MINI PROJECT OF

Organisational Behaviour
(SEM: I)

SUBMITTED TO: SUBMITTED BY:

Dr.Aditi V. Aljapurkar Pooja Vyas (DM20D40)
Saloni Boob (DM20D47)
Srayee Basu (DM20D54)
Subhrant Shukla (DM20D56)
Arunima Mahindar (DM20D61)
Reshma Khatun (DM20D71)
SK. Abdul Kader (DM20D72)
Particulars Page No

Chapter 01: Introduction

1.Sector Information
2.company Information
3.Business model Canvas
4.SWOT analysis

Chapter 01: Conflict management

Definition and meaning of conflicts
Types of conflict.
What a manager can do to reslove conflicts
5.Conflict management in CAPGEMINI company
6.Conflict resolution strategies adopted by the CAPGEMINI company

Chapter 03: Organisational Culture

Definition and meaning of organisational culture
7.Type of organizational culture followed
8.Culture impact on Organizational behaviour in the company
Chapter 04: Leadership
Meaning and definition of leadership
9.Leadership in CAPGEMINI company
10.Leadership style adopted during pandemic

11.Conclusion
CHAPTER 1
INTRODUCTION
 Sector information
 Company information
 Business model canvas
 SWOT analysis
 1. SECTOR INFORMATION

Capgemini has presence in six sectors:

 Consumer Products, Retail & Distribution: companies in these sectors are facing new constraints
linked to productivity and the ever increasing pace at which their customer’s expectations are
changing. Capgemini provides them with the technology and expertise they need to access e-
commerce platforms that combine flexibility and speed
 Energy, Utilities & Chemicals: using the latest technology, the group helps companies in these
sectors to overcome the twofold challenge of constantly changing regulations and increasingly
stringent environment standards. Capgemini is the world’s leader in IT systems for electricity meters’
knowns as “smart meters”
 Financials Services (insurance and banking): the group supports the rationalization and
simplification of financial institutions applications and infrastructure (particularly within insurance
and banking). Our main fields of expertise are mobility, intelligent data management, clients
experience improvement and regulation compliance.
 Public sector: Capgemini assists administrations, companies and public agencies, as well as major
local authorities, to implement their programs and plans for modernization, with an ever- growing
focus on digital.
 Manufacturing, Automotive and Life Sciences: these activities may be fertile ground for
innovation, but improving competitiveness is a constant challenge. Through our outsourcing and
Business Services, among others, Capgemini provides companies in these sectors with a wide array
of solutions.
 Telecommunications, Media and Entertainment: operators in this sectors are faced with revenues
from their traditional activities, competition from new players and the saturation of their networks
due to the explosion of content. Having supported the sector for over thirty years, Capgemini offers
access to in- depth knowledge of telecommunications and digitals content, as well as our
technological expertise with regards to networks.

2. COMPANY INFORMATION
1. COMPANY INFROMATION: - Capgemini is a French multinational company
situated in Paris, France. The company is a 1412 crore EUR global market leader in the
field of business consulting, technology and outsourcing services. Capgemini helps its
clients in developing their business with the help of technology and digital solutions
that fit their needs, thus enabling them to achieve competitiveness and innovation.
Capgemini has over 200,000employees in over 40 countries, of whom 100,00 are in
India.
2. HISTORY: - Capgemini was founded by Serge Kampf in the year 1967, as a data
processing company. The company was initially inaugurated as Sogeti.
  In 1974 Sogeti acquired Gemini computer systems, a
US company based in New York.
 In 1975 with the acquisition of both CAP and Gemini Computer Systems. Sogeti
renamed itself as CAP Gemini Sogeti.
 In the year 1996, the name of CACP Gemini Sogeti was simplified to CAP Gemini
along with a new company logo. All operating companies were re-branded to
operate as Capgemini
 In the year 2002, Capgemini reintroduced its Sogeti brand, thus creating a new
entity in the market headquartered in Brussels, Belgium. The new company is
focused on delivering IT services to a specific range of markets.
3. PRODUCTS AND SERVICES: -
a) Products:
i) Cloud native products
ii) Mobile adoption
iii) Social software integration
iv) Cyber Security and Block chain
v) Usability engineering
b) Services:
i) Products Lifecycle Assessment
ii) Product Design
iii) Product Development
iv) Product Re-engineering
v) Platform Engineering
vi) Product support
vii) Product Sustenance

4. BUSINESS MODEL CANVAS: -

KEY PARTNERS VALUE

IT and service PROPOSITIONS CUSTOMER
suppliers (IBM, SAP, KEY ACTIVITIES Driving the digital RELATIONSHIP
Microsoft.) IT consulting services industrial era Outsourcing
Subsidiaries (Sogeti, Systems integration Cost saving Transactional
Capgemini Consulting) Technology development design Industry sectors Expertise
Acquisitions (IGATE, Managing suppliers diversity
IBX, CPM Braxis.) They offer an array
of integrated services
that combine top of
 KEY RESOURCES CHANNELS
Core procurement skills Sourcing team
Analytical tools Procedures and process
Expertise Accelerated Solutions
Corporate Governance Environment ( ASE)
Management team Website
Social media

COST STRUCTURE
Staff
Tools
SWOT ANALYSIS:
Offices -
Training
STRENGTH WEAKNESS
Cloud System

1. Strong Business Strategy and 1. Dependency in Asia- Pacific

financial performance employees
2. Collaboration and Acquisition 2. Majority Revenue depends on
of Innovative start-up North America and European
3. Digital Transformation Market.
4. Customer Centric Approach
OPPORTUNITIES
1. Potential in New Market
2. Growth in digital and cloud
Portfoli
3. IT integration in Industries
THREATS
1. Global and Regional Competitor
2. Slowdown
1. Globalin growth due to
automation.
3. Slowdown in Globalization
CHAPTER 2
Conflict management
definition and meaning of
conflicts
 Conflict management in Capgemini company
 Conflict resolution strategies adopted by the
Capgemini company
Definition & meaning of conflicts
Organizational Conflict or workplace conflict is described as the state of disagreement or misunderstanding,
resulting from the actual or perceived are at variance of needs, beliefs, resources and relationship between the
members of the organization. At the workplace, whenever, two or more persons interact, conflict occurs
when opinions with respect to any task or decision are in contradiction. The incompatibility in opinions can
come into being, within a member, between two members, or between groups of the organization.

Types of Conflicts:-
Relationship Conflicts:
The conflict arising out of interpersonal tension among employees, which is concerned with the relationship
intrinsically, not the project at hand.

Interdependence Conflicts:
These types of conflict happen when a person relies on someone else's co-operation, output, or input for them
to get their job done. For example, a sales-person is always late inputting the monthly sales figures. This
causes the accountant to be late with her reports.

Leadership Conflicts:
Leaders have different ways of leading their teams. Team members who have to deal with various leaders
throughout a day, can become confused and irritated by these different ways of being led. For example, one
leader may be more open and inclusive, while another may be more directive.

Task Conflicts:

When there is differing preferences on how to get things done due to differences in age, educational
backgrounds, personal experiences, ethnic heritage, gender, and political preferences etc. is called task
conflicts.

Conflict Resolution Strategies by CAPGEMINI: -

In an organization, conflict is inevitable and so various means are to be discovered to resolve them or use
them in a way that can help the organization to increase its productivity.
 CAPGEMINI-THE TCM GROUP train the HR team to resolve conflicts using mediation. It is a
conflict resolution process in which a neutral mediator assists the parties through constructive
discussion and negotiation of their issues in order to reach a mutually acceptable resolution.
 Another strategy taken by Capgemini is clarifying the problem. It is important to take the time to
hear all of the concerns and to get a good understanding of what the problem is.  Try to work
toward identifying each parties’ interests and not their position as it relates to the conflict.
Understanding another person’s interests (why it’s important to them) can help separate the
person from the problem.

 The HR team has initiated the idea of Separate the people from the problem. It is important to separate
the person from the conflict and remember that – it is about the process, not the person. Focus
on the issue and avoid tying the issue to a particular person or persons.
For example, if there is conflict over limited resources, look at the process for how those
resources are allocated and not the person vying for those resources.
CHAPTER 3
Organisational culture
 Definition and meaning of organisational
culture
 Types of organisational culture followed
 Culture impact on organisational behaviour in
the company
Organizational Culture: -
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that
contribute to the unique social and psychological environment of an organization.
ORGANIZATIONAL CULTURE DEFINITION AND CHARACTERISTICS:-
Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values
that guide member behavior, and is expressed in member self-image, inner workings, interactions with the
outside world, and future expectations. Culture is based on shared attitudes, beliefs, customs, and written and
unwritten rules that have been developed over time and are considered valid.
Culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions,
beliefs, and habits.
WORKPLACE CULTURE DIFFERENCES: -
 Person Culture and Market Culture: - How members of an organization conduct business,
treat employees, customers, and the wider community are strong aspects of person culture and market
culture. Person culture is a culture in which horizontal structures are most applicable. Each individual
is seen as more valuable than the organization itself. This can be difficult to sustain, as the
organization may suffer due to competing people and priorities.
 Adaptive Culture and Adhocracy Culture: - The extent to which freedom is allowed in
decision making, developing new ideas and personal expression are vital parts of adaptive cultures
and adhocracy cultures. Adaptive cultures value change and are action-oriented, increasing the
likelihood of survival through time. Adhocracy cultures are dynamic and entrepreneurial, with a focus
on risk-taking, innovation, and doing things first.
 Power Culture, Role Culture, and Hierarchy Culture: - How power and information
flow through the organizational hierarchy and system are aspects of power cultures, role cultures, and
hierarchy cultures. Power cultures have one leader who makes rapid decisions and controls the
strategy. This type of culture requires a strong deference to the leader in charge. Role cultures are
where functional structures are created, where individuals know their jobs, report to their superiors,
and value efficiency and accuracy above all else. Hierarchy cultures are similar to role cultures, in
that they are highly structured. They focus on efficiency, stability, and doing things right.
 Task Culture and Clan Culture: - How committed employees are towards collective
objectives are parts of task cultures and clan cultures. In a task culture, teams are formed with expert
 members to solve particular problems. A matrix structure is common in this type of culture, due to
task importance and the number of small teams in play. Clan cultures are family-like, with a focus on
mentoring, nurturing, and doing things together.

Organization Culture Followed In CAPGEMINI: -

Capgemini Consulting puts a strong emphasis on the key factor for digital transformation: Corporate culture.
Culture itself has always been hard to grasp, however, in a recent large-scale survey, Capgemini was able to
identify eight dimensions of digital culture.
20 researchers and experts were interviewed from digital pioneer companies, such as Google, IBM, or SAP,
and asked: What features characterize the culture of companies that are ahead of the game in digital
transformation? Which ways of thinking, behaviours, values, norms and styles of leadership shape those
cultures? Their answers revealed the following eight dimensions of digital culture: innovation and learning,
collaboration, autonomous working conditions, digital leadership, customer focus, entrepreneurship, agility
and digital technologies and digitized processes.
To examine companies’ current performance regarding the eight dimensions of digital culture, we developed
the Digital Culture Assessment. The results of this assessment offer valuable insights of a company’s
position on the timeline of digital transformation, classifying them into front runners, followers, or late
adopters of digital culture. Remarkably, our recent study proves a strong positive correlation of digital
culture and economic success, as well as employee satisfaction. Front runners of digital culture are
economically more successful and have more satisfied employees than late adopters. This signifies that
followers or late adopters, which emphasise the development of their digital culture, will be rewarded with
improved economic success and overall employee satisfaction.
The Digital Culture Assessment is a valuable tool for capturing the current status of digital culture. It can be
applied in any company by surveying a representative set of employees. The results of the assessment can
help the leadership team to identify the dimensions they want to focus on first in a digital culture
transformation. We advise clients not to attempt to change everything at once, but rather to select the
dimensions which either have the biggest impact, the best fit to their organisational DNA or the highest
urgency. Once those dimensions are selected, specific measures can be applied to start the culture journey.
 Eight dimensions of digital culture:-
 Customer focus
 Entrepreneurship
 Autonomous working conditions
 Collaboration
 Digital technologies and digitised processes
 Agility
 Digital leadership
 Innovation and learning
CHAPTER 4
Leadership
 Leadership in Capgemini company
 Leadership style adopted during pandemic
Definition and meaning of Leadership:

Leadership is the ability of an individual or a group of individuals to influence and guide followers or other
members of an organization. Leadership involves making sound -- and sometimes difficult -- decisions,
creating and articulating a clear vision, establishing achievable goals and providing followers with the
knowledge and tools necessary to achieve those goals. Leaders are found and required in most aspects of
society, from business to politics to region to community-based organizations.

Leadership in business is the capacity of a company's management to set and achieve challenging goals,
take fast and decisive action when needed, outperform the competition, and inspire others to perform at the
highest level they can.

Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an

individual's ability to influence, motivate, and enable others to contribute toward organizational success.

The importance of leadership in organizational development:

 Influencing the behaviour of people: A leader impresses his subordinates with his leadership
ability. He brings them under his control in such a way that they put in their best efforts to achieve
the goals of the organization. Good leaders usually get good results through their followers.

 Helps employees in fulfilling their needs: A leader establishes personal relationship with his
subordinates and tries to meet their requirements. People follow a leader because he provides them
security and the opportunities to earn wealth, gives them the right to work and tries to understand
their feelings. Employees willingly accept him because he takes care of their needs. Consequently,
they work with complete dedication and enthusiasm.

 Motivating and guiding employees: This involves finding out the needs of the employees and
fulfilling them. It is important to define the employees’ role in the work process and provide them
 with the tools needed. A good leader will explain the task and be available to assist them if they run
into a problem.

 Setting a clear vision: This means Influencing employees to understand and accept the future state
of the organization. A good leader will influence his followers to perform their duties by explaining
the vision and the importance of their role in the outcome.

Some qualities of good Leadership:

 Integrity.
 Ability to delegate.
 Communication.
 Self-awareness.
 Gratitude.
 Learning agility.
 Influence.
 Empathy.

Capgemini company Leadership programme: -

Capgemini company partnership created opportunities for employees to participate in leadership

programs, symposiums and networking events to further develop their careers. Due to the success of these
external programs and events, Capgemini launched their very own ITSMF Leadership Development
Program. In partnership with ITSMF we designed a custom curriculum giving more participants the
chance for professional development.

Capgemini North America Corporate Responsibility Director, Janet Pope, shed light on the importance of
creating the ITSMF Leadership Development Program, “I work with a non-profit that always says ‘what’s
good for women is good for everyone,’ and I believe it.   We started the ITSMF leadership program 100%
due to the successes that we’ve had over the last 12 years with our Women’s Leadership Development
Program.  It was important to me to leverage a best practice that was supporting one diverse population
with development, retention, and visibility to leadership to enable another underrepresented community.   

The ITSMF Leadership Development Program is structured as an in-person, instructor-led course offered
over two days in conjunction with our Talent Acceleration Week, a week-long learning and development
workshop with various courses that draws over 500 participants. Facilitators were comprised of leaders
with over 20 years of business experience and helped guide participants throughout their learning journey,
with an emphasis on evaluating the present and preparing for the future- all through the unique cultural
perspective of each member of the program. The ITSMF Leadership Development Program provides a
new opportunity for Capgemini to invest in our African and African American employees with programs
geared towards them.

LEADERSHIP STYLE ADOPTED DURING PANDEMIC : -

The impact of COVID-19 has made the concept of working in virtual teams a sudden reality for most
organizations. While some organizations are used to connecting with one another online, others are
challenged to start working digitally and virtually. At Capgemini Invent we are accustomed to connecting
with each other online and managing a digital workforce, while our colleagues are out and about on
different projects all over the world. With this blog we want to provide you, as a leader of a virtual
workforce, with some insights and best practices from our experience with leading virtual teams. Let’s
talk about how to go about virtual working, what this requires of your emotional intelligence as a leader
and how you can still empower your organizations’ talent. We have collected fifteen of our most
important best practices for you, and as a bonus we share best practices on virtual learning.
Virtual Working: -
First off is virtual working. How do you bring your team online and how do you work effectively? Ensure
you think about the following:

1. Decide on customs, behaviors and rules for virtual work

For example: dial in on time, mute your microphones when not speaking, use the camera
function, don’t dominate the conversation
 2. Facilitate virtual work and resolve any disruption or barriers
Facilitate team members in working virtually (home office, tools, how to use communication
channels) Resolve any barriers or disruption in virtual teams.
3. Find a virtual meeting rhythm
Find a rhythm that works for the team and consistently meet, meaning have regular meetings
preferably at the same time and day every week
4. Simplify goals into smaller tasks and actions that have an owner
Be explicit about tasks and processes in addition to goals and roles, simplify the work as
much as possible and assign tasks to small sub teams to ensure ownership and clarity of the
work
5. Walk the talk! Show your team that you have adopted the virtual working and be an example

Emotional Intelligence: -
Next up Emotional intelligence, meaning the capacity to be aware of, control, and express one’s emotions,
and to handle interpersonal relationships empathetically. This is a vital skill for leaders and managers in
any context, but particularly in this challenging, digital time:
1. Be aware that it is challenging to spot non-verbal signals
Pay attention to team members and be very explicit in communication and questions you ask.
Over the phone or via Skype/Zoom/Teams or in any other online communication channel it is
challenging to spot any non-verbal communication.
2. Make time for virtual coffee breaks with the team
Ensure there is a time and a place (online) for small talk and checking in with each other apart
from the task-oriented conversation
3. Maximize the online experience
By using video and online energizers by using instant- interactions tools such as Kahoot,
Klaxoon, Mentimeter, Mural, DEON (and many more).
4. Continue one-on-one meetings with team members
For coaching purposes, reflection and assessing the team’s needs
5. Encourage your team to pay attention to their well-being, both mentally and physically
And pay extra attention to any signals you receive around this. To keep the physical activity
going you might want to initiate lunchtime Skype meetings (Walk & Talk) or at-home
 workouts. Or ask your team for (health guidelines-aligned) inspiration. Who can teach a yoga
class? Who can offer a virtual boxing masterclass?

Talent Empowerment: -
Now that you’ve got your team online, working effectively and paying attention to their wellbeing, it is
time to talk about talent empowerment. How do you keep a team productive, empower talent and
accelerate creativity and innovation in this new context?
1. Pay attention to your leadership style
It is important to keep in mind that it is motivating and empowering to have leaders that trust
and give a certain amount of space and autonomy to employees to work. It is better to use
feedback to drive development and positive changes in behaviour of remote workers instead
of micro-managing their tasks.
2. Use feedback to drive development in a positive way
As mentioned in the emotional intelligence part of this blog, it is important to continue having
one-on-one conversations with your team members to assess their needs and keep them
motivated. This is an opportunity for you as a leader to show you believe in the capabilities of
your team and set expectations. Use feedback techniques to emphasize the positive aspects of
what you have seen and provide space to share development needs from both sides.
3. Delegate responsibilities and trust your team
If you really want to empower the talent in your team, provide them with a challenging goal
or tasks responsibilities and a framework which enables them to be successful. Trust them to
be successful in an assignment. This increases team confidence.
4. Take extra care to recognize employees that thrive in this new
context
This new context and way of working is also an opportunity to spot who is taking on the
challenge and is taking a step forward. Don’t forget to acknowledge your teams’ successes
and compliment or celebrate positive behaviors you see happening.
5. Reframe work in this new context – challenge assumptions.
It is an opportunity to create new convictions! Experiment with new ways of working, new
roles and new task distribution and be amazed with the results.
Virtual Learning: -
Part of securing this digital way of working and continue facilitating for the development of your team is
to keep (virtual) learning and development running smoothly. There are several ways in which this can be
done.

1. Get in touch with your organizations’ Learning & Development department.

What trainings are already available online? Perhaps your organization also has partnership
with online learning platforms, such as Coursera. Use this time to digitalize the learning
possibilities if there aren’t any.
2. Prioritize learning that contributes to smooth virtual collaboration.
Be aware that not everyone might be as tech savvy as our younger generations. Mobilize your
team to help each other in this area. For example: do your teams need training on how to work
with Skype/Teams/Other online communication channel. Or on how to work with
collaboration and energizers? Use this time to upskill in the area that is most relevant for your
way of working. And use the expertise that is available.
3. Review development plans together with your teams and check what still can be followed
online
There is nothing wrong with a bit of self-directed learning as long as it contributes to the
development areas that have been planned for.
4. Peer-to-peer training is an inexpensive and often safe, effective way of developing
others. Perhaps (some) areas of your organization have a bit more downtime now – why not
ask them to develop several “peer-to- peer” training courses (Extra benefit is that colleagues
can showcase their expertise and expand their network).
5. Don’t forget the old-school way of learning...
and maybe recommend (or even gift) your team the best book that you have read in the past
months related to business/management/self- development.
Conclusion: -

To

conclude we can see that Capgemini adopt best organization culture in their company. They adopt several
leadership techniques in the pandemic time and they also digitalized their organization culture. Capgemini
also focus to each and every employee in their organization and help their to develop their personal interest.
It is important to separate the person from the conflict. Capgemini has been in constant communication with
employees to keep informed of new development that might help them in their carrier.