A

PROJECT REPORT
ON
ORGANISATION CULTURE AND ITS IMPACT ON EMPLOYEE BEHAVIOUR

A Project report submitted in fulfilment of the requirement for the

award of degree Of
BACHELOR OF BUSINESS ADMINISTRATION
Submitted By:
Sk. JHONY
(H.T.NO. 117619684049)
UNDER THE GUIDANCE OF
Ms. Sonali Walia

(Assistant Professor)

SAI SUDHIR DEGREE COLLEGE

(Affiliated to OSMANIA UNIVERSITY)
B-8/2, E. E. Complex, ECIL, ‘X’ Road, Hyderabad- 500062
(2019-2022)
 INDEX

S.no TITLE PAGE NO.

Introduction
 Introduction
 Need of the study
1  Scope of the study
 Objectives of study
 Research methodology
 Limitations of study

2 Theoretical Framework

3 Company profile

4 Data analysis & Interpretation

Findings
Suggestions
5
Conclusion

6 Biobibliography

Annexure
7
 CHAPTER-1

INTRODUCTION
ORGANISATION CULTURE AND ITS IMPACT ON EMPLOYEE BEHAVIOUR

ORGANISATION:

Organization is the structural framework of duties and responsibilities required of personnel in

performing various functions with a view to achieve business goals through organization.
Management tries to combine various business activities to accomplish predetermined goals.

CULTURE:

Culture has been defined in many different ways and by many different theorists. For instance,
according to Geert et al (2010) “it is the collective programming of the mind that distinguishes
the members of one group or category of people from others”. Kotter and Heskett (1992) noted
that culture is “a set of beliefs, values and behaviors commonly held by a society, being derived
from social anthropology as a framework for understanding ‘primitive’ societies”

ORGANIZATIONAL CULTURE
. Hofstede defines organizational culture as “the collective programming of the mind which
distinguishes a member of one group from another”.

It is evident from this definition that organizational culture is a shared group phenomenon that
results from how a group interacts with its environment. The keywords in this definition are that
it is the “collective programming of the mind”. Organizational culture is a group phenomenon,
once a group has been programmed, the only way to change the culture of the organization is for
you to uninstall the current program and put in another program or upgrade the current program.
Even from a software point of view, that is not an easy task. The definition implies that different
cultural groups can have different programs which makes them different. The other key
takeaway from this definition of organizational culture is that organizational culture cannot be
present in one person and one person cannot represent organizational culture. People from the
same organizational culture group are likely to show similar behavior patterns as they deal with
day-to-day challenges of life. This definition of organizational culture allows organizations to
study and understand group behavior and to maximize that behavior for the benefit of the
organization. According to Hofstede, you can take organizational culture as “software of the
mind”.

Organizational culture, also known as corporate culture, refers to the values, attitudes, beliefs
and behaviors that characterize and contribute to organization's unique social and emotional
work environment. Organizational culture is unique for every organization and one of the
hardest things to change and consists of written and unwritten rules that have been developed
over time. An organization’s culture is shaped as the organization faces external and internal
challenges and learns how to deal with them. When the organization’s way of doing business
provides a successful adaptation to environmental challenges and ensures success, those values
are retained. These values and ways of doing business are taught to new members as the way to
do business.

The factors that are most important in the creation of an organization’s culture include founders’
values, preferences, and industry demands. A company’s culture, particularly during its early
years, is inevitably tied to the personality, background, and values of its founder or founders, as
well as their vision for the future of the organization. This explains one reason why culture is so
hard to change: It is shaped in the early days of a company’s history. When entrepreneurs
establish their own businesses, the way they want to do business determines the organization’s
rules, the structure set-up in the company, and the people they hire to work with them.

Role of Industry Demands in Organizational Culture:

While founders undoubtedly exert a powerful influence over corporate cultures, the industry
characteristics also play a role. Industry characteristics and demands act as a force to create
similarities among organizational cultures. For example, despite some differences, many
companies in the insurance and banking industries are stable and rule oriented, many companies
in the high-tech industry have innovative cultures, and companies in the nonprofit industry tend
to be people oriented. If the industry is one with a large number of regulatory requirements—for
example, banking, health care, and nuclear power plant industries—then we might expect the
presence of a large number of rules and regulations, a bureaucratic company structure, and a
stable culture. Similarly, the high-tech industry requires agility, taking quick action, and low
concern for rules and authority, which may create a relatively more innovative culture. The
industry influence over culture is also important to know, because this shows that it may not be
possible to imitate the culture of a company in a different industry, even though it may seem
admirable to outsiders.
Role Of Leadership in Organizational Culture:
Leaders are instrumental in creating and changing an organization’s culture. There is a direct
correspondence between a leader’s style and an organization’s culture. For example, when
leaders motivate employees through inspiration, corporate culture tends to be more supportive
and people oriented. When leaders motivate by making rewards contingent on performance, the
corporate culture tends to be more performance oriented and competitive (Sarros, Gray, &
Dernsten, 2002). In these and many other ways, what leaders do directly influences the cultures
their organizations have.
NEED OF THE STUDY

1. To identify the role of Industry Demands in Organizational Culture.

2. To understand the impact of organizational culture in employee behavior.
3. To determine the organizational culture.
4. To study the co-relational within the organization between the employee’s.
 SCOPE OF THE STUDY

1. To determine the existing organizational culture dimension/s within the organization

2. To determine the existing organizational commitment dimensions.
3. To determine the empirical relationship between organizational culture
4. To study the employees, feel about the management.
5. To make Recommendations for Future Researches.

.
OBJECTIVES OF THE STUDY

1. To study different types of culture in an organization.

2. To study the relationship between organizational culture and organizational performance.
3. To assess the existing culture of the organization and to find its impact on employees‟
behavior.
4. To analyze the overall performance of the employees.
5. To learn the employees' relationship with their peers.
LIMITATIONS OF THE STUDY

1. Since intern is just for 45 days, so I can’t give a proper statement.

2. Since I did intern in particular place, in a particular branch.
3. Different places have different types of work culture.
4. Employees has different types of job responsibilities to understand their behavior.
5. The communication between the employees and their superiors can affect the employee
behavior.
6. Family responsibilities & personal life can affect the employee’s behavior.
 RESEARCH METHODOLOGY

Meaning
Research methodology is the specific procedures or techniques used to identify , select , process , and
analyses information about the topic . In a research paper , the methodology section allows the reader to
critically a study overall validity and reliability

DATA COLLECTION:-

Primary Data:

 Data that has been generated by the researcher himself/herself, surveys, interviews,
experiments, specially designed for understanding and solving the research problem at hand

Secondary Data

Secondary data means that are already available they refer to the data which have already
been collected and analyzed by someone else when the researcher utilizes secondary data that
has to look into various sources where he can obtain. In this case he certainly not confronted
with the problems that are usually data nor did unpublished data.

SAMPLING PLAN

Sampling method – Direct contact and questioner

Sample Size = 40 Employees

 CHAPTER –2

Theoretical framework
Wagner is of view that, the shared perception of the organization’s members on the life within

the organization which creates a bond amongst the members. This affects their perception of
their self and their work.

The platform for culture is provided by values, norms and beliefs. The organization culture is
created by:

(1) The norms and practices taught by the leaders of the organization in the past.

(2) The critical incidents in the organizations history teaches what behavior is desired and what
is not desired.

(3) The necessity for ensuring working relationships amongst members of the organization

(4) The environment in which the organization is embedded.

While analyzing culture within the organizations the following classifications have been
made:

(1) According to Harrison Orientation towards Power, People, Task and Role forms.

(2) Hofstede Individualism Vs Collectivism, Uncertainty Avoidance, Power Distance are

amongst the cultural dimensions.

(3) Schein Support, Achievement, Role and Power Cultures form the classification provided.

(4) Denison Consistency, Adaptability, Mission and Involvement are the traits on which the
Denison Model.

(5) Lau and Idris Training and Development, Communication and Rewards are the cultural
dimensions.

(6) Cameron and Quinn Hierarchy, Adhocracy, Market and Clan form the classification of
Culture.

(7) Pareek Technocratic, Entrepreneurial, Autocratic and Bureaucratic are groups of culture.
Effectively using the organizational resources to achieve the organizational goals is known as

Organizational Performanc Organizational Effectiveness will be the result of good

Organizational

culture (Young, Yom and Ruggiero. Femineity low uncertainty avoidance have greater mean
scores in organization performance thus revealing relationship amongst organization culture and
performance Kumar, Abdullah and Ling, For fastening organization performance mission trait is
the crucial one amongst the four traits Cultural dimensions exhibited differential associations
with the subsequent sales growth of company, as an index of the organizational efficiency and
employee satisfaction assessments.Culture and Commitment Organizational commitment is in
what extent the employee devoted to their organization. Organization culture has significant
influence on worker’s commitment. Team work, reward and recognition, training and
development, and communication are positively related to employee's commitment Constructive
culture results in increased job commitment. When compared to organization culture,
organization sub-culture has greater influence on organizational commitment. Sub-cultures of
innovation and support had a significant and positive influence on participant’s commitment.
Variables of Job satisfaction viz. professionalism, control and interaction are strongly related
with commitment Organizational culture has the potential to enhance organizational
performance, employee job satisfaction, and the sense of certainty about problem solving If an
organizational culture becomes incongruent with the changing expectations of internal and/or
external stakeholders, the organization’s effectiveness can decline as has occurred with some
organizations.

Organizational culture and performance clearly are related (Kopelman, Brief, & Guzzo, 1990),
although the evidence regarding the exact nature of this relationship is mixed. Studies show that
the relationship between many cultural attributes and high performance has not been consistent
over time We can summarize the effects of organizational culture on employee behavior and
performance based on four key ideas First, knowing the culture of an organization allows
employees to understand both the organization’s history and current methods of operation. This
insight provides guidance about expected future behaviors.
 CHAPTER –3

COMPANY PROFILE
The Procter & Gamble Company (P&G):-

The Procter & Gamble Company (P&G) is an American multinational consumer goods
corporation headquartered in Cincinnati, Ohio, founded in 1837 by William Procter and James
Gamble. It specializes in a wide range of personal health/consumer health, and personal care and
hygiene products; these products are organized into several segments including beauty;
grooming; health care; fabric & home care; and baby, feminine, & family care. Before the sale
of Pringles to Kellogg's, its product portfolio also included food, snacks, and beverages. P&G is
incorporated in Ohio.

In 2014, P&G recorded $83.1 billion in sales. On August 1, 2014, P&G announced it was
streamlining the company, dropping and selling off around 100 brands from its product portfolio
in order to focus on the remaining 65 brands, which produced 95% of the company's profits.
A.G. Lafley—the company's chairman, and CEO until October 31, 2015—said the future P&G
would be "a much simpler, much less complex company of leading brands that's easier to
manage and operate".

History

Origins
Candle maker William Procter, born in England, and soap maker James Gamble, born in Ireland,
both emigrated to the US from the United Kingdom. They settled in Cincinnati, Ohio, initially
and met when they married sisters Olivia and Elizabeth Norris. Alexander Norris, their father-in-
law, persuaded them to become business partners, and in 1837 Procter & Gamble was created.

In 1858–1859, sales reached $1 million. By that point, about 80 employees worked for Procter &
Gamble. During the American Civil War, the company won contracts to supply the Union Army
with soap and candles. In addition to the increased profits experienced during the war, the
military contracts introduced soldiers from all over the country to Procter & Gamble's products.
In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floated
in water. The company called the soap Ivory. William Arnett Procter, William Procter's
grandson, began a profit-sharing program for the company's workforce in 1887. By giving the
workers a stake in the company, he correctly assumed that they would be less likely to go on
strike.

The company began to build factories in other locations in the United States because the demand
for products had outgrown the capacity of the Cincinnati facilities. The company's leaders began
to diversify its products as well, and in 1911 began producing Crisco, a shortening made of
vegetable oils rather than animal fats.

Beginning in the 1880s, P&G advertised its wares in full-page advertisements in many general-
interest magazines; by 1921, it had become a major international corporation with a diversified
line of soaps, toiletries, and food products; in that year, its annual advertising budget reached $1
million. In the 1920s, P&G advertised its products on the new medium of radio, and from 1932
forward was one of the biggest sponsors of daytime serials, which soon acquired the nickname
of soap operas. In the television era, P&G sponsored and produced some twenty soap operas
across six decades before the last of its shows ended in 2010.

International expansion
The company moved into other countries, both in terms of manufacturing and product sales,
becoming an international corporation with its 1930 acquisition of the Thomas Hedley Co.,
based in Newcastle upon Tyne, England. After this acquisition, Procter & Gamble had their UK
Headquarters at 'Hedley House' in Newcastle upon Tyne, until quite recently, when they moved
to The Heights, Brooklands. Numerous new products and brand names were introduced over
time, and Procter & Gamble began branching out into new areas. The company introduced Tide
laundry detergent in 1946 and Prell shampoo in 1947. In 1955, Procter & Gamble began selling
the first toothpaste to contain fluoride, known as Crest. Branching out once again in 1957, the
company purchased Charmin paper mills and began manufacturing toilet paper and other tissue
paper products. Once again focusing on laundry, Procter & Gamble began making Downy fabric
softener in 1960 and Bounce fabric softener sheets in 1972.From 1957 to 1968, Procter &
Gamble owned Clorox, the leading American manufacturer of liquid bleach; however, the
Federal Trade Commission challenged the acquisition, and the U.S. Supreme Court decided
against P&G in April 1967.
One of the most revolutionary products to come out on the market was the company's disposable
Pampers diaper, first test-marketed in 1961, the same year Procter & Gamble came out with
Head & Shoulders. Prior to this point, disposable diapers we're not popular, although Johnson &
Johnson had developed a product called Chix. Babies always wore cloth diapers, which were
leaky and labor-intensive to wash. Pampers provided a convenient alternative, albeit at the
environmental cost of more waste requiring landfilling. Amid the recent concerns parents have
voiced on the ingredients in diapers, Pampers launched Pampers Pure collection in 2018, which
is a "natural" diaper alternative.

Further developments

Procter & Gamble acquired a number of other companies that diversified its product line and
significantly increased profits. These acquisitions included Folgers Coffee, Norwich Eaton
Pharmaceuticals (the makers of Pepto-Bismol), Richardson-Vicks, Noxell (Noxzema), Shulton's
Old Spice, Max Factor, the Iams Company, and Pantene, among others. In 1994, the company
made headlines for big losses resulting from levered positions in interest rate derivatives, and
subsequently sued Bankers Trust for fraud; this placed their management in the unusual position
of testifying in court that they had entered into transactions that they were not capable of
understanding. In 1996, P&G again made headlines when the Food and Drug Administration
approved a new product developed by the company, Olestra. Also known by its brand name
'Olean', Olestra is a lower-calorie substitute for fat in cooking potato chips and other snacks.

Restructuring
In August P&G announced it was streamlining the company, dropping around 100 brands and
concentrating on the remaining 65, which were producing 95% of the company's profits.In
March 2015, the company divested its Vicks Vap Steam U.S. liquid inhalant business to Helen
of Troy, part of a brand-restructuring operation. This deal was the first health-related divestiture
under the brand-restructuring operation. The deal included a fully paid-up license to the Vicks
Vap Steam trademarks and the U.S. license of P&G's Vicks Popped trademarks for scent pads.
Most Vicks Vap Steam and Vap Pads are used in Vicks humidifiers, vaporizers and other health
care devices already marketed by Helen of Troy.

Later that same year in July, the company announced the sale of 43 of its beauty brands to Coty,
a beauty-product manufacturer, in a US$13 billion deal. It cited sluggish growth of its beauty
division as the reason for the divestiture. The sale was completed on October 3, 2016.
In February P&G completed the transfer of Duracell to Berkshire Hathaway through an
exchange of shares.

In December Procter & Gamble completed the acquisition of the consumer health division of
Merck Group (Known as EMD Serono in North America) for €3.4 billion ($4.2 billion) and
renamed it as Procter & Gamble Health Limited in May.

In November P&G unveiled a simpler corporate structure with six business units that will be
effective from July.

Management and staff

Board of Directors

The board of directors of Procter & Gamble currently has 12 members.

1. B. Marc Allen
2. Angela Braly
3. Amy L. Chang
4. Joseph Jimenez
5. Christopher Kempczinski
6. Debra L. Lee
7. Terry J. Lundgren
8. Christine McCarthy
9. Jon R. Moeller
10. David S. Taylor
11. Meg Whitman
12. Patricia A. Woertz
13. Previous members of the board include:
14. W. James McNerney, Jr.
15. Nelson Peltz
16. Scott Cook
17. Frank Blake

In May 2011, Fortune editor-at-large Patricia Sellers praised P&G's board diversity, as five of
the company's 11 directors were female and had all been on Fortune's annual Most Powerful
Women list. In March 2011, Rajat Gupta resigned from the board after a SEC accusation of
Galleon Group insider trading. In May, Robert A. McDonald announced his retirement and was
replaced by A.G. Lafley, who returned as chairman, president, and CEO.

Procter & Gamble is a member of the U.S. Global Leadership Coalition, a Washington, DC-
based coalition of over 400 major companies and NGOs that advocates for a larger international
affairs budget, which funds American diplomatic and development efforts abroad.

Senior Executives

1. Executive Chairman of the Board – David S. Taylor

2. President & Chief Executive Officer – Jon R. Moeller
3. Chief Operating Officer – Shailesh G. Jejurikar

Employer recognition Fortune magazine awarded P&G a top spot on its list of "Global Top
Companies for Leaders", and ranked the company at 15th place of the "World's Most Admired
Companies" list.[51] Chief Executive magazine named P&G the best overall company for
leadership development in its list of the "40 Best Companies for Leaders".
In October 2008, P&G was named one of "Canada's Top 100 Employers" By MediaCorp
Canada Inc. and was featured in Maclean's newsmagazine. Later that month, P&G was also
named one of Greater Toronto's Top Employers, which was announced by the Toronto Star
newspaper. IN October 2013, the company was named the fourth-most in-demand employer in
the world according to analytic data sourced by LinkedIn.

1. In August, P&G was named the 14th-hardest company to interview for by Glassdoor. In
November 2013, Glassdoor also named them as a top 25 company for career
opportunities. In February, Glassdoor placed P&G 34th on their annual Best Places to
Work list.
2. In November, P&G came out publicly in support of same-sex marriage in a statement
made by William Gipson, P&G's chief global diversity officer.
3. In November, P&G was named the Careers in Africa Employer of Choice following a
survey of over 13,000 African professionals from across the globe. P&G was also
recognized as the most desirable FMCG business to work for in Africa.
4. P&G was recognized as one of Forbes World's Most Reputable Companies.

Brands
As of P&G's brands have more than a billion dollars in net annual sales. Most of these brands—
including Bounty, Crest, Always, and Tide—are global products available on several continents.
P&G's products are available in North America, Latin America, Europe, the Middle East, Africa,
Asia, Australia, and New Zealand.

In, P&G's fabric and home care division accounted for 32% of the company's total net sales, the
highest of all its divisions. The division includes Downy, Gain, Tide, Febreze, and Dawn.

Competitive innovation
In the review of WIPO's annual World Intellectual Property Indicators Procter & Gamble ranked
9th in the world, with 57 designs in industrial design registrations being published under the
Hague System during. This position is down on their previous 6th place ranking for 65 industrial
design registrations being published.

Corporate diversity
In January, CEO David Taylor said in Switzerland: "The world would be a better place if my
board of directors on down is represented by 50% of the women. We sell our products to more
than 50% of the women." Also in January, The Wall Street Journal noted the company's board of
directors had more than twice as many men as it does women. As of mid-2020, the board of
P&G consisted of an equal number of men and women.

CEO-to-worker pay ratio

For the first time in, a new Securities and Exchange Commission rule mandated under the 2010
Dodd-Frank financial reform requires publicly traded companies to disclose how their CEOs are
compensated in comparison with their employees. In public filings, companies have to disclose
their “Pay Ratios,” or the CEO's compensation divided by the median employee's.[130] According
to SEC filings, P&G paid its CEO $17,354,256 in. In, the median employee of Procter &
Gamble was compensated $66,326 in 2017, and ratio between CEO pay to median worker pay
was 309-to-1, compared to median of 141-to-1 across the S&P500 and the Russell 1000.

MISSION AND VISION STATEMENT

In the case of Procter & Gamble, the corporate vision statement emphasizes leadership in the
global market. On the other hand, a company’s mission statement specifies the strategic
approach to fulfill the vision. Procter & Gamble’s corporate mission statement highlights quality
and value as the foundation for ensuring business success. The company’s growth path and
strategies in the consumer goods industry are based on this strategic approach to reach the
corporate vision. As a dominant firm in the market, Procter & Gamble needs to ensure that its
vision statement and mission statement are fulfilled. It is also necessary to consider possible
adjustments to these statements to address changes in market conditions and Procter & Gamble’s
business needs over time.
 CHAPTER – 4

DATA ANALYSIS

AND INTERPRETATION
1. Are you comfortable with your work place culture?

A) Yes

b) No

c) Maybe

TOTAL NO OF RESPONSES: 40

OPTIONS NO OF RESPONSES PERCENTAGE

YES 35 87.5%
NO 0 0
MAYBE 5 12.5%
.
INTERPRETATION: From the above chart out of 100%, 87.5% are comfortable with their
work place culture and 12.5% are either comfortable or uncomfortable.

Organizational culture directly impacts many of the employees which leads to low efficiency in
their work. So, it should be according the employees to increase their efficiency.

2. Do you feel respected by your team and the organization?

TOTAL NO OF RESPONSES: 40

OPTIONS NO OF RESPONSES PERCENTAGE

YES 33 82.5%
NO 2 5%
MAYBE 5 12.5%

INTERPRETATION: From the above chart 82.5% i.e., majority of the employees feel they
are respected by their team and the organization, whereas 12.5% and 5% of employees are not
fully satisfied with this.
As many of the employees now a days are giving more importance to respect, recognition etc.
than monetary terms it is important to treat every employee in an equal way.

3. Does your manager provide you with timely feedback about your work?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 36 90%
NO 4 10%

INTERPRETATION: From the about Chart 90% of the employees received Timely feedback
from their managers. Whereas 10% of the employees Did not receive. Therefore, every manager
Should Provide timely feedback for the employees to improve their work efficiency and provide
satisfaction to the employees.

4. Do you think organization can be improved to make it a better place to work?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 25 62.5%
NO 1 2.5%
MAYBE 14 35%
INTERPRETATION: From the above chart majority of the employees feel that their
organization must be improved to make it a better place to work so that the employees can feel
better and work more.

5. How would you characterize this organization's management style?

OPTIONS NO OF RESPONSES PERCENTAGE

Very good 10 25%
good 20 50%
neutral 9 22.5%
bad 1 2.5%
Very bad 0 0
INTERRETATION: From the above chart 50% of the employees feel their management style is
good ,25% feel it very good and 22.5% are neutral. It directly deals with the employee's
performance.

6. Is your organization dedicated to diversity and inclusiveness?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 27 67.5%
NO 6 15%
MAYBE 7 17.5%
INTERPRETATION: From the above chart out of 100% ,67.5% employees say that their
organization is dedicated to diversity and inclusiveness without which the organizational
environment will not be in a proper and secured way.

7. Do you understand how your work impacts the organization's business goals?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 35 87.5%
NO 0 0
MAYBE 5 12.5%
INTERPRETATION: from the above chart 12.5% of the employees out of 100% don't
understand their impact of work on organization's goals from which the employees take work
easily which effects the development of the organization.

8. Are you satisfied that the organizations work is positively impacting the employees in the
organization

OPTIONS NO OF RESPONSES PERCENTAGE

Strongly agree 4 10%
Agree 18 45%
Neutral 10 25%
Disagree 3 7.5%
Strongly Disagree 5 12.5%
INTERPRETATION: From the above chart majority of the employees I.e., more than 50% feel
that organization's work is positively impacting the employees without which there may be
employee turnover and more scope of conflicts.

9. Are you satisfied with overall security in the organization?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 34 85%
NO 2 5%
MAYBE 4 10%
Interpretation: From the above chart majority of the employees Are satisfied with the overall
security in the organization, that is. 85% Without Which The employees job satisfaction level
will decrease

10. Does your organization have a safe working environment for all the employees?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 36 90%
NO 0 0
MAYBE 4 10%
INTERPRETATION: Majority of the employees feel they have safe working environment in the
organization. Which ensures high retention and satisfaction of the employees.

11. Do you think the organization adheres to a zero-tolerance policy against any kind of
discrimination?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 23 57.5%
 NO 9 22.5%
MAYBE 8 20%

INTERPRETATION: most of the employees feel there is a zero- tolerance policy against any
kind of discrimination which brings in equality among people and a sense of responsibility.

12. Does your manager/ supervisor share decision making power with you?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 34 85%
NO 6 15%
 INTERPRETATION: Majority of the employees feel the decision-making power is shared with
them which brings in the innovativeness of the employees and feels satisfied.

13. Do you have a say in the organization's policy changes?

OPTIONS NO OF RESPONSES PERCENTAGE

YES 15 37.5%
NO 9 22.5%
MAYBE 16 40%
INTERPRETATION: from the above chart only, some employees are sure that there is a say
in organization's policy changes for them, it effects the employees to resist the change and in
adapting the policy changes made.

14. Is there a culture of framework and cooperation within the organization

OPTIONS NO OF RESPONSES PERCENTAGE

Strongly agree 5 12.5%
Agree 19 47.5%
Neutral 11 27.5%
 Disagree 0 0
Strongly Disagree 5 12.5%

INTERPRETATION: More than 50% of the employees feel there is a culture of framework
and cooperation in the organization which sets expectations for how employees behave and
work.

15. Are you satisfied with the way performance reviews are conducted in the organization?

OPTIONS NO OF RESPONSES PERCENTAGE

Highly satisfied. 13 32.5%
Satisfied. 17 42.5%
Neutral 8 20%
 Dissatisfied. 2 5%
Highly dissatisfied. 0 0.

INTERPRETATION: From the above chart majority of the employees are satisfied with the
employees' way of performance reviews conducted in the organization which helps increasing
the employee's work efficiency.

16. How, do you think is the organization's work impacting the employees in the organization?

scale
1 2 3 4 5
No of responses 10
 9 7 9 5

INTERPRETATION: From the above chart the scale 1-5 represents best –worst, half of the
employees feel it best and the other half feel it worst.

17. Individual performance is encouraged and rewarded

scale 1 2 3 4 5
No of responses 8 3 6 1 1
2 0
INTERPRETATION: From the above chart many of the employees feel that individual
performance is encouraged and rewarded which makes them motivated.

18. How does your company culture motivate the employees?

INTERPRETATION: Many of the employees feel that the company culture motivates the
employees by encouraging, recognizing and rewarding the employees.

19. Communication from management is clear, transparent and frequent.

scale 1 2 3 4 5
No of responses 6 7 8 1 6
3
INTERPRETATION: From the above chart majority of the employees feel that management is
communicating in clear, transparent and frequent way which reduces conflicts and increase
employee relation.

20. There is a strong focus on completing work and hitting targets.

OPTIONS NO OF RESPONSES PERCENTAGE

YES 27 67.5%
NO 3 7.5%
MAYBE 10 25%
INTERPRETATION: from the above chart 67.5% of the employees feels there is a strong
focus on completing work and hitting targets rather than employee relations.
 CHAPTER-5

FINDINGS, SUGGESTIONS & Conclusion

FINDINGS

1. Among 40 employees are more likely to recommend their organization to their friends and
colleagues, Strong company culture and comfort improves work environment – An organization
with a clearly defined work culture is a more pleasant place to

2. Among of the employees of the employees feel they are Being respected and valued promotes
a positive work culture where employees are loyal, fulfilled.
3. Of the employees are given Positive feedback and employee development results into
decreased operational costs. Employees who receive training in line with their individual or
organizational goals and appreciated on good work done.

4. Employees feel there is diversity and inclusiveness. Since diversity and inclusion has so many
dimensions, there are a myriad of techniques you could apply to improve it in your organization.

5. The employees understand the impact of work on organizational goals. A toxic work culture
is characterized by drama, fighting, low morale at work, lack of communication, and the boss’s
fear

6. Only more than half of the employees feel they are given a chance to participate in decision
making , A lot of people don’t like managers poking in their business

7. There are of the employees who are satisfied with their job security, People want to know
their job is available for as long as they wish to hold it.

SUGGESTIONS

1. In the training program practical sessions must receive greater emphasize.

2. the management may enhance on their performance.
3. now, only the employee who belong to committees can patriciates in decision making .
Conclusion

The study about the organizational culture and behavior on employees reveals that the workers
were satisfied with their ability, co-operation, team work, involvement, supervisors, utilization
of their skills and rewards etc. They are highly satisfied with the current culture of P&G Because
of this favorable culture the employees‟ show positive behaviors like high involvement, highly
commitment to the organization, highly motivated and highly flexible to the organizational
changes etc
 Chapter-6

BIBILOGRAPHY

website

1. https://en.wikipedia.org/wiki/p&g_Limited
2. https://www.ijtsrd.com
3. https://www.globalcompose.com
4. https://www.journal-publishing.com
Magazine:

1. Dalal street investment journal

2. Outlook money
3. The week
 Chapter-7

Annexure

QUESTIONNAIRE

1. Are you comfortable with your work place culture?

a) yes

b) no

c) May be
2. Do you feel respected by your team and the organization?

a) yes

b) no

c) May be

3. Does your manager provide you with timely feedback about your work?

a) yes

b) no

c) May be

4. Do you think organization can be improved to make it a better place to work?

a) yes

b) no

c)may be

5. How would you characterize this organization's management style?

a) very good

b) good

c) neutral

dbad

e) Very bad
6. Is your organization dedicated to diversity and inclusiveness?

a) yes

b) no

c) May be

7. Do you understand how your work impacts the organization's business goals?

a) yes

b) no

c) May be

8. Are you satisfied that the organization's work is positively impacting the employees in the
organization?

a) strongly disagree

b) disagree

c) neutral

d) Agree

e) Strongly agree

9. Are you satisfied with overall security in the organization?

a) yes

b) No

10. Does your organization have a safe working environment for all the employees?
a) yes

b) no

c) Maybe

11. Do you think organization adheres to a zero-tolerance policy against any kind of
discrimination?

a) yes

b) no

c) May be

12. Does your managers/supervisor share decision making power with you?

a) yes

b) No

13. Do you have a say in the organizations policy changes

a) yes

b) no

c)may be

14. Is there a culture of frame work and cooperation with in the organization?

a) strongly disagree

b) disagree

c)neutral

d)agree

e) Strongly agree
15. Are, you satisfied with the way of performance review conducted in the organization?

a) strongly disagree

b) disagree

c)neutral

d)agree

e) Strongly agree

16. How do you think is the organization work impacting the employees in the organization?

Scale: 1-5

17. Individual performance is encouraged and reviewed?

Scale: 1-5

18. Communication from management is clear, transparent and frequent?

Scale: 1-5

19. There is a strong focus on completing work and hitting targets?

a) yes

b) no

c)may be
20. There is a strong emphasis on?

A) Customer service

B) Building long term customer relationship

c) Manufacturing high quality products