair, balance, and transparent.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
50 50 0 0 0

108
 Employee 40 30 10 0 0 4.375
50 37.5 12.5 0 0

Balance & transparent

40
40
35 30
30
25
20
15 10 10
10 5 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.37

Analysis – In graph 5.37 it is observed that 50% manager strongly agree with the statement
that, they feel organization culture is fair, balance, and transparent and 50 % of employees are
agree. Talking about employee 50% of employees are strongly agree 37.5 % are agree 12.5 %
are neutral.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree that, they feel organization culture is fair, balance, and transparent.

8. My values are respected at workplace.

Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean

agree disagree
Manager 10 10 0 0 0 4.5

109
 % 50 50 0 0 0
Employee 40 30 10 0 0 4.375
% 50 37.5 12.5 0 0

Values are respected

40

30

20
EMPLOYEE
10
MANAGER
0
Strongly agree Agree Netural Disagree Strongly
disagree

MANAGER EMPLOYEE

Graph5.38

Analysis – In graph 5.38 it is observed that 50% manager strongly agree with the statement
that, their values are respected at workplace 50% are agree and on other hand 50% of
employees 50% are strongly agree 37.5 are agree 12.5 neutral.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

 CAREER DEVELOPMENT

Statement 1.Clear with roles, duties, responsibilities.

110
Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 40 40 0 0 0 4.5
% 50 50 0 0 0

Roles & resposibilites

40
40
35 30
30
25
20
15 10 10
10 5 5
5 0 0 0 0
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.39

Analysis – In graph 5.38 it is observed that 50% manager strongly agree with the statement
that, they are clear with roles, duties, responsibilities 50 % are agree and about employees
50% are strongly agree 50% are agree with the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

Statement 2. Opportunity to grow organization.

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree

111
 Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 40 10 30 10 0 4.375
% 50 12.5 37.5 12.5 0

Opportunity to grow
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.40

Analysis – In graph 5.40 it is observed that 50% manager strongly agree with the statement
that, they have opportunity to grow with inorganization 50 % of manager are agree , on other
hand 50% od employees are strongly agree 12.5 % are agree 37.5 are neutral and 12.5 % are
disagree with the statement .

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree and 12.5 % of employees are disagree with the statement .

Statement 3. Organization makes use of our strength

Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean

112
 agree Agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 40 10 30 10 0 4.375
% 50 12.5 37.5 12.5 0

Use of strength
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.41

Analysis – In graph 5.41 it is observed that 50% manager strongly agree with the statement
thatthe way organization makes use of strength 50 % are agree and employees 50% are
strongly agree 12.5 are agree 37.5 are neutral 12.5 disagree.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

Statement 4. Opportunity to improve my skills.

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Respondents A]Strongly B] C]Neutral D]Disagree E]Strongly Mean
agree Agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 30 30 10 10 0 4
% 37.5 37.5 12.5 12.5 0

Opportunity to Improve skills

40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.42

Analysis – In graph 5.42 it is observed that 50% manager strongly agree with the statement
that the feel like they have opportunity to improve skills 25 %are agree 25% are neutral.
About the employees 37.5 % strongly agree 37.5 are agree 12.5 % are neutral and 12.5
disagree.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

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Statement 5. Continuous motivation by management.
Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 30 20 10 20 0 3.75
% 37.5 25 12.5 25 0

Motivation by management
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.43

Analysis – In graph 5.43 it is observed that 50% manager strongly agree with the statement
that there is continuous motivation by management 50 % are agree .Talking about employee
37.5 strongly agree 25 %are agree 12.5 % neutral 25% are disagree.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

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Statement 6. Culture of kindness has improved the productivity.
Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 10 0 0 0 4.5
% 50 50 0 0 0
Employee 40 40 0 0 0 4.5
% 50 50 0 0 0

Productivity
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.44

Analysis – In graph 5.44 it is observed that 50% manager strongly agree with the statement
thatthe culture of kindness has improved the productivity in organization 50% of manager are
agree. About the employee 50% are strongly agree and 50% are agree.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

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Statement 7. Management has increased moral
Respondents A]Strongly B] Agree C]Neutral D]Disagree E]Strongly Mean
agree disagree
Manager 10 5 5 0 0 4.25
% 50 25 25 0 0
Employee 40 30 10 0 0 4.375
% 50 37.5 12.5 0 0

Increased Moral
40
35
30
25
20
15
10
5
0
Strongly agree Agree Netural Disagree Strongly disagree

MANAGER EMPLOYEE

Graph5.45

Analysis – In graph 5.45 it is observed that 50% manager strongly agree with the statement
that the management has increased moral 25% are agree 25% are neutral and talking about
50% employees are strongly agree 37.5 are agree 12.5 % neutral about the statement.

Interpretation: From the above data, it is observed that majority of manager and employees
are strongly agree about the statement.

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 16] Do you think that open communication will help for creating and maintaining a
positive work culture

Respondents YES NO
Manager 20 0
% 100 0
Employee 80 0
% 100 0

90
Open Communication
80

70

60

50

40

30

20

10

0
Manager Employee

YES

Graph5.46

Analysis – In graph 5.46 it is observed that 100% of manager & employee are agreed with
the statement. 100% of manager and employee are saying yes .

Interpretation: From the above data, it is observed that majority of manager and employees
are saying Yes about the statement.

118
 17] Do you think that empowering employees will help for creating and maintaining a
positive work culture

A] YES B] NO

Respondents YES NO
Manager 20 0
% 100 0
Employee 80 0
% 100 0

Manager Employee

Graph5.47

Analysis – In graph 5.47 it is observed that 100% of manager & employee are agreed with
the statement. 100% of manager and employee are saying yes.

Interpretation: From the above data, it is observed that majority of manager and employees
are saying Yes about the statement.

119
18] According to you is it important that core values need to be communicated to employees
on regular basis.

A] YES B] NO

Respondents YES NO
Manager 20 0
% 100 0
Employee 80 0
% 100 0

Manager Employee

Graph5.48

Analysis – In graph 5.47 it is observed that 100% of manager & employee are agreed with
the statement. 100% of manager and employee are saying yes.

Interpretation: From the above data, it is observed that majority of manager and employees
are saying Yes about the statement.

120
19. Is it important that there should be employee involvement in strategic decision.

A] YES B] NO

Respondents YES NO
Manager 20 0
% 100 0
Employee 80 0
% 100 0

Manager Employee

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 Chapter 7

CONCLUSION & SUGGESTIONS

122
CONCLUSION
The culture is a vital important in success of any organization performance it is clearly seen
that if your culture you employee engagement leadership with you and aligned themselves to
organization level will be the highest and their motivational level will also be high. The
environment in any organization will be vibrant energetic and induces people to work more,
to give more and more ideas and get more and more you want for e.g.

Mahindra and Mahindra has given total rewards of Rs. 7.59 lacks during F08 and distribution
15.28 lacks as reward inF09. This shows the management commitment and also the culture
involvement in workplace improvement, it assess their engagement resulted in improving it
culture of work place.

On other hand it also emphasis the workmen contribution towards improvement and
motivation activities in organization and their positive participation at workplace

We can say that Mahindra and Mahindra has gain great culture of Kindness and empathy in
their organization .It has built there culture of simplicity at workplace.

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References
1. www.wikipedia.com

2. www.google.com

3 Research Methodology by C.R Kothari.

4. Human resource department, M& M Nasik

5. P& IR Department Mahindra and Mahindra, Nasik

6. Mahindra and Mahindra Statistics.

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