Project on

A STUDY ON INFLUENCE OF ORGANIZATION CULTURE ON EMPLOYEES’ BEHAVIOUR WITH

REFERENCE TO TCS LTD

A Project Submitted to University of Mumbai of partial completion of the Degree

Of

Bachelors of Management Studies Under the Faculty of Commerce

By

NADAR PRATHIKSHA
Under the Guidance of

PROF. RISHITA SHUKLA

Shree Narayana Guru College of Commerce

PL Lokhande Marg, Chembur (W), Mumbai, Maharashtra 400 089.

2021 – 2022
 CERTIFICATE

This is to certify that Ms. NADAR PRATHIKSHA has worked and duly completed her project work for the Degree
of Bachelors of Management Studies under the Faculty of Commerce in the subject of Management and her
project is entitled,

A STUDY ON INFLUENCE OF ORGANIZATION CULTURE ON EMPLOYEES’ BEHAVIOUR WITH

REFERENCE TO TCS LTD

Under my Supervision

I further certify that the entire work has been done by the learner under my guidance and that no part of it has
been submitted previously for any Degree or Diploma of any University.

It’s his/her own work and facts reported by his/her personal findings and investigations.

Name and signature of the guide

College Seal:
Date of Submission:

PROF. RISHITA SHUKLA

 DECLARATION

I the undersigned Ms. NADAR PRATHIKSHA Name of the learner here by, declare that the work embodied in
this project work titled ‘A STUDY ON INFLUENCE OF ORGANIZATION CULTURE ON EMPLOYEES BEHAVIOUR
WITH REFERENCE TO TCS LTD.’

forms my own contribution to the research work carried out under the guidance of PROF. RISHITA SHUKLA is a
result of my own research work has not been previously submitted to any other University for any other
Degree / Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly indicated as such and
included in the bibliography.

I, here by further declare that all information of this document has been obtained and presented in accordance
with academic rules and ethical conduct.

Name and signature of the learner

NADAR PRATHIKSHA

Certified by:

PROF. RISHITA SHUKLA

 ACKNOWLEDGEMENT

I would like to acknowledge the following as being idealistic channels and fresh dimensions in the completion
of this project.

I take this opportunity to thank University of Mumbai for giving me chance to do this project.

I would like to thank my Principal Dr. Ravindran Karathadi for providing the necessary facilities required for
completion of this project.

I would like to express my sincere gratitude towards my project Asst. Prof Rishita Shukla whose guidance and
care made the project successful

I would like to thank my College Library, for having provided various reference books and magazines related to
my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the completion of
the project especially my Parents and Peers who supported me throughout my project.

NADAR PRATHIKSHA
 INDEX

Sr. no. Title Page no.

1 Executive Summary 1

2 Introduction 2 – 38

3 Literature Review 39 – 41

4 Research Methodology 42 – 46

5 Data Analysis and Interpretation 47 – 59

6 Conclusion and Suggestion 60 – 61

7 Bibliography 62
 EXECUTIVE SUMMARY

The project helps in understanding the clear meaning of organizational culture and its impacts on
employee behaviour. It explains about the various culture adopted by TCS ltd. And also, the study of its
various processes which helps in understanding the fair specific section of the company and its culture.
Organizational culture refers to a company's mission, objectives, expectations and values that guide its
employees. Businesses with an organizational culture tend to be more successful than less structured
companies because they have systems in place that promote employee performance, productivity and
engagement. Having a strong company culture motivates everyone to do their best work.
A work environment that possesses organizational culture is driven by purpose and clear expectations.
This motivates and inspires employees to be more engaged in their work duties and interactions with
others. It also leads to high levels of workforce engagement, which drives productivity. Having a strong
connection to an organization and its people creates an atmosphere of positivity that is hard to ignore.
company's organizational culture represents its public image and reputation. People make assumptions
about businesses based on their interactions within and outside of the company. If it lacks
organizational culture or has a weak image, customers may hesitate to do business with anyone who is
associated with the brand. Businesses with a strong brand identity tend to attract more business and
job candidates with similar values who support their mission.
More and more, businesses with an organizational culture are relying on effective onboarding practices
to train new hires. Onboarding practices that include orientation, training and performance
management programs help new employees access the right resources and better transition into their
roles. This promotes employee longevity and loyalty and reduces the amount of frustration some
employees experience when they don't have the information needed to do their job well. Onboarding
is a great way for companies to ensure new hires understand the core values of their business.

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 CHAPTER 1:
INTRODUCTION

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 INTRODUCTION

Every Organization has a culture. It has its own cultural forms that constitute the expected, supported and
accepted way of behaving. These norms are mostly unwritten and tell employees the way things really are. These
influence everyone perception of the business from the chief executive to the lowest rank. Employees from all
cadres of any organization contribute to the success or failure of the organization, to the norms by accepting and
supporting them. 1. Definitions: According to French and Bell organizational culture is “Prevailing pattern of
activities, values and product”. They observed that “that it is possible for the people within and organization
collaboratively to manage the culture of an organization in such a way that goals and purposes of the organization
are attained at the same time”. Gareth Morgan has described organizational culture as: “The set of the set beliefs,
values, and norms, together with symbols like dramatized events and personalities, that represents the unique
character of an organization, and provides the context for action in it and by it.” Beliefs and values are words
that will pop up frequently in other definitions, as well. Norms might be described as traditions, structure of
authority, or routines. 2. MORALE Moral is simple words can be understood as the degree of confidence or
optimism of a person or group. It is an attitude of mind and spirit de corps, a state of wellbeing and an emotional
force. There have been given many definitions to explain morale. There has been development of various
approaches for defining morale. These briefly discussed here. The first approach developed out of the classical
“needs psychology” and includes those theories which stress the personal determinants of morale. In this
approach, “needs” are seen as giving rise to „drives‟ which aim at the satisfaction of these needs. Basic needs
are those having a substratum such as hunger, thirst, and sex; whereas derived or acquired needs are largely
social, such as the need to achieve status. The second approach to the definition deals with a hierarchy of needs.
The most systematic development of this concept is given by Maslow. Very briefly, the theory holds that when
basic needs are satisfied “higher” needs emerge which dominate until these in turn is fully or partially satisfied.”
A third approach, stemming from the perspectives of Elton Mayo, led to an emphasis upon the significance of
interactions among members of working group.

In the times of economic recession, maximizing output is of utmost important to shareholders Organization
realize the employees make business work and the culture of an organization connects employees to the
organization. This has resulted in the idea that maximizing an employee’s performance in public organization
requires the implementation of policies, practices, and procedures that match the employee’s needs. The idea
that organizations can have a culture that affect the performance of its employees started when scholars within
the field of sociology responded to max weber’s theory of bureaucracy. Weber illustrated that the ideal
bureaucracy is subjected to formalised and compartmentalized offices with sharply defined, fixed jurisdiction a
clear chain of command as well as rules of professional conduct to ensure, objective application of rules to the
governed. Weber asserted that bureaucracies were strictly efficient instrument of administration because their
institutional rules as well as regulations permit all employees to perform their duties at their best.

Organizational culture is the set of important assumptions-often unstated-that members of an organization share
in common. There are two major assumptions in common; beliefs and values. Beliefs are assumptions about
reality and are derived and reinforced by experience. Values are assumptions about ideals that are desirable and
worth striving for. When beliefs and values are shared in an organization, they create a corporate culture (Azhar,
2003). Robbins (1986) defines organizational culture as a relatively uniform perception held of the organization,
it has common characteristics, it is descriptive, it can distinguish one organization from another and it integrates
individuals, groups and organization systems variables. Organizational culture refers to a set of some commonly
experienced stable characteristics of an organization which constitutes the uniqueness of that organization and
differentiates it from others. Organizational culture has been defined as the specific collection of values and
norms that are shared by people and groups in an organization and that control the way they interact with each
other and with stakeholders outside the organization. Organizational values are beliefs and ideas about what
kind of goals members of an organization should pursue and ideas about the appropriate kinds or standards of
behaviour organizational members should use to achieve these goals. From organizational values develop

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organizational norms, guidelines, or expectations that prescribe appropriate kinds of behaviour by employees in
particular situations and control the behaviour of organizational.

With the passage of time, salaries increase and the costs of employment benefits rise as well. Even if no other
institutional expenses rise, these two cost areas almost always increase over time. It is not always possible to
pass along these increased costs to customers and clients in the form of higher fee. Consequently, performance
and growth must occur if the institutions wish to keep up (Smart and St. John, 1996). Institutional performance
has the potential to provide small education institutions with a myriad of benefits, including things like greater
efficiencies from economies of scale, increased power, a greater ability to withstand market fluctuations, an
increased survival rate, greater profits (for profit making institutions), and increased prestige for institutional
members. Many small institutions desire performance because it is seen generally as a sign of success and
progress. Institutional performance is, in fact, used as one indicator of effectiveness for small institutions and is
a fundamental concern of many practicing managers

The organizational collectively exists, on a relatively continuous basis in an environment, and engages in activities
which are normally related to a set of goals. The organizational activities have outcomes for the organizational
members, the organization itself, and for the society. The essence of organization revolves around the
development of shared meanings, beliefs, values and assumptions which guide and are reinforced by the
organizational behaviour.

Employees are important asset of the organization. They serve as human capital for the organization.
Organization makes use of the employees’ skills, knowledge and abilities in carrying out and fulfilling the
organizational objectives. Organizational culture is the environment which surrounds employees at work all of
the time. Culture is a powerful element which shapes employees work enjoyment, work relationships, and work
processes. However, culture is something which the people cannot actually see, except through its physical
manifestations in workplace.

Organizational systems always find ways of controlling employees’ behaviour so as to maintain a balance in the
system, even when that balance can be less than optimal for the success of the organization. Some of the ways
organizations do this are through the formal and informal cultures in place. Every organization has a culture
which sets the rules for employee behaviour. Culture is the style or behaviour patterns which the employees use
to guide their actions. For example, an organization whose culture values the initiatives of all its employees has
a different climate than an organization in which decisions are made by senior managers and enforced by their
subordinates.

Culture is defined as ‘the complex whole which includes knowledge, beliefs, morals, capabilities and habits
acquired by persons as members of the society’. It consists of patterned ways of thinking, feeling and reacting,
acquired and transmitted mainly by symbols, constituting their embodiments in artifacts. The essential core of
culture consists of traditional ideas and especially their attached values.

Organizational culture evolves from the social practices of the organizational employees, and hence, it is a socially
created reality which exists in the heads and minds of the employees as well as in the formal rules, policies, and
procedures of organizational structures. Culture is an ongoing process of reality construction, providing a pattern
of understanding which helps the employees to interpret events and to give meaning to their work and
workplace. Thus, culture is an evolutionary and dynamic process which incorporates changing values, beliefs, and
underlying assumptions regarding the organization.

Culture ensures the norms of behaviour and also gives mechanism which helps the employees in their personal
and social survival. The culture is the man-made part of environment. It reflects the way of life of people, their
traditions, heritage, design for living, etc. It is the totality of beliefs, norms and values, which is related to the

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patterned regularity in people’s behaviour, while the organizational culture is a combination of environment
employees operate in, their way of interaction with one another, the policies, and procedures taken up in the
environment.

Further, the organizational culture means work related activities and meanings attached to such activities in the
framework of norms and values of the organization. These activities, norms, and values are normally
contextualized in the organization. The organizational culture normally focuses on employee centricity,
teamwork and continuous process improvement. It is also expressed in terms of values, ideologies of the
organization. It further makes the foundation of integrity, thoughts and actions of the employees working there.

The culture of the organization is to be developed to support continuous improvement, improve employees’
style of performing their job and thus develop quality awareness. Organizational culture has influence on
employee work behaviour as a result on the acceptable behaviours and attitudes to different jobs in the
organization. Organizational culture is a major determinant of the employees’ efficiency and effectiveness in
carrying out their jobs. Hence, organizational culture determines of how employees perform or behaves in his
job.

The organizational culture develops step by step. The purpose of organizational existence is to improve solidarity
and cohesion, stimulate employees’ enthusiasm and creativity, and to improve the economic efficiency of the
organization. Like culture in general, organizational culture is also complex and unique. It is based the
organizational history, the management, and the employees.

For the organization, employee the basic constituent units, and culture is the common value and code of conduct
shared by the employees. The organizational culture can provide employees with a relaxed working environment,
and harmonious interpersonal relationships in order to give full play to their ability. The culture allows employees
to have a sense of mission and feel responsibility, and work towards the overall goal of the organization.

The competitiveness of the organization is not only reflected in its technology, but also in its culture. A positive
organizational culture promotes healthy development of the organization. It also actively mobilizes the
performance of the employees, and makes them work with more enthusiasm. Move over, it improves production
efficiency. In short, the benefits of a positive organizational culture are self-evident.

Organizational culture is a two-level process, which differ in terms of the visibility and the resistance to change.
At the less visible level, organizational culture refers to values which are shared by the employees of the
organization. These values tend to persist over time despite changes in the organizational membership. For
example, the notion of what is important in life can vary in different organizations. In some organizational
settings, employees can care deeply about money, while in other settings about technological innovations or
employee well-being. Culture at this level is very difficult to change, partly because the employees are frequently
unaware of many of the values which bind them together. At the more visible level, organizational culture
represents the behaviour patterns or style of the organization which persist since new employees are
automatically encouraged to adopt them by their fellow employees. Those who fit in are rewarded and those
who do not are sanctioned.

Organizational culture can also be viewed as a system. The inputs to this system include feedback from the
society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on the
organizational assumptions, values and norms. For example, the organizational values on money, time, facilities,

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space and people. The outputs or effects of culture are organizational behaviours, technologies, strategies,
image, products, services, appearance, etc.

There are seven primary characteristics which capture the essence of the organizational culture (Fig 1). These
are (i) innovation and risk taking which encourages the employees to be creative and to take risks and hence
improve the productivity, (ii) attention to detail which means that the employees are attentive, and their
attention to details determine success or failure, (iii) outcome orientation which means that the organizational
management focuses on final outcomes or the processes used to achieve the goals, (iv) people orientation which
means that the consideration in management decisions tends to affects people within the organization, (v) team
orientation which reflects that the work events are organized in the organization among teams or individual
employees, (vi) aggressiveness which shows that the employee is aggressive and competitive or easy-going
during work, and (vii) stability which reflects that the organization is looking forward to maintaining the status
quo or keeps growing.

1. Primary characteristics of organizational culture

There are four key uniqueness of the organizational culture which have been identifies. These are (i) values which
constitutes the beliefs which lie at the heart of the organizational culture, (ii) heroes which means the employees
who embody organizational values, (iii) rites and rituals which means those routines of interaction which have
strong symbolic qualities, and (iv) the culture network which means the informal communication system or
hidden hierarchy of power in the organization.

Different characteristics of the organizational culture have influence on the employees’ behaviour. It is seen that
the values in the workplace are influenced by the organizational culture. There can be several cultural groupings
in the organization which have an effect on the employee behaviour. There are normally six dimensions of culture
(Fig 2) which affects the employees’ behaviour, these dimensions are (i) power distance, (ii) individualism and
collectivism, (iii) uncertainty avoidance, (iv) masculinity or femininity, (v) long term orientation, and (vi)
indulgence versus restraint.

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2.Dimensions affecting employee behaviour
Power distance – Power distance is the first dimension and it reflects the inequality in the organization. Some
employees have more power than others, while some other employees have better status and respect in the
organization. It reflects such inequalities among the various departments of the organization. Despite this,
different organization managements find different solutions to deal with the inequality in the organization.
However, not all the organizational managements regard inequality as a problem.

In the workplace, power inequality of the line manager-subordinate’s relationships is objective. In the large-
power-distance situation, line managers and subordinates consider each other as existentially unequal. This
happens normally in the organization in which the power is centralized in the top management as much as
possible. In the small-power-distance situation, line managers and supervisors consider each other as
existentially equal and the hierarchical system is established for convenience. Such type of the organizations is
fairly decentralized, with flat hierarchical pyramids and limited numbers of supervisory personnel.

Individualism and collectivism – Individualism and collectivism is the second dimension of culture. In this
dimension differences between organization interest and employees’ self-interest have perfectly been matched.
In collective cultures, the interest of a group or organization is valued more than the interest of an individual
employee. In contrast, in an individualist organization, an individual employee’s interests are valued over the
interests of a group. The organizational expectations in terms of individualism or collectivism are reflected by
employees in the organizations.

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In the workplace, employees in an individualist culture are expected to act according to their own interests, and
the objectives of the work are to be organized in such a way that these match the individual’s interests. In a
collectivist culture, individual employees are part of groups. The employees act according to the interests of their
group, which cannot always match with their individual interests.

Uncertainty avoidance – In the dimension of uncertainty avoidance, all employees have to face the fact that they
do not know what is going to happen tomorrow. Hence, every organization is to develop ways to deal with it.
The ways can belong to the domains of technology, financial planning, risk planning, and disaster planning etc.
Technology, from the most primitive to the most advanced, helps organizational management to avoid
uncertainties caused by nature. Financial planning provides organization stability during lean periods. Risk
planning helps management to take needed risks while disaster planning provides the organization to overcome
disasters with confidence.

In a strong uncertainty avoidance culture, employees prefer rules, regulations, and the conservative legal order,
and do not like adventure and innovation. In order to avoid risks, they prefer stable jobs, a secure life, avoidance
of conflict, and have a lower tolerance for deviant persons and ideas. In contrast, in a weak uncertainty avoidance
culture, conflicts and competitions are acceptable.

Masculinity and femininity – Masculinity and femininity reflect whether a certain organization is predominantly
male or female in terms of cultural values, gender roles and power relations. Every organization has males and
female’s employees the numbers can vary from organization to organization. They are biologically distinct. Males
are relatively taller and stronger. At the same time, females are thinner and more agile.

In masculine cultures, some occupations are structured based on genders, which means some jobs are given to
males and others to females. There is also a stronger emphasis on achievements, growth and challenge in jobs.
In this type of culture, employees emphasize job performance more than individual interests. Additionally,
employees prefer to receive money, titles or other materialistic or status-oriented rewards. On the contrary, in
feminine cultures, good working conditions and job satisfaction are preferred. Meaningful rewards are leisure
time, improved benefits, or symbolic rewards.

Long term orientation – Long term orientation is another dimension which consists of long-term orientation and
short-term orientation. The long-term orientation dimension can be interpreted as dealing with organization
search for values, focus on the future, and pay attention to learning and perseverance. Additionally, the
organizational culture with short term orientation normally has a strong concern with establishing the absolute
truth.

Indulgence versus restraint – Indulgence relates to the organization which allows relatively free gratification of
basic and natural human drives related to enjoying life and having fun. Restraint relates to the organization which
suppresses gratification of needs and regulates it by means of strict norms.

Organizational behaviour
Organizational behaviour is determined by the employees’ behaviour within the organization, like the interface
between employees’ behaviour and the organization, for the purpose of applying such knowledge toward
improving the effectiveness of the organization.

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Organizational behaviour applies to the knowledge acquired by individual employees and groups’ behaviour
within the organization in order to make work more effective. Thus, organizational behaviour is concerned with
what the employees do in the organization and how their behaviour affects the organizational performance. As
a result, organizational behaviour is closely associated with such issues as decision-making, leadership,
motivation, personality, productivity, human performance and management. Organizational behaviour falls
under three domains namely (i) individuals, (ii) groups, and (iii) organization structures.

Individual employee level variables – Individual employees are the basic units with the same direction, but each
is different in terms of personality, education, and experience. The challenge of an effective organization is to
successfully match tasks. In an ideal situation, in order to approach tasks efficiently and conflict freely, line
managers are to identify the tasks first, and then assign them to the employees who have the required skills.
During this process, the most obvious characteristics which affect include age, gender, abilities, personality
characteristics, perception, values, and attitudes. These characteristics are summarized as the individual level
variables which affect employees’ behaviour and include biographical characteristics, abilities, values, attitudes,
personality, emotions, perception, individual decision making, learning and motivation.

Group level variables – Group level is the second variant of organizational behaviour. A group is composed of
individual employees, but employees’ behaviour in groups is more complicated than the sum total of all the
individual employees acting in their own way. The group level variables which affect employees’ behaviour
include communication, leadership and trust, group structure, conflict, power and politics, and work teams.

Organizational system level variables – Organizational system level is the highest level of organizational
behaviour. The organizational system or organizational structure is developed to determine how the organization
operates. The organizational system assists the organization in approaching its goals to allow for future growth.
Just as employees’ behaviour in groups is more complicated than the sum total of individuals acting on their own,
so is organizational behaviour is more complicated than the sum total of its member groups. The structures of
the organization, the organizational culture, and the practices all have an impact on the organization system level
variables.

Organizational culture and behaviour influencing employee behaviour

Organizational culture, like morals, laws, and customs, shape employee behaviour and is something which older
generations of employees hand down to younger generations. It is a collective programming of the minds of the
employees to differentiate them from employees of other organizations. This programming of the minds is
derived from the social culture to explain the impact of culture on individual employees. Organizational culture
can be likened to a large complex computer which programs the responses and actions of the employees. The
individual employees are to learn the programs of the organizational culture in order to make the system work.

Organizational culture permeates organizational environment in such a way as to influence every aspect of the
organization. It has an effect on the productivity level of the organization in the sense that it influences
employees’ behaviour to work and it is the input of the employees to the organization which determines the
organizational performance level. It has been suggested that organizational culture affects such employees’
outcomes as productivity, performance, commitment, self-confidence, and ethical behaviour. Organizational
culture is one of the core determinants of the organizational success as it influences employee work behaviour.

Organizational culture plays several roles within the organization. In the first place, it gives the organization its
identity, which means it creates boundaries between the organization and the competitors. It provides identity
to its employees. Further, organizational culture can transform employees’ self-interests into something bigger
which coincides with the organizational goal. Additionally, since organizational culture regulates the behaviour
of the employee by providing appropriate standards, it enhances the organizational system level. Finally, the

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organizational culture acts as a behavioural mechanism which guides and shapes the attitudes and behaviour of
the employees.

The causes of employee behaviour while staying on a relatively general level can be distinguished between
‘volition’ and ‘ability’ for the employee, ‘empowerment’ and ‘obligation’ for the situation as well as the
‘situational enabling’ as shown in Fig 2. If an employees’ behaviour does not meet the expectations, then the
reason can be (i) they are not able to do it, (ii) they do not want to do it, (iii) they are not allowed to do it, and
(iv) they do not have the necessary resources or there are impeding barriers.

The causes of employee behaviour while staying on a relatively general level can be distinguished between
‘volition’ and ‘ability’ for the employee, ‘empowerment’ and ‘obligation’ for the situation as well as the
‘situational enabling’ as shown in Fig 2. If an employees’ behaviour does not meet the expectations, then the
reason can be (i) they are not able to do it, (ii) they do not want to do it, (iii) they are not allowed to do it, and
(iv) they do not have the necessary resources or there are impeding barriers.

3. Causes of employee behaviour

It has been found that several factors of the organizational culture such as openness, confrontation, pro-action,
collaboration, communication, trust, and autonomy and career development helps in bringing the employee
involvement on the board. A climate of management openness refers to employees’ collective perception as to
what extent the management is receptive to and encourages new ideas, suggestions and even dissents. This in
turn results in employee involvement. It is nothing but the employees’ involvement in the organizational
activities and it is what is needed. The cultural norms have a great influence on employee involvement as it is the
determinant of the employees’ opinion about the organization. The organization with characteristics like larger
power distance, top to bottom communication, less support and delegation downwards, normally has employees
who are silently taking up their jobs and have minimal involvement with the workplace.

The phenomenon of organizational culture associated with employee behaviour appears to be increasingly
important in the present-day workplace environment. Hence, the relationship between organizational culture
and organizational behaviour is becoming increasingly important. It is normally seen that there exists a positive
relationship between the organizational culture and the organizational behaviour. Several studies have shown
this positive relationship by applying different methods such as theoretical study, field study and empirical study
and so on.

In one of the studies on the relationship between organizational culture and organizational behaviour, the
conclusion is categorized into two models namely a contingency model and a universal model. The contingency

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model has indicated that better performing organizations have strong cultures, but only if the culture fits the
organization’s environment. In contrast, the universal model outlined that if an organization wants to behave
well in the long term, it is to have a culture focused on three of its stakeholders namely employees, customers,
and shareholders.

The operant conditioning model is a model which is used to explain employee behaviour. Conditioning is a
systematic procedure through which associations and responses to specific stimuli are learned. Operant
conditioning is defined as a type of learning in which the desirable or undesirable consequences of behaviour
determine whether the behaviour is repeated. It is also known as instrumental conditioning. The probability of
an event occurring depends on its consequences. The basic principle which governs operant conditioning is
known as the law of effect, which states that the behaviours followed by desirable outcomes are more likely to
recur than behaviours with unpleasant outcomes and vice versa. Rewards and punishments do affect our
behaviour. Shaping is an operant conditioning procedure in which closer and closer approximations of the desired
behaviours are reinforced, as a way of eventually producing the desired behaviour.

Further, cultural factors and personalities affect organizational behaviour. Organizational culture is one of the
many variables which can contribute in explaining the employee behaviour. The organizational culture being
composed of six dimensions of power distance, individualism and collectivism, uncertainty avoidance,
masculinity or femininity, long term orientation, and indulgence versus restraint have significant impact on how
the organization functions. Some variables in the relationship between culture and behaviour are significant since
they can have significant influence on the employees, leadership, and organizational strategy as well as on the
organizational commitment. In practice, the organization culture has a considerable impact on the organization
functioning, management, employees and the organizational future. The organizational culture affects behaviour
in six aspects.

First aspect is that the organizational culture has as a guiding role. Organizational culture not only affects clearly
the highest or long-term objectives, but also targets the organizational objectives as individual employees’ goals.
The objectives set by the organization allow the employees to feel the value of work and inspire the desire of
succeeding.

The second aspect is that the organizational culture restraints employees’ behaviour. This refers to organizational
culture constraints and set standards for the employees’ behaviour. For the smooth functioning of the
organization, rules and regulations are necessary. Still, it is difficult to standardize all the behaviours of the
employees.

The third aspect is the cohesive effect of the organizational culture. When a certain organizational value is
recognized by the employees, it becomes a shared bond. Through this impact, employees generate a sense of
loyalty towards the organization.

The fourth aspects show that the organizational culture has an impact on the incentives. This refers to the
organizational culture has the effect which enables employees generate a force to get attached to the
organization emotionally. Promoting the organizational culture is the process which helps the employees looking
for the sense to work and to establish a shared behaviour. Through this process, employees can form common
values and behaviours with the organization.

The fifth aspect consists of a radiation effect. The organizational culture not only affects inside an organization,
but also has an impact on the society through various channels. People in the society understand the deeper
values of the organization through symbols, advertising, architecture, products and services. There are several
channels to radiate this to the society such as media and the organizational public activities.

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The sixth aspect is the innovation. A good organizational culture provides a working environment for its
employees which inspires innovation, encourages difference, and tolerates failure. It is necessary not only for
the efficient functioning of the organization but even for its survival.

In addition, the influence the organizational culture has on behaviour is also reflected in the management and
the role of line managers. When making decisions, management is to confront many complex challenges. The
success of the line managers depends on several factors, for example on their knowledge and understanding of
the organizational culture. The line managers who understand the organizational culture and take it seriously are
capable of predicting the outcome of their decisions in preventing any anticipated consequences. It is notable
that most human behaviour is learned through imitation. In order to get employees to behave as expected, the
role of line managers is indispensable. In addition, the management success depends on sending and shaping
correct contents about the priorities, values and beliefs. Once the culture is established and accepted, it becomes
a strong leadership tool. It associates the employees with the beliefs and values of the organization and helps
the management to guide the employees.

Organizational employees are intentionally acculturated into the assumptions and belief systems of the
organizational culture. One method of transmitting cultural values and beliefs is through organizational norms.
Norms help to shape the behaviour of the employees so that it is in accordance with the values and beliefs of the
organizational culture. Culture, acting through institutionalized belief systems and organizational norms, can be
a very effective means of directing the behaviour of the employees toward activities deemed important to the
goals of the organization. Some examples of organizational cultural impacting on employee behaviour are briefly
described below. These are all based on the several studies on the subject on the effect of culture on performance
and behaviour.

Understanding of the organizational history and current approach – Knowing the culture of the organization
allows employees to understand the organizational history and current approach. Once the organizational
culture has been established, it tends to perpetuate itself in a number of ways, normally through the
organizational employees. The existing employees can screen the potential employees to test how well their
values and behaviour fit in. Newly selected employees are explicitly taught the organizational style. Historical
stories and legends are told again and again to remind everyone of the organizational values and what they
mean. Line managers explicitly behave and act in ways which exemplify the culture and its ideals. Organizational
management can communicate the key values over and over in their daily conversations or through special rituals
and ceremonies. Those employees who follow the cultural norms are rewarded and those who do not are
penalized.

Commitment to the organization is influenced by its culture, especially if the employees share the values of the
culture. These can include identifying with the organizational goals, a willingness to help others, and valuing
individual differences and creativity. As an example, at one software development organization, there is an
unspoken need for employees to work as hard as possible to build a technically superior product faster and
cheaper. It is competitively crucial to be the first to market with new technology. Besides, the challenge to build
new innovative computer applications is exciting and appealing to the group of employees who want to be on
the cutting edge of technology. They are encouraged by management to do whatever is necessary to get the
products designed and built. Management is able to emphasize the values of the culture to help productivity.
After the team successfully delivers the product, line managers are able to use their understanding of the
organizational culture to encourage new goals and behaviours to be adopted. They tap the value of the hard
work demonstrated by the organization to solve a problem with new product development teams.

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Commitment to corporate philosophy and values

Organizational culture can promote commitment to organizational philosophy and values. Commitment to
organizational philosophy and values can be improved by focusing on the actions of the present employees, by
adding people who represent the culture, and by socializing employees to new ways of behaviour. Although, it is
important to implement performance measures to direct behaviours, however, it is equally important to have
informal mechanisms such as stories, celebrations, and symbols to encourage behaviour change.

As an example, one organization wants to encourage all employees to initiate problem solving discussions and
generate solutions to those problems. One group of employees solves a quality problem by redesigning the
packaging of the product, and these employees become instant heroes. Their names are published in the
organizational newsletter; they receive plaques for their innovation, and are praised in management speeches
and talks. Such stories and symbolism undoubtedly reinforce the employees’ commitments to the corporate
philosophy and values.

Control mechanism for employee behaviours – Organizational culture serves as a control mechanism for
employee behaviour. If the culture of the organization is characterized by competition (money-oriented culture),
then employees tend to behave in ways that are self-serving rather than in the best interest of the system. On
the other hand, if the culture is characterized by collaboration (community culture) then employees tend to
behave in ways which serve the whole organization. However, sometimes, there is a clash of cultures, especially
when an employee or a group of employees has a different set of values than the ones prevailing in the
organization.

Employee ethics – Ethical behaviour is defined as that which is morally accepted as ‘good’ and ‘right’ as opposed
to ‘bad’ or ‘wrong’ in a particular setting. Organizations vary in the ‘ethical climates’ they establish for the
employees. It is also clear that the ethical tone or climate of the organization is set at the top. The actions of the
management, and the culture it establishes and practices makes a big difference in the way lower-level
employees perform and in the way the organization as a whole act when faced with ethical dilemmas. Depending
on the issue, the type of culture in operation influences the choices employees make to a large extent.

Consider for a moment, the networked culture and its propensity to tolerate poor performance. Line managers
in such an organization frequently ‘carry’ the weak employees rather than fire them. The long-term effect is
normally damaging to the collective good. Organizational performance can soften, hurting performances, and
ultimately can affect good employees who have to be laid off to reduce costs. In other cases, the strong
performers can burn out from doing the bulk of the ‘carrying’.

This raises a big ethical question, but some people can look at the scenario and say, ‘it is okay to cover for a
colleague than fire one, which suggests that such line managers are not prepared to sacrifice individuals for a
group. Others can look at it and say that ‘sometimes, employees need to be fired for the survival’, suggesting
that the line managers have a higher comfort level with putting the collective good of the organization first. This
does not mean that one response is better than the other, only to say that there is a wide range of what
employees are willing, eager, and able to do for the organizations based on the existing culture.

Another ethical question which the employees face is ‘how much they are willing to fit in’. Of course, the
organization places a layer of norms and rules upon its employees. It asks the employees to conform in different
ways, requiring them to leave, in varying degrees, parts of their authentic selves outside the work place. The real

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issue for the employees then becomes whether they fit within the organizational culture, and if not, how much
are they are willing to compromise their true identity in order to enjoy the rewards of the organization.

It is important to note that an effective organizational culture needs to encourage ethical behaviour and
discourage unethical behaviour. Granted, ethical behaviour can ‘cost the organization at the short-term, but
long-term, the organization gets benefitted.

An employer must begin with a thorough understanding of what culture is in a general sense and what
their organization's specific culture is. At the deepest level, an organization's culture is based on values derived
from basic assumptions about the following:

• Human nature. Are people inherently good or bad, mutable or immutable, proactive or reactive? These
basic assumptions lead to beliefs about how employees, customers and suppliers should interact and
how they should be managed.
• The organization's relationship to its environment. How does the organization define its business and
its constituencies?
• Appropriate emotions. Which emotions should people be encouraged to express, and which ones should
be suppressed?
• Effectiveness. What metrics show whether the organization and its individual components are doing
well? An organization will be effective only when the culture is supported by an appropriate business
strategy and a structure that is appropriate for both the business and the desired culture.

Culture is a nebulous concept and is often an undefined aspect of an organization. Although extensive academic
literature exists relating to the topic of organizational culture, there is no generally accepted definition of culture.
Instead, the literature expresses many different views as to what organizational culture is.

Organizational culture can manifest itself in a variety of ways, including leadership behaviour, communication
styles, internally distributed messages and corporate celebrations. Given that culture comprises so many
elements, it is not surprising that terms for describing specific cultures vary widely. Some commonly used terms
for describing cultures include aggressive, customer-focused, innovative, fun, ethical, research-driven,
technology-driven, process-oriented, hierarchical, family-friendly and risk-taking.

Because culture is difficult to define, organizations may have trouble maintaining consistency in their messages
about culture.

Factors That Shape an Organization's Culture

Organizational leaders often speak about the unusual natures of their company cultures, seeing their domains
as special places to work. But organizations such as Disney and Nordstrom, which are well-known for their unique
cultures, are rare.

Most company cultures are not that different from one another. Even organizations in disparate industries such
as manufacturing and health care tend to share a common core of cultural values. For example, most private-
sector companies want to grow and increase revenues. Most strive to be team-oriented and to demonstrate
concern for others. Most are driven, rather than relaxed, because they are competing for dollars and market
share. Some of the cultural characteristics that distinguish most organizations include the following.

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VALUES

At the heart of organizations' cultures are commonly shared values. None is right or wrong, but organizations
need to decide which values they will emphasize. These common values include:

• Outcome orientation. Emphasizing achievements and results.

• People orientation. Insisting on fairness, tolerance and respect for the individual.
• Team orientation. Emphasizing and rewarding collaboration.
• Attention to detail. Valuing precision and approaching situations and problems analytically.
• Stability. Providing security and following a predictable course.
• Innovation. Encouraging experimentation and risk-taking.
• Aggressiveness. Stimulating a fiercely competitive spirit.

DEGREE OF HIERARCHY

The degree of hierarchy is the extent to which the organization values traditional channels of authority. The three
distinct levels of hierarchy are "high"—having a well-defined organizational structure and an expectation that
people will work through official channels; "moderate"—having a defined structure but an acceptance that
people often work outside formal channels; and "low" —having loosely defined job descriptions and accepting
that people challenge authority.

An organization with a high level of hierarchy tends to be more formal and moves more slowly than an
organization with a low level of hierarchy.

DEGREE OF URGENCY

The degree of urgency defines how quickly the organization wants or needs to drive decision-making and
innovation. Some organizations choose their degree of urgency, but others have it thrust on them by the
marketplace.

A culture with high levels of urgency has a need to push projects through quickly and a high need to respond to
a changing marketplace. A moderate level of urgency moves projects at a reasonable pace. A low level of urgency
means people work slowly and consistently, valuing quality over efficiency. An organization with high urgency
tends to be fast-paced and supports a decisive management style. An organization with low urgency tends to be
more methodical and supports a more considered management style.

PEOPLE ORIENTATION OR TASK ORIENTATION

Organizations usually have a dominant way of valuing people and tasks. An organization with a strong people
orientation tends to put people first when making decisions and believes that people drive the organization's
performance and productivity. An organization with a strong task orientation tends to put tasks and processes
first when making decisions and believes that efficiency and quality drive organization performance and
productivity.

Some organizations may get to choose their people and task orientations. But others may have to fit their
orientation to the nature of their industry, historical issues or operational processes.

FUNCTIONAL ORIENTATION

Every organization puts an emphasis on certain functional areas. Examples of functional orientations may include
marketing, operations, research and development, engineering or service. For example, an innovative
organization known for its research and development may have at its core a functional orientation toward R&D.
A hospitality company may focus on operations or service, depending on its historical choices and its definition
in the marketplace.

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Employees from different functions in the company may think that their functional areas are the ones that drive
the organization. Organizational leaders must understand what most employees perceive to be the company's
functional orientation.

ORGANIZATIONAL SUBCULTURES

Any organization can have a mix of subcultures in addition to the dominant culture. Subcultures exist among
groups or individuals who may have their own rituals and traditions that, although not shared by the rest of the
organization, can deepen and underscore the organization's core values. Subcultures can also cause serious
problems.

For example, regional cultures often differ from the overall culture that top leadership tries to in still. Perhaps
aggressiveness that is common in one area may not mesh with a culture emphasizing team building. Or an
organization with a culture built around equality may have trouble if the national culture emphasizes hierarchy
and expects people to bow to authority. Employers must recognize those differences and address them directly.

Creating and Managing Organizational Culture

An organizational culture tends to emerge over time, shaped by the organization's leadership and by actions and
values perceived to have contributed to earlier successes. A company culture can be managed through the
cultural awareness of organizational leaders and management. Managing a culture takes focused efforts to
sustain elements of the culture that support organizational effectiveness.

SUSTAINING A CULTURE

The management of organizational culture starts with identifying a company's organizational culture traits or
"artifacts." Artifacts are the core business activities, processes and philosophies that characterize how an
organization does business day-to-day.

Identifying these traits—and assessing their importance in light of current business objectives—is a way to start
managing culture. Three broad concepts help identify the traits specific to a culture:

• Social culture. This refers to group members' roles and responsibilities. It is the study of class distinctions
and the distribution of power that exists in any group.
• Material culture. This involves examining everything that people in a group make or achieve and the
ways people work with and support one another in exchanging required goods and services.
• Ideological culture. This is tied to a group's values, beliefs and ideals—the things people view as
fundamental. It includes the emotional and intellectual guidelines that govern people's daily existence
and interactions.

Leaders and managers within an organization should approach culture management by initially gaining an
understanding of the common traits found in all businesses. Then, they should take the following steps to manage
their organization's culture:

• Identify common artifacts or traits, including those from the standpoint of an organization's social,
material and ideological culture.
• Convene groups of employees—representatives from all levels, functions and locations of the
organization—to assess the validity, significance and currency of key artifacts.
• Subject those traits to a rigorous assessment of their underlying shared assumptions, values and beliefs.
• Summarize findings and share them with all participants to solicit additional insights.
• Create a culture management action plan. The plan should enhance traits that support corporate growth
or organizational effectiveness and correct traits that might hinder a company's advancement.
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Practices to Develop Culture
• When an organization does a good job assessing its culture, it can then go on to establish policies, programs
and strategies that support and strengthen its core purpose and values. In aligned organizations, the same core
characteristics or beliefs motivate and unite everyone, cascading down from the C-suite to individual
contributors.

• There are many tools for developing and sustaining a high-performance organizational culture, including hiring
practices, onboarding efforts, recognition programs and performance management programs. The biggest
challenge is deciding how to use these tools and how to allocate resources appropriately.

HIRING PRACTICES

Effective hiring practices can help an organization capitalize on its culture. Traditionally, hiring focuses primarily
on an applicant's skills, but when a hire's personality also fits with the organization's culture, the employee will
be more likely to deliver superior performance.

On the other hand, ill-fitting hires and subsequent rapid departures cost approximately 50 percent to 150
percent of the position's annual salary. Unfortunately, nearly one in three newly hired employees' leaves
voluntarily or involuntarily within a year of hiring, and this number has been increasing steadily in recent years.

Some hiring practices to ensure cultural fit include these:

• Looking at each piece of the organization's vision, mission and values statements. Interview questions
should hone in on behaviour that complement these areas. For example, if the organization works with a lot
of intensity, then job applicants should display that natural intensity to be considered for hire.
• Conducting a cultural fit interview. Ask questions that elicit comments about organizational values such as
honesty or integrity. If a candidate's description of the worst place he or she ever worked sounds just like
the organization where he or she is interviewing, the candidate probably will not be successful.
• Leaving discussion of company culture for later. Do not tell candidates about culture up front. First, listen
to what they have to say about their experiences and beliefs. This tactic will reveal more candid responses
to help determine whether they are a fit for the organization.
• Making sure at least three people are involved in the hiring process. Different people will see and hear
different things. These varied perspectives give a clearer understanding of the person being considered for
hire.

Searching for employees who will fit in seamlessly can have drawbacks. The biggest mistake an organization can
make is to paint an inaccurate picture of itself as it tries to attract candidates. If new hires discover they have
been sold a bill of goods, they will not be happy; they will probably not stick around, and, while they are around,
morale will decline.

Another possible drawback is that people are more reluctant to take negative actions against people like
themselves. As a result, mediocre workers are more likely to stay employed if they share the cultural values.
Similarly, although an organization's comfort level is palpable when the culture is aligned, experts say, too much
comfort can result in groupthink and complacency.

ONBOARDING PROGRAMS

Onboarding teaches newcomers the employer's value system, norms and desired organizational behaviour.
Employers must help newcomers become part of social networks in the organization and make sure that they
have early job experiences that reinforce the culture.

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REWARD AND RECOGNITION PROGRAMS

These programs are key mechanisms employers can use to motivate employees to act in accordance with the
organization's culture and values. For example, if teamwork is a core value, bonuses should value teamwork and
not be based on individual performance. Employers should also put the spotlight on those who personify the
company's values.

PERFORMANCE MANAGEMENT PROGRAMS

Employees who share values and aspirations tend to outperform those in environments that lack cohesiveness
and common purposes. Performance management programs can greatly affect corporate culture by clearly
outlining what is expected from employees as well as by providing a feedback tool that informs employees about
proper behaviour.

Metrics
Assessing organizational culture is a crucial step in developing sound strategies that support enterprise objectives
and goals. But how do you measure something as potentially tough to describe as culture? After identifying the
key dimensions of culture such as values, degree of hierarchy, and people and task orientations, performing these
next steps will help organizations assess culture:

• Develop a cultural assessment instrument. This instrument should enable members of the organization to
rate the organization on the key cultural dimensions, as well as on aspects of the organization not covered
on the assessment.
• Administer the assessment. Survey respondents should include individuals at all levels, functions, divisions
and geographical units of the organization.
• Analise and communicate about assessment results. Leaders and managers should discuss areas of
agreement and disagreement about the organization's culture.
• Conduct employee focus groups. Just because top management leaders agree on organizational culture
does not mean that all employees see things that way.
• Discuss culture until consensus forms around key issues. Focus on "Who are we?" and "What makes us
who we are?" Organizations that decide that where they are now is not where they want to be may need to
look at moving the organization to embrace a different culture.

Cultural assessments, and other activities such as cultural audits and 360-degree feedback, may also help uncover
cultural inconsistencies. Then leaders and can eliminate the inconsistencies. For example, if customer service is
a focus of the company's culture, evaluate how much time employees spend visiting customer sites, how much
interaction they have with customers, what customer service training they receive and other indicators of a
customer service focus.

Legal Issues
Employers that emphasize cultural fit in their recruitment and selection process can be vulnerable to
discrimination claims if they are not careful. Employers should ensure that hiring practices and selection decisions
based on a cultural fit rationale do not result in discriminating against any applicants who may not be "just like"
the selectors.

Employers should also be aware that certain types of organizational cultures (for example, cultures that are highly
paternalistic or male-dominated) may tend to perpetuate disparities in promotions, compensation and other
terms of employment. Those disparities may violate anti-discrimination laws.

Global Issues
Research suggests that national culture has a greater effect on employees than the culture of their organization.
Organizational leaders should understand the national cultural values in the countries in which the organization

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operates to ensure that management and company practices are appropriate and will be effective in operations
in those countries. National cultural differences should be considered when implementing organizational culture
management initiatives in global businesses.

Managers must be able to respond to nuances in communication styles, as well as deal with different
expectations that employees have of their leaders across national cultures. Not meeting those expectations may
doom the global organization's chance for success in particular countries.

These issues become even more complex in global business mergers. Success in international mergers depends
on the merged organization's willingness to enable people with different cultural perspectives to engage in
meaningful and valuable discussions about the new business.

Influences on the Development of an Institution’s Culture:

The culture and structure of an organization develop over time and in response to a complex set of factors. There
a number of key influences that are likely to play an important role in the development of any corporate culture.
According to Chatman and Cha (1994), these include:

History

The reason and manner in which the organization was originally formed, its age, and the philosophy and values
of its owners and senior managers will affect culture.

Primary Function and Technology

The nature of the organization’s “business” and its primary function have an important influence on its culture.
This includes the range and quality of products and services provided, the importance of reputation and the type
of customers. The primary function of the institution will determine the nature of the technological processes
and methods of undertaking work, which in turn also affect structure and culture.

Strategy

The organization must give attention to objectives in all its key areas of operations. The combination of objectives
and resultant strategies will influence, and may itself be influenced by culture.

Size

Usually, larger institutions have more formalized structures and cultures. Increased size is likely to result to
separate departments and possibly split-site operations. A rapid expansion, or decline, in size and rate of growth,
and resultant changes in staffing will influence structure and culture.

Location

Geographical location and physical characteristics can have a major influence on culture. For example, whether
an institution is located in a quiet rural location or a busy city centre can influence the types of customers
(students) and the staff employed. Location can also affect the nature of services (courses) offered by an
institution.

Management and Leadership

Top executives can have considerable influence on the nature of corporate culture. However, all members of
staff help shape the dominant culture of an institution, irrespective of what senior management feels it should
be. Culture is also determined by the nature of staff employed and the extent to which they accept management
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philosophy and policies or pay only “lip service” The environment in order to be effective, the institution must
be responsive to external environmental influences.

The Culture of TCS is observed to be highly ethical as is the case with most TATA Group Companies. The culture
according to the various interviews was found to be highly networked although the job responsibilities and
positions of employees were clearly defined. This helped the employees settle down in the organization quickly
and effectively along with giving providing them the autonomy to bring out the best in themselves due to highly
networked nature of the environment. This is well exemplified by the fact that even the CEO of the company is
addressed by his first name. The culture of TCS is also the one that supports growth and learning by providing
and facilitating platforms for individuals to innovate and experiment even if that is not a direct requirement of
their project. One of the most striking features of this company is that employees are referred to as associates
and not ’employees’. This reflects the pride the company wants to experience in being ‘associated’ with the
concerned individuals and holds them as important and superior as the company itself. However, since TCS is
huge organization with approximately 170,000 employees, many-a-times underutilization of human resources is
observed before the project allocation. Hence periods of inactivity is observed in such cases. The size of the
company and its well-defined hierarchy is centralized at higher management level and localized at domain or
vertical level. The company is also studied to be too customer driven even when it’s not a part of the customer
requirement or specification.

TCS overall is an employee driven company, The Company provides the best in the class facilities to work and
learn. TCS has a separate learning and development cell, which encourages the associates (yes, the employees
are called associates) to learn and develop their technical, managerial, interpersonal communication and other
skills. The company provides a good mix of talent and challenging work which appeals to the associates. In the
interviews, we didn’t find one thing that was low on culture practices at TCS. The employees are well paid, well
satisfied and love the culture. The company has the lowest attrition ration of 9% for the last 4 quarters is a proof
of the culture that prevails there.

Apart from the learning and growth prospects, TCS also provides timely work review, assessments, various
bonuses, leaves and also growth opportunities. The boundary of management and associates is low and the
management is easily assessable. The level of respect for every employee is very high and is maintained with the
high to low management and associates.

Organizational culture is the behaviour of human within an organization and the meaning that people attach to
those behaviour. Culture includes the organization's vision, values, norms, systems, symbols, language,
assumptions, beliefs and habits. It is also the pattern of such collective behaviours and assumptions that are
taught to new organizational members as a way of perceiving and even thinking and feeling. Organizational
culture affects the way people and groups interact with each other, with clients and with stakeholders.
Organizational culture refers to the philosophies, attitudes, beliefs, behaviour and practices that define an
organization. The organizational culture may reflect characteristics that differentiate one company from another
ranging from internal policies and procedures to public relations and customer interactions. Organizational
culture influences the day-to-day experience of employees as well as the public perception of a company.
Organizational culture represents the collective values, beliefs and principles of organizational members and is a
product of such factors as history, product, market, technology, and strategy, type of employees, management
style and national culture. Corporate culture on the other hand refers to those cultures deliberately created by
management to achieve specific strategic ends. It's shown in- • Ways the organization conducts business, treats
employees, customers & the community. • Extent of allowed freedom in decision making, developing ideas &
personal expression. • Power and information flow through its hierarchy. • Committed employees are towards
collective objectives. An understanding of organizational culture is critical for two reasons: As an employee,
consultant or contractor, organizational culture can have a significant impact on working relationships,
procedures and employee-employer interactions. As a marketer, organizational culture can have a direct
influence on how a company is marketed. The culture of a company often influences its marketing messages and
strategies. Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is
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simply how content an individual is with his or her job, in other words, whether or not they like the job or
individual aspects or facets of jobs, such as nature of work or supervision. Others believe it is not as simplistic as
this definition suggests and instead that multidimensional psychological responses to one's job are involved.
Employee engagement is similar concepts on the surface Engaged employees are motivated to do more than the
bare minimum needed in order to keep their jobs. Past researches have shown supporting evidence about the
relationship between organizational culture and job satisfaction views job satisfaction as the evaluation of the
organizational context, while organizational climate provides a description of the work context and defined job
satisfaction as the feeling of employees about their job. Hutcheson (1996) on the other hand referred to it is the
difference between the outcomes which a person actually receives and those that he expects to receive. Job
satisfaction is thus related to job characteristics and people will evaluate their satisfaction level according to what
they perceive as being important and meaningful to them.

Corporate Cultural Component

The benefits of a strong corporate culture are both intuitive and supported by social science. According to James
L. Heskett, culture can account for 20-30% of the difference in corporate performance. Each culture is unique
and myriad factors go into creating one. Coleman (2013) has observed at least six common components of great
cultures as follows and isolating those elements can be the first step to building a differentiated culture and a
lasting organization.

Vision: A great culture starts with a vision or mission statement. These simple terms of phrase guide a company’s
values and provide it with purpose. That purpose, in turn, orients all decision employees make. When they are
deeply authentic and prominently displayed, good vision statements can even help orient customers, suppliers
and other stakeholders. Non-profits often excel at having compelling, simple vision statements such as “A World
without Poverty.” A vision statement is a simple but foundational element of culture.

Values: A company’s values are the core of its culture. While a vision articulates a company’s purpose, values
offer a set of guidelines on the behaviour and mindsets needed to achieve that vision. Every company has a
clearly articulated set of values that are prominently communicated to all employees and involve the way that
firm vows to serve clients, treat colleagues and uphold professional standards. Google’s values might be best
articulated by their phrase, “Do not be evil.”

Practices: Of course, values are of little importance unless they are enshrined in a company’s practices. If an
organization professes that people are our greatest asset, it should also be ready to invest in people in visible
ways. Similarly, if an organization values flat hierarchy, it must encourage more junior team members to dissent
in discussions without fear or negative repercussions. And whatever an organization’s values, they must be
reinforced in review criteria and promotion policies, and baked into the operating principles of daily life in the
firm.

People: No company can build a coherent culture without people who either share its core values or possess the
willingness and ability to embrace those values. That’s why the greatest firms in the world also have some of the
most stringent recruiting policies. According to Charles Ellis, as noted in a recent review of his book “What it
Takes: Seven Secrets of Success from the World’s Greatest Professional Firms”, the best firms are “fanatical about
recruiting new employees who are not just the most talented but also the best suited to a particular corporate
culture.” Ellis highlights that those firms often have 8-20 people interview each candidate. And as an added
benefit, Steven Hunt notes at Monster.com that one study found applicants who were a cultural fit would accept

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a 7% lower salary, and departments with cultural alignment had 30% less turnover. People stick with cultures
they like and bringing on the right “culture carriers” reinforces the culture an organization already has.

Narrative: Every organization has a unique history, a unique story, the ability to unearth that history and craft it
into a narrative is a core element of culture creation. The elements of that narrative can be formal like Coca-Cola
which dedicated an enormous resource to celebrate its heritage and even has a World of Coke Museum in Atlanta
or informal, like those stories about how Steve Jobs’ early fascination with calligraphy shaped the aesthetically
oriented culture at Apple. But they are more powerful when identified, shaped and retold as a part of a firm’s
ongoing culture.

Place: One clear answer is that place shapes culture. Open architecture is more conducive to certain office
behaviour, like collaboration. Certain cities and countries have local cultures that may reinforce or contradict the
culture a firm is trying to create. Place whether geography, architecture, or aesthetic design impacts the values
and behaviour of people in a workplace.

This article is on defining and measuring of organizational culture and its impact on the organizational
performance, through an analysis of existing empirical studies and models link with the organizational culture
and performance. The objective of this article is to demonstrate conceptualization, measurement and examine
various concepts on organization culture and performance. After analysis of wide literature, it is found that
organizational culture has deep impact on the variety of organizations process, employees and its performance.
This also describes the different dimensions of the culture. Research shows that if employees are committed and
having the same norms and value as per organizations have, can increase the performance toward achieving the
overall organization goals. Balance Scorecard is suggested tool to measure the performance in the performance
management system. More research can be done in this area to understand the nature and ability of the culture
in manipulating performance of the organization. Managers and leaders are recommended to develop the strong
culture in the organization to improve the overall performance of the employees and organization.

Employee Development for Organizational Success

Employees are key element of the organization. The success or failure of the organization depends on the
performance of its employees. Although there are several factors which play a key role, the organization needs
capable employees for its performance and to remain competitive. The organization needs employee
development for making the employees capable for becoming more effective and efficient in its day-to-day
operations which is essential for its survival. It needs employee development for meeting successfully the
challenges of today.

There is a widespread belief that a positive relationship exists between employee development and
organizational performance. Normally employee development is related to the organizational performance
through various human resource development systems. That is, the organization which offers an array of learning
opportunities to the employees to enable them to perform better on their jobs, in turn, enables the organization
as a whole to perform better as well. In this way, employee development programs are logically related to
organizational performance.

Views on employee development in several organizations in the present-day environment have changed
dramatically in recent years. Employee development is now recognized as not just a major contributor to the
organizational profitability but also is critical for the survival of the organization in the present-day competitive
market place. In the quest of a sustainable competitive advantage, organizations have finally come to realize

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that, what sustains is the knowledge that is in people in the organization which can be processed as skills and
experienced as performance.

Employees are major assets of any organization. The active role they play towards the organizational success
cannot be underestimated. As a result, equipping these unique assets through their effective development
becomes imperative in order to maximize their job performance. It also helps in positioning them to take on the
challenges of the today’s competitive environment. Hence, the organization requires investing sufficient
resources on employee development. Investments in employee development result into employees becoming
more productive and more effective in their jobs, thus directly contributing to the bottom line.

Employee development has been defined as a learning activity directed towards the acquisition of specific
knowledge and skills for the purpose of an occupation or task. The focus of the employee development is to have
improvement in the employee efficiency. Employee development is the planned and systematic modification of
behaviour through learning events, activities and programmes which results in the employees achieving the
levels of knowledge, skills, competencies and abilities to carry out their work effectively.

Employee development has emerged as a major educational enterprise over the past three decades. This
increase is associated with a demand in the workplace for employee at all levels to improve performance in their
present jobs to acquire skills and knowledge to do new jobs, and to continue their career progress in a changing
world of work. Several organizational adages suggest that employees are the key for its successful operation.
This emphasis is not empty since it is becoming increasingly clear that no organization can succeed without having
skilled and knowledgeable employees. Ongoing employee development is critical to both the short- and long-
term success of the organization.

Employees need development for effective performance of their on-the-job duties effectively. They need to be
developed in order to enable them to grow and acquire maturity of thought and action. Employee development
constitutes an ongoing process in an organization. It is a broad, ongoing multi-faceted set of activities, which also
include training activities, to bring employees and the organization up to another threshold of performance,
often to perform some job or new role in the future.

Employee development constitutes the learning activities, which are directed towards future, needs rather than
present needs, and which is concerned more with the growth than immediate performance. On the other hand,
employee training is the formal and systematic modification of behaviour through learning which occurs as a
result of education, instruction, development and planned experience.

Employee development can have two meanings for the employees. It can be perceived as an intrinsic motivator,
as they support employees’ growth, learning and development. It can also be an extrinsic motivator, because it
gives employees more tools, they can use during their work for achieving their goals.

Employee development consists of training the employees to acquire new horizons, technologies, or viewpoints.
It enables the employees to have qualities so that they can guide the organization onto new expectations by
being proactive rather than reactive. It enables employees to create better products, faster services, and more
competitive organization. It is learning for growth of the employees. Helping the employees to grow and develop
is what keeps the organization in the cutting edge of competitive environments. Development can be considered
the forefront of what many now call the ‘learning organization’. Development involves changes in an organism
that are systematic, organized, and successive and are thought to serve an adaptive function.

Employee development is considered as the acquisition of technology, which permits employees to perform their
present job to standards. It improves human performance on the job the employee is presently doing or is being

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recruited to do. Also, it is given when new technology in introduced into the workplace. Education is training
employees to do a different job. It is often given to the employees who have been identified as being promotable,
being considered for a new job either lateral or upward, or to increase their potential. Education helps the
employees to perform their new jobs efficiently and with confidence.

Four stages of employee education for development

Hence for maximizing of the effectiveness of employee development efforts, the organization is required to
constantly assess the employees’ current development needs and identify development needs needed to fulfil
organizational objectives. This requires the organization to recognize that different employees have different
needs and that these needs change over time as the employees move forward in their careers.

Employee development has dependent variables, core-elements and areas of focus. It is to be focused on the
three major categories which are knowledge, skills, and performance (Fig 2). These three major areas of focus,
and dependent variable and their contribution to employee development are discussed below.

Knowledge – Knowledge is normally defined as the intellective mental components acquired and retained
through study and experience. The definition of knowledge is complex and can be interpreted in many different
ways. Knowledge is the cognitive capacity of the organization. It is the understanding of relations, and is therefore
essential in making operations effective, building organizational processes or predicting the outcomes
(performance) of the employees and hence the organization. Knowledge also refers to ‘an organized
body…factual or procedural nature, which, if applied makes adequate job performance possible’.

Skills – Skills normally refers to ‘the capability to perform job operations with ease and precision’. It normally
refers to the psychomotor types of activity. Like all fields, employee development is also affected by
demographic, political, economic and social trends. So, the organization needs to focus its efforts on the
development of skills and human relations.

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Skills are normally classified into three types. The first type skills are technical skills. These skills consist of an
understanding of and proficiency in a specific kind of activity, particularly one involving methods, process,
procedures or technique. It is occupation related, concrete and functional. The second type skills are human
skills. Human skills are the ability to work effectively as a group member and to build cooperative effort within
the team / group. The third type skills are conceptual skills. Conceptual skills involve the ability to see the
organization as a whole. It involves recognizing how the various functions of the organization depend on one
another and how changes in any one part affect all the others and it extends to visualizing the relationship.

Performance – Although several development actions of the organization are normally activity oriented, focus
on enhancing human performance is important as it is implicitly result-oriented. Out of work place upheaval has
emerged the high-performance work organization since it is a catchall phrase for the organizations in a perennial
search for better results. For the organizational management, it signals an important message, which is to shift
focus from training activities (input) to the performance of individuals and organizations (output). Scholars refer
‘ability’ as cognitive capabilities necessary to perform a job function.

Dependent variables of employee development

The process of identifying employee development needs is an ongoing function of the organization. There are
four reasons for the organization to invest into employee development. These are (i) to bring the employee’s
knowledge, skills, and/or abilities to an acceptable level to attain proficiency in job performance, (ii) is to be
based on new organizational responsibilities or technology requiring the employee to assume new duties and
responsibilities in the current position, (iii) to provide opportunities for employees to develop their potential to
work at a higher level of competence and with a broader understanding or keeping up with recent developments
in the employee’s profession, and (iv) meeting the development requirements to keep the presence of the
organization in the ever changing market intact.

The main point to remember is that employee development needs reflect mission requirements of the
organization, performance requirements of the job, and the employees’ career goals. Further, the organization
is constantly changing with new thrusts, new technology, new methods, and so forth. It is extremely important
that the employees have the flexibility built into them to adapt to these changes. The organizational management
is to encourage the employees to seek ways to maintain professional competence and enhance career
opportunities.

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Middle level Managers and their Role in Organizational Performance

Hierarchy in the organization plays an important role in its effective functioning. The hierarchy in the organization
brings multiple levels of management. Since each level of management interacts with other levels, it adds value
to other levels both by being thrilled from them and influencing them. The middle level managers by mediating
between senior management and operational personnel play an important role in improving organizational
performance by adding value to the functioning of both the senior management and operational personnel with
their perceptions, attitudes, and behaviours.

Further, the middle level managers not only act as important link and interface between the senior management
and the operating personnel, but also, they are the central contact point for supporting service departments.
They are, in fact, placed horizontally and vertically in the heart of the organization. They are responsible to
interpret and later transmit the defined strategies into management decisions and corporate action which is only
one of their main tasks.

From a traditional point of view, middle level managers are seen as the practitioners and information suppliers
of the decisions made by the senior management of the organization. Hence, this group of executives is
responsible for performing the second level executive functions within an organizational department such as
production, quality control, marketing, finance, and research and development etc. The importance of the middle
level managers can be seen in the implementation of the organizational objectives set by senior management,
which include deploying of the resources, contacting other departments, and directing the operation of the
department. The main difference from other management levels is that it combines senior management
knowledge with operational knowledge. Hence, the middle level managers are to be close to the senior
management for receiving the orders from the senior management, and they also have to be close to the
operational personnel to understand how these orders are fulfilled and evaluated. This is the combination which
enables them to mediate between the organizational strategy and the operational activities.

In terms of strategic management, middle level managers draw attention as a segment which plays a role in
competitive strategies and tries to be more effective than the formation of basic strategies. In other words,
middle level managers are the new generation strategists who are stuck between competition strategies and
operational efficiency. There are three different definitions / descriptions for the middle level managers. All of
them, though meaningful, do not describe accurately the middle level managers.

The position of the middle level managers is important since they are the ‘link pins’ between senior management
and the operational personnel who are in close contact with various employees of the organization. They have
two ways channels of functioning since they receive messages from senior management and turn these messages
into actions, making sure that the various components are compatible with each other. In this sense, the
organization has two important expectations from the middle level managers namely (i) to convey the decisions
taken by the senior management to the operational personnel to ensure effective implementation, (ii) to transfer
the reaction and implementation results to the senior management. They get this information by actively
participating in the operations. The role of middle level manager needs the ability to shape, use, influence,
persuade, and facilitate communication channels. Hence, middle level managers, as members of the senior
management team and organizational department representatives, act as a starting point in actions to be put
forward. Thus, they have a positive or negative direct effect on the results of the action. Fig 2 shows the position
and role of middle level managers.

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Position and role of middle level managers

Since early 1990s, notably with regards to the paradigm shifts and the realization of the business process
reengineering, the question for the necessity of middle level managers has been raised. A quite high number of
the organizational managements started considering the middle level managers as an important cost factor for
the organization. Frequently the removal of middle level managers under the name of restructuring or cost
reduction became an important objective for the organization. Hence, several middle level managers’ positions
had fallen victim to the flattening of hierarchies resulting from restructurings. Further, technology can replace
several roles such as communicating strategy, performance monitoring, and providing feedback, traditionally the
field of the middle level managers. Therefore, middle level managers are under pressure to justify their assets
and values in the modern organizations.

On the other hand, supporters highlight the importance of the middle level managers and encourage them, as
their work contribute in a very highly manner to the success of the organization. These organizational
managements prefer simpler organizational hierarchies where team members take responsibility for authority
and decision-making. Accordingly, they expect intermediate levels (if any) to play more limited roles in
information sharing and decision-making. Today, the profile for the middle level manager is important and to a
certain extent intellectual property plays a key role for the success of the middle level manager. Soft skills like
emotional intelligence as well as the importance of leadership skills are also important.

In recent decades, the role of the middle level managers has changed. Constant reengineering of the
organization, increasing automation of work and the impact of information technology (IT) has diminished the
need of the middle level managers in several organizations dramatically. Downsizing has also led to reduced job
security and increased work pressure, because the remaining middle level managers need to work harder and
longer and have a larger span of control. However, middle level managers remain the critical interface between
senior management and the operational personnel and the valuable contributions they can make to
organizations is well recognized.

Middle level managers face higher levels of stress, anxiety, depression, hypertension, heart disease, and similar
ailments in cognitive performance and focus. If these problems regarding middle level managers are left
unresolved, this can harm the productivity (purpose) of the organization or undermine very important
organizational processes such as adaptation and strategy implementation.
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In the present-day organization, it is important to re-evaluate the changing roles of middle level managers in this
sense and to determine where and how they are involved in the strategy and organizational processes. It is
frequently seen that the role of the middle level managers in creating strategy is limited to providing input. Their
primary role therefore is the implementation of the strategy. This point of view is in direct contrast to the thinking
that separating the strategy formulation from strategy implementation creates a false division of labour between
senior management (thinking) and other organizational members (practice).

The thinking that middle level managers play an important role in both the formulation and implementation of
strategic change is gradually increasing. This thinking considers middle level managers at the centre of
organizational processes as decision makers linking strategic thinking with the field of application. The middle
level managers turn organizational strategy into operational goals and inform senior management about the
progress of implementation. As a matter of fact, the level of success of strategic change efforts increases when
middle level managers participate in the strategy formulation. Further, the degree to which middle level
managers are included in decisions on strategy formulation frequently affects their implementation efforts.
Hence, the high participation of these managers in the strategy formulation also greatly influences the success
level of the ensuing implementation efforts. As a matter of fact, it has been observed that the decisions and
actions of middle level managers affect considerably the organizational performance.

Increasing productivity is directly related to creative and mainly innovative skills of the middle level managers.
They need not have to be extraordinary individuals, but have to share a number of characteristics such as
comfortable with change, clarity on direction, thoroughness, participative management style, persistence, and
discretion.

The focus on the middle level manager is primarily on two aspects namely (i) position in the hierarchy, and (ii)
function rendered by him. The ‘position’ of the middle level manager ranges from the level below senior
management to one level above the line managers. Middle level managers hold a unique position in the
organization. Examples of middle level managers include general managers (divisional heads), functional
managers (department heads) and team or project-based executives or project leaders. From the perspective of
the ‘function’, middle level management is defined as the coordination of the organizational daily routine
activities with the activities of vertically related groups. Middle level managers are responsible for a sub-
functional work flow of the department / division. They are to communicate effectively between senior
management and the operating personnel. For accomplishing this goal, they are to play strategic role. They have
to synthesize information to be exchanged for championing innovative ideas, facilitate adaptability among
subordinates, and implementing strategy by integrating subordinate’s activities.

The function of middle level managers is a difficult one since it is the key position between the shop floor
personnel and senior management. On the one hand they have to translate strategy and on the other hand they
need to pay attention to the day-to-day problems on the shop floor. There is a constant struggle between the
policy of the organization and actual running the organization. Middle level managers have an important role in
disseminating knowledge widely throughout the organization and work as mediators between day-to-day
operations and strategy.

They have to be constantly alert in an environment in which cutting budgets and lifecycle management are a true
art form like cost cutting, more efficiency, and in the end delivering the same or even more. Although there is a
view that the middle level managers are just ‘passing through’ on their way to senior management positions, it
is important to realize that majority of the organizations need middle level managers who are there to stay for
the long run.

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Lower-level Managers and their Role in Organizational Functioning

All the organizations are comprised of a large number of different managerial tasks. When these are coordinated
properly, and there is a strong hierarchal system of management in place, then the organization is extremely
efficient in creating value through the production of their products, services and overall workflow.

In an organization all those who are responsible for the work of others are known as managers. Though their
primary task remains the same which is getting the things done by other people, wide variances exist with regard
to the authority and responsibility of the managers. These differences are largely due to the differences in the
levels of management. Based on the scope of authority and responsibility, management job needs several skills
and talents. Normally the management system of the organization is structured in the shape of a pyramid.

Managers are organizational members who are responsible for the work performance of other organizational
members. Managers have formal authority to use organizational resources and to make decisions. The job of a
manager is essentially about planning, organizing, staffing, leading, and controlling. It is about the effective use
of financial, human, information, and physical organizational resources to achieve specific goals. However, the
nature of managerial jobs differs from organization to organization and, more particularly, level to level. Further,
there can be a number of changes to organizational structures which can take place and which can influence the
role, tasks, and responsibilities of the managers at each level of the organizational hierarchy.

In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with
a large number of lower-level managers, lesser numbers of middle level managers, and the least numbers of
senior level managers. One perspective which can be taken for the organizational management is a hierarchical
view. Under this perspective, managers at different levels are responsible for different degrees of organizational
scope, which can be visualized as having responsibility over a larger volume of processes and people. When
illustrating this concept, the managers at the lower-level management are at the bottom of the pyramid while
the managers at the senior management are at the top level.

The term ‘levels of management’ stands for the arranged managerial positions in the organization. It refers to a
line of demarcation between various managerial positions in an organization. It determines a chain of command,
the amount of authority, and the status enjoyed by a managerial position. The number of managerial positions
increases when the size of the organization and the number of employees in the organization increases. But the
organizations normally follow a system which divides the managerial positions in three hierarchical levels. These
three levels are (i) senior management level, (ii) middle management level, and (ii) lower manage level.

These three levels of management taken together form the ‘hierarchy of management’. It indicates the ranks
and positions of the managers in the hierarchy. It shows that the managers at the middle level management are
subordinate to the managers at the senior level of the management and the managers at the lower level are s
subordinate to the managers at middle level of the management. Employees at the workplace form the bulk of
the organization’s membership. Within the managerial ranks, the number of managers at each level decreases
as one move from lower level to the senior level of management. The authority of the managers decreases from
senior level to lower level whereas the accountability increases. Fig1 shows the pyramid for the hierarchy of the
management levels.

Time spent by lower management level on management functions compared to other levels

The amount of planning, organizing, and controlling decreases down the hierarchy of management while the
number of leading increases as a person move down the hierarchy of management. In addition to the broad
categories of management functions, managers in different levels of the hierarchy fill different managerial roles.
These roles have been categorized by Henry Mintzberg, and they can be grouped into three major types
consisting of decisional, interpersonal, and informational. Decisional roles need managers to plan strategy and
utilize resources.

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Managers at the lower level of the management are more concerned to planning and organizing the operations
at the departmental level. They implement the policies of the organization. They also play the supervisory role
since they are in direct contact with the employees at the workplace. They are more concerned with day-to-day
direction and control function as compared to planning and organizing functions of the management. They
directly guide and control the performance of the employees at the workplace.

Managers at the lower level of the management communicate the organizational goals or ethical guidelines to
the employees at the workplace. They act as a leader and set example for other employees to follow. They give
commands and directions to the employee, make decisions, and mobilize employees’ support. In the role of
liaison, the lower-level manager is to coordinate the work of others in different work units, establish alliances
between others, and work to share resources. Informational roles are those in which managers obtain and
transmit information. These roles have changed dramatically as technology has improved. As per the monitor
role they evaluate the performance of the employees at the workplace and take corrective action to improve the
performance. The role of disseminator requires that managers inform employees of changes which affect them
and the organization. They also communicate the organizational vision and purpose. Finally, they play the role a
spokesperson to communicate the information from the higher management level to the employees.

The responsibility of the managers at the lower level of the management includes employees’ supervision. Hence,
they need to possess the technical skill of the workplace. Further, since they are concerned with planning and
organizing at their department level, they are to fix the departmental goals only for the short term in line with
the organizational goals. They are to perform the control function by evaluating the performance of the
employees and then communicate the information upward. They also need to possess the requisite human skill
since they have to deal with the employees at the workplace to get things done through them. They are
responsible for developing harmonious relations among the employees and help them in solving their work
problems. They are to represent the concern of the employees to the higher management and the concern of
the higher management to the employees.

Managers at the lower level of the management are required to work with the higher levels of the management
as well as with the employees at the workplace. Their effectiveness is dependent on critical leadership skills,
including interpersonal and communication skills and the ability to inspire, motivate and mentor the employees
at the workplace.

The three hierarchical levels of the management can be distinguished by the three types of managerial skills
namely (i) technical skills, (ii) human relation skills, and (iii) conceptual skills. Technical skills are the capabilities
which the managers are to have for operating the process and using the tools, procedures, and techniques of
their working area. These skills are the mechanics of the job. Human relations skills involve the ability to work
with people and understand employee motivation and group processes. These skills allow the manager to
become involved with and lead his group.

Conceptual skills represent the abilities of the manager to organize and analyse information in order to improve
organizational performance. These include the ability to see the organization as a whole and to understand how
various parts fit together to work as an integrated unit.

Managers at the lower level of the management are responsible for the daily management of the operations at
their respective workplaces and of those employees who actually produce the product or carry out the service.
They are to assign duties to the employees at the workplace as per planned schedules given by the higher-level
managers. They have responsibility for managing of their team of employees. They are also responsible for
maintaining discipline among the employees at the workplace and develop an increased spirit of work among
them. The quality and quantity of output at the workplace depends upon the efficiency of this level of managers.

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The authority and the responsibility of the managers at the lower level of the management is limited according
to the plans drawn by the senior management. Although the managers at the lower level typically do not set
goals for the organization, they have a very strong influence on the performance of the organization since they
are the managers which the employees interact with on a daily basis. They also to guide and help the managers
at the middle level of management in recruiting, selecting and appointing the employees.

The plans developed and scheduled for application by the senior level management fail if the managers at the
lower level along with the employees at the workplace do not fully appreciate the work allotted to them nor
enjoy the nature of their work. The quality and quantity of the work done by the lower-level managers depend
upon the performances of the employees at the workplace. The supervision by the managers at the lower level
at the workplace is to be maintained so as to achieve high quality standards of the manufactured product.

The managers at the lower level of the management are frequently being regarded as the voice of management
for the employees at the workplace on the one hand, while on the other hand, they represent the problems or
grievances of the employees before the middle level management. They are directly linked to the employees at
the workplace and hence they are the right persons to understand their problems and grievances.

The managers at the lower level of the management are to communicate with the employees at the workplace
and encourage them to come forward with their suggestions for improving the working conditions, process
efficiency, and process safety. They are to motivate the employees to take initiatives. They are not only to
welcome their suggestions but also to ensure that the good suggestions are implemented and rewarded. Further,
they are to ensure that both the precise standard of quality and steady flow of output are maintained at the
workplace. For achieving this they are to boost the morale of the employees and develop the team spirit in them.

The managers at the lower level of the management have responsibility of creating and maintaining good
working conditions employees at the workplace. They are to promote and develop healthy relations between
the superior and the subordinates. For this, they are to create supportive work environment. Their
responsibilities include looking after the health and safety of the employees at the workplace for which they are
to see that a healthy, safe, and secure work environment as well as good house-keeping at the workplace is
maintained.

The performance of the managers at the lower level of the management has a considerable effect on the efficient
working at the work place. Their performance gets reflected in the performance of their team of employees. If
they perform poorly due to lack of capabilities or lack of motivation, then the working of their team at the
workplace gets severely affected which results into not only poor efficiency level being achieved but have effect
on the working of the connected teams and the connected processes.

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Why organizational culture matters?

Culture matters because it has a direct effect on people factors such as employee engagement and motivation;
and productivity factors such as product and customer service quality. Basically, organizational culture has a
direct impact on the long-term viability of the organization. So, leaders need to pay attention to and fix their
culture.

Imagine for a moment that your organization is faced with a new, complex customer opportunity. If your culture
is such that people are expected to blindly follow rules (even when they don’t make sense), push all decisions up
to people in more senior positions, and avoid doing anything differently; members will have a very difficult time
adapting to any new situation.

If however, the culture is one where people are expected to “think outside of the box”, deal with customers
directly, work together and take calculated risks to solve problems, and treat others with dignity and respect;
members would meet the challenge with enthusiasm and creativity.

If you were the customer, which organization would you rather deal with—and which organization would you
patronize? Culture matters! The expected, collective attitudes and behaviours of the members affect the long-
term viability of the organization.

Often, the culture of an organization was formed by the company’s founders. Leaders that come after the
founder can change that culture—but usually they just leave it alone. Sometimes however, the culture simply
evolves—finding its way based on the attitudes and behaviours of its many members and systems. Rarely is the
culture deliberately defined and shaped by the leadership team. Regardless of how it came into being—every
organization has a culture.

Leaders need to realize the powerful impact they can and should have on culture. How they communicate, set
goals and delegate authority will help shape the organization’s culture. Good leaders create a Constructive
Culture by sharing information, collaboratively setting mutually acceptable, challenging goals and sharing
influence and responsibility in a participative way.

In the previous example, if leaders decide to control members by creating too many policies and rules, insisting
members defer to them for most decisions, and punishing members for trying something new or making a
mistake, people quickly learn to lay low and stop thinking for themselves. And, they become fearful of change

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7 reasons why organizational culture is important

1. It defines your company’s internal and external identity

Here’s a thought exercise: write down on a piece of paper five attributes that best describe your organization’s
culture. You might write something like “good work-life balance” or “lots of meetings” or maybe “team-
oriented.”

Now, spend a few minutes thinking about why each of those attributes is important to your organization in
particular. Why is it significant that your company has a good work-life balance? What makes these culture
attributes valuable to your people and customers?

Peter Ashworth explains that your organizational culture “defines for you and for all others, how your
organization does business, how your organization interacts with one another and how the team interacts with
the outside world, specifically your customers, employees, partners, suppliers, media and all other stakeholders.”

In other words, your organizational culture will reverberate across all aspects of your business because it
represents the way you do business. It’s simultaneously your identity and your image, which means it determines
how your people and customers perceive you.

2. Organizational culture is about living your company’s core values

Your culture can be a reflection (or a betrayal) of your company’s core values. The ways in which you conduct
business, manage workflow, interact as a team, and treat your customers all add up to an experience that should
represent who you are as an organization and how you believe a company should be run. In short, your culture
is the sum of your company’s beliefs in action.

But if your espoused values don’t match your culture, that’s a problem. It could mean that your “core values”
are a list of meaningless buzzwords, and your people know it.

A strong organizational culture keeps your company’s core values front and centre in all aspects of its day-to-day
operations and organizational structure. The value of doing so is incalculable.

3. Your culture can transform employees into advocates (or critics)

One of the greatest advantages of a strong organizational culture is that it has the power to turn employees into
advocates.

Your people want more than a steady pay check and good benefits; they want to feel like what they do matters.
And when your people feel like they matter, they’re more likely to become culture advocates—that is, people
who not only contribute to your organization’s culture, but also promote it and live it internally and externally.

How do you achieve this? One way is to recognize good work. A culture that celebrates individual and team
successes, that gives credit when credit is due, is a culture that offers a sense of accomplishment. And that’s one
way to turn employees into advocates.

4. A strong organizational culture helps you keep your best people

It should come as no surprise that employees who feel like they’re part of a community, rather than a cog in a
wheel, are more likely to stay at your company. In fact, that’s what most job applicants are looking for in a
company.

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Ask any top performer what keeps them at their company and you’re bound to hear this answer: the people. It’s
because a workplace culture focused on people has profound appeal. It helps improve engagement, deliver a
unique employee experience, and makes your people feel more connected.

5. A well-functioning culture assists with onboarding

Organizational culture also has the potential to act as an aligning force at your company. This is particularly the
case with new hires who, more often than not, have put some considerable thought into the type of culture
they’re entering into.

The culture at your organization is essentially a guiding force for them, so it’s important that it starts with
onboarding.

Writing in Forbes, George Bradt explains further: “People fail in new jobs because of poor fit, poor delivery or
poor adjustment to changes down the road. Assuming you’ve aligned the organization around the need for your
new employees and acquired them in the right way, your onboarding program should accommodate their needs
(so they can do real work), assimilate them into the organization (so they fit culturally) and accelerate their
progress (so they can deliver and adjust).”

6. Your culture transforms your company into a team

A successful organizational culture brings together the people at your company and keeps them aligned. When
your culture is clear, different perspectives can gather behind it with common purpose. The culture at your
organization sets expectations for how people behave and work together, and how well they function as a team.

In this way, culture can break down the boundaries between siloed teams, guide decision-making, and improve
workflow overall. On the flip side, a toxic organizational culture has the capacity to do just the opposite.

7. Culture impacts performance and employee wellbeing

Reports show that organizational culture has a direct impact on performance and, more importantly, your
employees’ wellbeing. A healthy culture addresses both of these areas by finding an appropriate balance based
on company values.

Does your company stress performance to such a degree that you feel like your physical and mental health are
being overlooked? There might be instances when that may not be a problem, but for the vast majority of cases,
it’ll have a negative effect on your company.

Paul Barrett sums it up nicely, writing that “Employee wellbeing strategies have the potential to bring huge
benefits to employees and employers alike but they need to be introduced in the right way for the right reasons,
and at the right time. To be properly effective they need to be developed in a holistic way, consistent with a
business culture that is conducive to their success. That means supportive management behaviours, flexible
working options and an open culture that allows employees a voice and some say in shaping the working
environment.”

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An HR department is tasked with maximizing employee productivity and protecting the company from any issues
that may arise within the workforce. HR responsibilities include compensation and benefits, recruitment, firing,
and keeping up to date with any laws that may affect the company and its employees.

Role of HR Systems:

A Human Resource Management System effectively combines Human Resource Management (HRM) and
Information Technology by merging HR activities and processes with the information technology.

Transforms HR functions into a strategic-level function and key contributor to an organisation's success.

Manages human resources in an effective way, which is crucial in order to meet the organisation’s business goals
and objectives.

• Talent Management. The talent management team in the HR department covers a lot of ground. ...
• Compensation and Benefits.
• Training and Development.
• HR Compliance.
• Workplace Safety.

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 TATA CONSULTANCY SERVICE

COMPANY PROFILE

Company Background

Tata Consultancy Services (TCS) is an information technology consulting, solutions and services organisation. The
company is a part of one of India’s most respected business conglomerates the Tata Group. TCS started its
operations in 1968, and pioneered the IT services industry out of India. It has been the largest Indian IT services
company ever since its inception. The company offers business process outsourcing (BPO), enterprise systems
installation, offshore software development and systems integration. services. TCS also provides product and
industrial process engineering services as well as strategic consulting and project management services. These
services are provided to a spectrum of industries such as banking, financial services, insurance, telecom,
manufacturing, media and entertainment, retail and consumer goods, transportation, health care and life
sciences, energy and utilities, and-Governance. Currently, TCS has over 62,000 employees, and it generated
consolidated revenues of US$ 2.97 billion in the year 2005-06. The company has 169 offices in 35 countries and
has 42 software delivery centres in 11 countries. The North American arm of TCS has more than 50 offices, which
approximately generates 60 per cent of TCS revenues. TCS was one of the first Indian software companies to
enter South Africa. TCS also has a wholly owned subsidiary in China called Tata Information Technology
(Shanghai) Limited. TCS has more than 30 years of experience in European markets. Its services are available in
several European countries, including the UK, France, Germany, Italy, Hungary, Spain, Belgium, Netherlands,
Sweden, Norway and Finland and TCS is well attuned of the dynamics of the European market.

Tata Consultancy Services Limited company's report provides important details on how the company is currently
working and how its industry will affect investment decisions. This article gives a summary of the financial
performance, activities and market position of Tata Consultancy Services, India. Tata Consultancy Services Ltd is
a paramount in the field of IT, outsourcing and business solutions. A variety of IT infrastructure, externalization
and enterprise solutions are delivered. They also deliver services in IT management, consulting sector
for business processes, manufacturing and production facilities, Eco-sustainability services, enterprise security,
regional advisory and resources leveraged services. The divisions comprise accounting, investment,
insurance, engineering, retail and distribution, and telecommunications (Capital Market, 2019, para. 1). The firm
belongs to Tata Group, a corporation that is one of the most known brands and corporate conglomerates
worldwide. The headquarters is in Mumbai, India. It has 142 branches in 42 countries and 105 logistics centres
in 20 nations. The company operates in America, Europe, Asia-Pacific, Middle East, and Africa through
subsidiaries. The shareholdings of the Group are published on the National Stock Exchange and Bombay
Stock Exchange (Capita Market, 2019, para. 2). The company was established as a division of electronic
data processing (EDP)requirements and providing management consultancy services in 1968 by Tata Sons Ltd.

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 Clients Project Briefs
TCS created a database with 7-year retention capacity and a response time of a
National Grid
few seconds.

For the past five years, TCS has been providing product development and
Retek
support services to Retek.

TCS helped the company to make business decisions with consolidated global
Ingersoll rand
information.

Royal Skandia TCS created a single investment management system for Royal Skandia.

TCS developed Somerfield's coding system, integrating multiple applications into

Somerfield
one platform.

Factors for Success

Resource Pool TCS has developed a strong resource pool providing skilled manpower to clients in the UK. To
serve its clients, TCS uses a combination of locally recruited employees and employees from other regions. Locally
recruited employees provide an understanding of the local business environment, whereas employees from
various regions facilitate in deploying global best practices. Support from the UK government Another reason for
the success of TCS in the UK has been the support received from the UK government. The UK government has
been a good enabler and facilitator in promoting off-shoring of services, which in turn make UK companies more
competitive in their own markets. This has facilitated the company to establish and increase its business in the
UK.

TCS is an organization with its vision and

continuously working to achieve it. They are
giving their services across the globe. Due to
their trust and reliability and effective
service the word courier has been replaced
by TCS. They are building the good relations
with customer. I don’t see it challenging
other online shops for market share but it
definitely has potential to grow and it
wouldn’t be surprising to see it evolve into
more of a gift shop backed by authentic
products and on time delivery in future even
if its performance as a pure e-marketplace isn’t stellar. Just to conclude here, we know from people close to TCS
that they are working on payment processing gateway as well. This is in addition to mobile banking solution that
TCS is working on. Hence payments through their own branchless banking will be an option too, just in few
months. Recommendations TCS should try expanding & grabbing more international market share to get foreign
exchange into country which has started to harvest its land for business cultivation. Maintain focus on its core
services & expanding itself into related chains of services like introduction domestic & international airline service
will give TCS new streams of profit. Besides going into new business TCS should also strengthen its work force &
train them for expansion. Training programs for employees should be future oriented & objective in nature. TCS
should look closely towards their competitors who’re rich in both experience & finance are build a strategy to
defend it in future expansion plans of competitors.

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TCS’ Resource Management Group (RMG) has, over the years, put together an intricate blueprint to ensure that
the enterprise makes the most of its human capital by analysing, and then upskilling and reskilling the workforce.
RMG was awarded three coveted industry prizes in 2021 for human resource optimization and management.
One among these is Brandon Hall Group’s 2021 Excellence Awards for Best Advance in Workforce Planning and
Management.

TCS is among the top three IT consultancies in the world with a market capitalization of USD 167 billion as of June
2021. Its service portfolio includes over 30 offerings in terms of products and platforms. The company operates
in 149 locations across 46 countries and 11 business verticals with a talent base of over half a million people,
representing 155 nationalities and spanning an exhaustive 1,600 competency categories.

A human resource phenomenon that is peculiar to the information technology industry is the perennial lateral
movement of people across projects. And people come with feelings, aspirations, expectations, differing abilities,
personal constraints, and last but not least, potential. If Project A is releasing one resource, then Project B is
adding two more concurrently, while Project C is making plans for the 20 additional team players it would need
to accommodate it’s widened scope of work for the rest of the year. The movement is never straightforward. At
TCS, this happens at a scale of close to 1,200 people every day.

TCS is one of the largest private-sector employers in India, and the fourth-largest employer among listed Indian
companies (after Indian Railways, Indian Army, and India Post. TCS has crossed more than 500,000 employees as
of 8 July 2021. The number of non-Indian nationals was 21,282 as of 31 March 2013 (7.7%). The employee costs
for the FY 2012–13 was US$4.38 billion, which was approx. 38% of the total revenue of the company for that
period.[120] In the fiscal year 2012–13, TCS recruited a total of 69,728 new staff, of whom 59,276 were based in
India and 10,452 were based in the rest of the world.[114] In the same period, the rate of attrition was 10.6%.
The average age of a TCS employee is 28 years.[114] The employee utilisation rate, excluding trainees, for the FY
2012–13 was 82%. TCS was the fifth-largest United States visa recipient in 2008 (after Infosys, CTS, Wipro, and
Mahindra Satyam). In 2012, the Tata Group companies, including TCS, were the second-largest recipient of H-1B
visas. As of Jan 2020, TCS has over 4,00,000+ employees. It is the world's third-largest IT employer behind IBM
and HP.

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 CHAPTER – 2
LITERATURE REVIEW

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 LITERATURE REVIEW

The objective of this review article is to demonstrate the relation between two variables i.e., organization’s
culture & its performance. After study and analysis of wide literature, it is reasoned out that organizational
culture has deep impact on the variety of organizational process, employees and its performance. This also
describes the different dimensions of the culture which have impact on organizational performance. Research
shows that if employee is committed and having the same norms and value as per organizations have, can
increase the performance toward achieving the overall organization goals.

Indeed, the study of organizational culture and performance is advantageous since the cultural values are
observable and measurable. Thus, in studying of cultural effect on performance, it is vital that both financial and
non-financial, (i.e. cultural values, norms) measures are used to get more comprehensive results. The literature
on organizational culture and performance revealed that companies that know how to develop their cultures in
an effective way most probably have the benefit of advancement in productivity and the quality of work life
among the employees. Indeed, employees must absorb the organizational culture at the maximum strength and
the top management should provide a precise guideline and direction to motivate the employees in achieving
the company’s objectives.

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 external stakeholders, the organization’s effectiveness can decline as has occurred
with some organizations.

Organizational culture is also defined by Schein (2004) as a pattern of shared assumptions that have been
accepted by a group of individuals as they solve their problems. Because they have used these assumptions to
solve their problems and it worked effectively, they accepted these assumptions as valid and thus they teach
these assumptions to the newly joined members of the organization as standard ways of thinking, perceiving and
approaching towards the problems. Organizational culture is a phenomenon that is shared by the members of
an organization and operates unconsciously.

In order to understand the full complexity of organizational culture, a number of researchers made attempts to
recognize and examine the components of the organizational culture. One of the inseparable components of
organizational culture is the values that are shared and held by the individuals of an organization. Hofstede (2006)
on the other hand explains the organizational culture in the form of onion that contains a number of layers and
values that make the core of the organizational culture.

Importance of organizational culture to the success of the organization has been stressed by numerous
researchers. For instance, according to Azhar (2003) corporate culture can determine the success of the
organization, in other words, good companies are distinguished from bad ones based on their corporate cultures.

The author further states that successfully managed companies usually have distinctive cultures based on which
they are responsible for successful implementation of their strategies. Each organization has its unique culture
that has powerful influence in the employees of the organization and the management team and therefore, it
can be one of the most effective means of improving the overall performance of the organization.

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Although it is something intangible, it plays a significant role in the shaping the success of the organization and
has great influence on the employees. It is difficult to say that the organizational culture guarantees the success
of the company but the companies with strong corporate culture always have more chances to become
successful than their competitors (Jarratt and O’Neill (2002).

The importance of the organizational culture is also highlighted by Schein (2004) who stated that the culture can
serve as strength as well as weakness to the organization. For example, if it serves as strength then it facilitates
communication among the members of the organization, facilitates the process of decision making and control
and creates commitment and cooperation within the organization. On the other hand, when there are many
subcultures exist in an organization and only few values and behavioural norms are shared across the
organization and the traditions are rare. In organizations that are characterized with these traits the employees
are more likely salary earners rather than being members of the organization and therefore, they have less
commitment and responsibility in their performance.

he elements of the organization that have weak corporate culture include: bureaucracy instead of
entrepreneurship and creativity, unwillingness to adapt best practices from outside of the organization,
politicized organizational environment and hostility to change (Kotter and Heskett, 1992). In addition to that,
Rousseau (2000) also states that it is important for the organization to recognize the fact that the organizations
do not improve in a vacuum environment and they need human interaction to support the improvement and
development which can be achieved only by following the effectively accepted and equally shared values by each
individual members of an organization.

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 CHAPTER – 3
RESEARCH AND METHODOLOGY

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 RESEARCH AND METHODOLOGY

Data collection is a process of gathering information from all the relevant sources to find a solution to
the research problem. It helps to evaluate the outcome of the problem. The data collection methods allow a
person to conclude an answer to the relevant question. Most of the organizations use data collection methods
to make assumptions about future probabilities and trends. Once the data is collected, it is necessary to undergo
the process.

The main sources of the data collections methods are “Data”. Data can be classified into two types, namely
primary data and secondary data. The primary importance of data collection in any research or business process
is that it helps to determine many important things about the company, particularly the performance. So, the
data collection process plays an important role in all the streams. Depending on the type of data.

• Primary data or raw data is a type of information that is obtained directly from the first-hand source through
experiments, surveys or observations.
• Secondary data is data collected by someone other than the actual user. It means that the information is
already available, and someone analyses it. The secondary data includes magazines, newspapers, books,
journals, etc. It may be either published data or unpublished data.

Published data are available in various resources including

• Government publications
• Public records
• Historical and statistical documents
• Business documents
• Technical and trade journals

Unpublished data includes

• Diaries
• Letters
• Unpublished biographies, etc.

Various methods and techniques used to present the research beautifully is called research methodology. The
procedures enhance the research process and it exposes the way research is carried out. It helps to explain the
methods used i n research and presents the idea to the audience in an elegant manner that depends mainly on
the researcher. Various methods are used in the research to explain the ideas and we will see the types in this
article. However, the selection of the method purely depends on the researcher and the type does not adhere
to any requirements. Researchers have to be satisfied with the methods.

Research methods are classified based on different criteria. They are a general category, nature of the study, the
purpose of the study, and research design. Also, there are interviews and case studies based on research
methodology. In some researches, more than two methods are combined while in some, very few methods are
taken into account for the study.

1. Quantitative Research

As the name suggests, quantitative refers to the numbers where data is collected based on numbers, and a
summary is taken from these numbers. Graphs help to quantify the results in quantitative research.

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2. Qualitative Research

Qualitative refers to the non- numerical elements in the research. When the information or data cannot be
grasped in terms of numbers, qualitative research comes for the rescue. Though not reliable as much as
quantitative, qualitative research helps to form a better summary in terms of theories in the data.

3. Descriptive Research

Facts are considered in descriptive methods and surveys and case studies are done to clarify the facts. These help
to determine and explain with examples, the facts, and they are not rejected. Many variables can be used in
descriptive research to explain the facts.

4. Analytical Research

Analytical research uses the facts that have been confirmed already to form the basis for the research and critical
evaluation of the material is carried out in this method. Analytical methods make use of quantitative methods as
well.

5. Survey

Not least considered, but Surveys play a main role in the research methodology. It helps to collect a vast amount
of real-time data and helps in the research process. It is done at a low cost and can be done faster than any other
method. Surveys can be done in both quantitative and qualitative methods. Always, quantitative surveys must
be considered above qualitative surveys as they provide numerical outputs and the data is real. Surveys are
mainly used in the business to know the demand for a product in the market and to forecast the production
based on the results from the survey.

6. Case Studies

Case studies are another method of research methodology where different cases are considered and the proper
one for the research is selected. Case studies help to form an idea of the research and helps in the foundation of
the research. Various facts and theories can be considered from the case studies that help to form proper reviews
about the research topic. Researchers can either make the topic general or specific according to the literature
reviews from the studies. A proper understanding of the research can be made from the case study.

7. Questionnaire

A questionnaire is one of the simplest and the quickest of getting information from a large number of people. A
questionnaire consists of a set of questions presented to a respondent for answers. The questions, interpret what
is expected and then write down the answers themselves. Because there are many ways to ask questions, the
questionnaire is very flexible. It is necessary that the questions are pre-tested on the target audience. There are
three basic types of questionnaires: Closed ended, Open-ended and Combination of both.

8. Focused Study Group

Focus Study Group comes under the Qualitative method of research. The term is coined by psychologist and
marketing expert Ernest Dichter (1907-1991). In which the questions are asked in a group of people. Questions
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are asked in an interactive group setting where participants to talk with other group members. The analysis of
focus group data presents both challenges and opportunities when compared to other types of qualitative data.
Some authors have suggested that data should be analysed in the same manner as interview data, while others
have suggested that the unique features of focus group data - particularly the opportunity that it provides to
observe interactions between group members - means that distinctive forms of analysis should be used. Data an
analysis can take place at the level of the individual or the group. Focus group data provides the opportunity to
analyse the strength with which an individual holds an opinion. At the collective level, focus group data can
sometimes reveal shared understandings or common views.

9. Interview

Questioning in the verbal form is known as Interview. As a research tool, interview is different from general
interviewing in regard to preparation, construction and execution. It is controlled by the researcher to avoid any
biasness and distortion. In the research interview, the interviewer asks specific questions pertaining to research
objectives and the respondent answers appropriately. The interview can be of flexible I nits own form, such as
structured or unstructured, individual or group, self-administered or other-administered, personal or non-
personal, focused, telephonic, etc. collecting data through interview technique may be easy, but its adequacy,
reliability and validity pose crucial problems. Interviewers differ in interest and skill; respondents differ in ability
and motivation and content of interview differs in feasibility

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 OBJECTIVES TO ACHIEVE

(1) To assess the employee’s perception towards organization culture.

(2) To suggest the suitable measures for the organization culture of TCS.

(3) To study the importance of organization culture.

(4) To study the organization culture and its impacts on employees.

(5) To identify the preference of manager regarding the most useful source of organization.

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 CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION

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Data analysis is a short method Data Analysis is in short, a method of putting facts and figures to solve the
research problem. It is vital to finding the answers to the research question. Another significant part of the
research is the interpretation of the data, which is taken from the analysis of the data and makes inferences
and draws conclusions. Often times comes difficult to deduce the raw data, in which case the data must be
analysed and deduce the result of the analysis.

The data obtained from a study may be in numerical or Quantitative form are not in numerical form a Qualitative
analysis based on the experience of the participants can be carried out. The data obtained from a study may be
in numerical or Quantitative form. If they are not in In any study there might be two things true and the (a.) There
is a Difference, (b.) There is no difference Narrative, Descriptive, and Statistical are the categories in which the
data analysis can be grouped.

A research instrument is a survey, questionnaire, focused study groups, interviews are tool designed to measure
the variables, characteristics, or information of interest, often a behavioural or psychological characteristic.
Research instruments can be helpful tools to the research study

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 DATA ANALYSIS AND INTERPRETATION

Quantitative analysis of organizational culture in occupational health research: a theory-based validation in 30

workplaces of the organizational culture profile instrument

Terms Factor 1 Factor 2 Factor 3 Factor 4 SMC

Fairness (OCP1) 0.68 0.03 0.06 -0.02 0.51
Respect for the individual’s rights (OCP2) 0.86 0.03 -0.08 0 0.71
Tolerance (OCP3) 0.74 -0.1 -0.03 0.03 0.48
Being socially responsible (OCP4) 0.63 0.05 0.09 0.13 0.55
Being competitive (OCP5) 0.23 -0.13 0.11 0.6 0.49
Achievement orientation (OCP6) 0.19 -0.03 0.07 0.69 0.63
Having high expectations for performance (OCP7) -0.11 0.07 -0.01 0.81 0.64
Being results oriented (OCP8) -0.04 0.04 -0.03 0.8 0.62
Being analytical (OCP9) -0.06 0.17 0.14 0.44 0.32
Being people oriented (OCP10) 0.56 0.22 0.16 -0.04 0.59
Being team oriented (OCP11) 0.44 0.2 0.23 0.05 0.53
Working in collaboration with others (OCP12) 0.47 0.26 0.24 -0.04 0.59
Action oriented (OCP13) 0.17 0.08 0.35 0.3 0.45
A willingness to experiment (OCP14) 0.08 0.11 0.67 -0.06 0.55
Not being constrained by many rules (OCP15) -0.34 0.11 0.22 -0.06 0.09
Being quick to take advantage of opportunities (OCP16) 0 0.09 0.59 0.15 0.49
Being innovative (OCP17) 0.05 0.07 0.68 0.11 0.61
Risk taking (OCP18) -0.03 -0.15 0.73 0.02 0.47
Being careful (OCP19) 0.01 0.62 -0.23 0.09 0.37
Paying attention to detail (OCP20) 0.01 0.62 0.18 0.05 0.52
Being precise (OCP21) 0.01 0.63 0.25 0.03 0.59
Being rule oriented (OCP22) 0.1 0.58 -0.14 0.2 0.46
Security of employment Stability (OCP23) 0.25 0.5 0.04 -0.1 0.43
Stability (OCP24) 0.27 0.48 0.07 -0.06 0.46
Being aggressive (OCP25) -0.07 -0.16 0.21 0.3 0.15
Predictability (OCP26) 0.07 0.31 0.05 0.14 0.19
Variance explained 0.47 0.13 0.08 0.07
Factor correlations 1

Low SMC coefficients are manifest for items OCP15 (.09), OCP25 (.15), and OCP26 (.19), suggesting a small
contribution of these items to the factorial solution. Most items did, however, load as expected on their predicted
dimensions (see Table 1) and the factor correlations support the assumption of correlated factors. It is also quite
clear that there is a strong correspondence between the factorial structure obtained and the Competing Values
Framework. Consistent with the expectation expressed in Table 1, the first factor reflects the Group culture; the
second, the Hierarchical culture; the third, the Developmental culture; and the fourth, the Rational culture. Only
OCP13 and OCP15 deviate from their expected factors. OCP13 (action oriented) was expected to load on the
Rational culture dimension, but the results indicate a better contribution to the Developmental culture. OCP15
(not being constrained by many rules) was expected to load on the Developmental culture; but the results
indicate a better contribution to the Group culture.

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Quantitative analysis of organizational culture in occupational health research: a theory-based validation in 30
workplaces of the organizational culture profile instrument.

Group Hierarchical Developmental Rational

Scale range 7-35 6-30 5-25 5-25

Mean 25.44 21.59 16.78 19.33

SE 0.38 0.19 0.21 0.14

σ2 workplaces 3.55 0.67 0.93 0.24

σ2 workers 21.03 13.52 11.43 10.23

χ2 (σ2 workplaces = 0) 74.45* 28.24* 53.91* 9.11*

Rho .14 .05 .08 .03

* p <0.01

These results show that the four types of organizational culture varied significantly between the 30 workplaces.
Moreover, intraclass correlations (Rho) ranged from .03 to .14, expressing that 3% to 14% of the scale variance
are between workplaces. The Group culture appears to show the larger differences across workplaces compared
to the other culture types.

Finally, considering our interest in occupational health, we examined whether the four organizational culture
types were associated with mental health and well-being outcomes. This can be considered a test of the
nomological validity of the culture types generated from the above analyses. As a form of construct validity,
nomological validity offers a test of the degree to which the dimensions of the construct behave as expected
within a system of related constructs.

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Managers in the organization help the organization to accomplish its objectives. The term ‘levels of management’
stands for the arranged managerial positions in the organization. It refers to a line of demarcation between
various managerial positions in the organization. It determines a chain of command, the quantity of authority,
and the status of the managerial position. The number of managerial positions increases when the size of the
organization and the number of employees in the organization increases. But the organizations normally follow
a system which divides the managerial positions in three hierarchical levels. These three levels are (i) senior
management level, (ii) middle management level, and (ii) lower manage level. Managers at these three levels
perform different functions.

The three levels of management taken together form the ‘hierarchy of management’. Hierarchy in the
organization plays an important role in its effective functioning. The hierarchy in the organization brings multiple
levels of management. In most organizations, the number of managers at each level is such that the hierarchy
resembles a pyramid. Normally, a senior level manager is an individual with responsibility for both a considerable
part of the organization (e.g., a division, a business unit, head of a function, or a geographical area), and a group
of middle or functional managers. Fig 1 shows the three hierarchical levels of the management and the main
activities of the three levels.

Senior level managers are ultimately responsible for the management system in the organization and are to
ensure that it is established, implemented, assessed, and continually improved. They are to determine the
quantity of the resources necessary and provide the resources to carry out the activities of the organization and
to establish, implement, assess, and continually improve the management system.

Senior level managers are to manage the information and knowledge of the organization as a resource. They
are to determine the competence requirement at all the levels and are to provide training or other actions for
achieving the required level of competence. They are to conduct an evaluation of the effectiveness of the
actions taken. Suitable proficiency is required to be achieved and maintained.

Senior level managers are to ensure that the employees are competent to perform their assigned work and
that they understand the consequences of their activities. Employees are to receive appropriate education and
training, so that they acquire suitable skills, knowledge, and experience to ensure their competence. Training is

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to ensure that employees are aware of the relevance and importance of their activities and of how their
activities contribute in the achievement of the organizational objectives.

Senior level managers determine, provide, maintain and re-evaluate the infrastructure and the working
environment necessary for work to be carried out in an efficient manner and for requirements to be met. The
diagram shows the role cycle for the senior level managers.

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Organizational culture in the organization is powerful and is available everywhere. It is either a catalyst for
progress, or a definite obstacle to it. It is either the adhesive for the employees, which ties them to the
organization, or it is the thing which pushes them away. In the present-day environment, organizations are
constantly forced to shift the culture of the organization in a manner which favour ways or method of
accomplishing tasks.

Organizational culture plays an important part within the organization. It is a recognized measure which helps to
understand the espoused stability of the organization and also the contentment, incentive, and encouragement
of the employees with their work. Nonetheless, organization is to be well conscious that the employees are
indeed to be provided with a solid, efficient, welcoming, supportive and career-oriented work environment so
that productive and skilled employees can be created, handled, and preserved. All this can be achieved if a strong
organizational culture is available in the organization which promotes such activities.

Organizational culture, employees’ performance and employees’ engagement are interrelated, and for the
organization to fulfil its goal and objectives effectively, it is to pay serious attention to the organizational culture
in order to achieve employees’ performance through job engagement levels. Hence, the organizational culture
has the power to affect employees’ performance through employees’ engagement, as it empowers / dissuades
employees to act genuinely at workplace.

Social exchange theory (SET), established by Homans in 1958 described and explained the phenomenon between
the employees’ outcomes, organizational culture, and employees’ engagement. SET has economic as well as
social impact. Employees are encouraged to do more work in the organization when they work under desirable
organizational culture. Furthermore, fair exchange creates linkage between management and the employees
which bring psychological attachment of the employees with the work. It brings connection between the
employees and the organization on the basis of trust rather than legal obligations, flexibility rather than rigidness,
and mutual cooperation. In this regard, it has been suggested that the organization is to implement effective and
sound organizational culture which the employees can appreciate, with that different exchange relationships can
be achieved by both the organization and the employees. When employees believe that the organization fulfils
their requirements by providing sound organizational culture which guides their work then they feel important
and are obliged to repay the organization with positive work behaviour like performance, loyalty, and
commitment among others. Hence, employees’ performance is exchanged with how they feel of being respected,
valued, and supported by the organization.

Hofstede model of the organizational culture sees culture as a programming of the mind which categorizes
members of the organization in difference sections. Hofstede sectionalized couture into four difference levels
which are symbols, heroes, ritual, and values. The carrying out of finding on these four sections of Hofstede
model is very difficult for the managers in the organization as this is the life wire which connects the achievement
of the organizational set target. Hofstede puts his model in diagram form which is known as the onion diagram
of organizational culture. Fig 1 shows Hofstede model of organizational culture.

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Hofstede model of organizational culture

Referring to the Hofstede model diagram, values stand as the life of culture in the organization. Values cannot
exist without ethics and moral identity, ability of the employees to be creative on the task to be carried out, and
are able to find out if it suits both the employees and the management. Values have a considerable impact on
employees’ performance

Rituals are the organization of activities which makes the employees to come together for easy familiarization
and socialization since this helps to enhance good relationship among the employees of the organization.
Effective rituals in the organization have important and positive impact on employees’ performance since they
reinforce desired behaviours of the employees. Rituals reduce tension within the employees and make them
focused on the set target and performance.

Heroes are the set of employees in the organization who always do great things in the organization. They are role
model for other employees. Heroes are top achievers who are always getting rewarded. The heroes motivate
many other employees to perform greatly in the organization. Heroes have a great positive influence on the
employees’ performance.

Symbols represent practices in the organization. The practices can be acts, words, gestures, and objectives which
show different things but have meaning with the group of employees or individual employee. Symbols influence
good morale, improve relationship among employees and create harmony which leads to the high performance
of employees thus making them meet the organizational set targets. They are the life indicators of the
organization which are visible, can be demonstrated physically, and can be experienced by human beings in the
organizational environment. The organizational culture which influences the performance of the employees can
be communicated through the symbols. Symbols have considerable and positive impact on the performance of
the employees.

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The most visible symbols are not to be the only aspects used to interpret culture, due to the ease with which
they can be misinterpreted. Focus only on visible symbols results into a failure to grasp the underlying basic
assumptions, which are fundamental to the understanding of the culture. Similarly, it is important to recognize
that even espoused beliefs and values can only reflect the aspirations of a culture, and not the actuality. Fig 2
shows Schein model of organizational culture.

Schein model of organizational culture

Several studies have indicated that there exists relationship between organizational culture and its employees’
performance. Organizational culture is inherently connected to organizational practices which have influence on
the employees’ performance. Organizational culture can enhance employees’ performance in a big way if the
employees understand what sustains the organizational culture. The organizational culture allows the employees
to be acquainted with both the organization’s history as well as the current methods of operation and this specific
detection equips the employees with guidance about expected and acceptable future organizational behaviours
and norms.

Each organization has its own specific way of doing things, has its specific management techniques for the
management of the organization, has developed norms and procedures over time, and has its work environment
which decides its organizational culture. Organizational culture which is developed over a period of time in the
organization to cope up with the dynamic changes taking place as the organization moves forward with passing
time is to meet the varying demand of employee expectations and satisfaction since it greatly influences the
performance of its employees. It is a well acknowledge fact that in the present competitive environment the
employees’ job performance is an essential necessity for the success of the organization.

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Organizational culture is a multi-dimensional concept. It can be treated as a series of distinctive characteristics
of the organization. Some present-day definitions of organizational culture define it as dynamic, directed at
creativity, innovations and entrepreneurship. Organizational culture includes a system of ideas and concepts,
customs, traditions, procedures and habits for the functioning of the organization in a specific macro culture. It
is a series of values, standards, and beliefs. It is implicit, invisible, intrinsic, and informal awareness of the
organization which directs behaviour of individuals and which results from their behaviour.

In understanding organisational culture, it is very important to know all its elements. There are four important
elements of the organizational culture. These are (i) organizational values, (ii) organizational climate, (iii)
leadership styles, and (iv) work processes and system. These elements have strong links to employees’
knowledge, attitudes and behaviours which in turn affect the personal and professional lives of the employees.
These issues have considerable influence on the performance of the employees in the organization.

In the organization having a strong organizational culture, employees do things efficiently since they believe that
working efficiently is the right thing to do and feel they are going to be appreciated for their actions. However, if
the leadership team lacks integrity or management capability to manage diverse nature of organizational
employees, employees’ performance decline even with a strong organizational culture.

The culture of the organization refers normally to the behaviour patterns and standards which bind it together.
It tells the employees what is right and wrong, what to believe, what not to believe, how to react, and how to
feel. Its actions speak louder than its words. Normally, behaviour patterns are strongly influenced by the leaders
of the organization. The words and actions of the quality control and production managers reflect the values and
beliefs of the senior management of the organization.

The culture of the organization is to be such that it creates a work environment or setting in which the employees
are enabled to perform to the best of their abilities. The organizational culture has a whole work system which
begins when a job is defined as needed. It ends when an employee leaves the organization. The employee
performance is the degree of an achievement to which the employees fulfil the organizational mission at
workplace. The organizational culture demonstrates that the jobs of the employees are build up by the degree
of achievement of a particular target or mission which defines boundaries of performance.

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An organization's culture defines the proper way to behave within the organization. This culture consists of
shared beliefs and values established by leaders and then communicated and reinforced through various
methods, ultimately shaping employee perceptions, behaviour and understanding. Organizational culture sets
the context for everything an enterprise does. Because industries and situations vary significantly, there is not a
one-size-fits-all culture template that meets the needs of all organizations.

Chart Title

5
4.4 4.5
4.3

3.5
3
2.8
2.4 2.5
2 2
1.8

CATEGORY 1 CATEGORY 2 CATEGORY 3 CATEGORY 4

Series 1 Series 2 Series 3

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 pay and benifits work load company culture work opt.

The key to a successful organization is to have a culture based on a strongly held and widely shared set of beliefs
that are supported by strategy and structure. When an organization has a strong culture, three things happen:
Employees know how top management wants them to respond to any situation, employees believe that the
expected response is the proper one, and employees know that they will be rewarded for demonstrating the
organization's values.

Employers have a vital role in perpetuating a strong culture, starting with recruiting and selecting applicants who
will share the organization's beliefs and thrive in that culture, developing orientation, training and performance
management programs that outline and reinforce the organization's core values and ensuring that appropriate
rewards and recognition go to employees who truly embody the values.

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On looking at the significance of the data in relation the media research, the data analysis has its own prominence
in bringing out the substantial support in answering the research problem. At times the research may cover a
large number of people which may result in not being able to cover all, due to the lack of time and resource.
Thus, by sampling of the select subset of individual in the unit can help the researcher to come-up with a rough
picture of the result. This is done by the use of research instruments or tools such as survey, questionnaire,
focused study group and interview. These tools help the researcher to collect the data as accurately as possible
and distinguishes the data between qualitative and quantitative. Finally, after the collection of data frequency
tables are used manually or with the help of computer in the case of large-scale researches to visualize the
collected raw data and properly analyse the data and substantiate the research findings.

Category 4

Employee 4

Employee 2

Employee 1

0 1 2 3 4 5 6

Series 3 Series 2 Series 1

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 CHAPTER – 5
CONCLUSION AND FINDINGS

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CONCLUSION
Organizational culture is difficult to transform or change. For example, the behaviour and attitudes of employees
toward the organization are influenced by the behaviour of other employees. When entering an organization,
new employees are actually entering a subsystem that transforms their attitudes and opinions about certain
business practices. New employees then continue to perpetuate this culture until it becomes entrenched as their
own reality. Thus, the organizational culture can be very challenging to change for those both inside and outside
that culture. This is something many managers, management consultants and coaches have to deal with when
trying to transform an organization’s culture.

The effectiveness of organizational communication can be derived from an organization’s culture. The flow of
information vertically from the managers to the subordinates, and horizontally across the same department
levels, is determined by the organizational culture. For example, an organization with a culture of openness may
experience the free flow of information among all levels of the organization. A culture that emphasizes structure
and hierarchy may hinder effective communication or slow down the flow of information. The conclusion here is
that the culture can be used to determine the effectiveness of communication, and vice versa.

SUGGESTIONS
• Values should be more than some philosophical BS. Values are a guide for everyone in the organization
on how to act and interact with each other, customers, and the community
• Conduct proper selection, all too often, managers are in a rush to fill a position and neglect to ask the
right questions to ensure the right fit.
• Improve orientation and onboarding, almost 30 percent of new employees quit within the first 90 days
on the job. New hires must receive an effective and engaging orientation (first 1-2 days on the job), as
well as a well-thought-out onboarding process (first 90 days on the job)
• Enable and empower employees, Leaders must give employees the right information, the right tools, the
right amount of support, and the control and power to make decisions. Leaders must set the expectation,
provide employees with what they need to succeed.
• Communicate effectively with employees, when conducting focus groups with employees, we often find
that lack of communication is a common complaint. When we mention this to managers, they are often
surprised as they feel as though they are communicating with their teams.

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 BIBLOGRAPHY

https://www.ispatguru.com/employee-development-for-organizational-success/

https://www.theclassroom.com/conclusions-can-drawn-organizational-culture-8349506.html

https://en.wikipedia.org/wiki/Main_Page

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