A PROJECT REPORT ONORGANIZATION CULTURE OF SPORTZINTERACTIVE                SUBMITTED BY                Kinnar Majithia   ...
AcknowledgementI would like to thank Prof. D.I. Cabral for giving me the opportunity to study the concept of OrganizationC...
TABLE OF CONTENTSSynopsis ...................................................................................................
SynopsisThe culture of any organization is like an iceberg. Just as an iceberg has a visible section above thewaterline an...
ObjectiveThe objective of the study was ‘Major shaping forces of the culture at SportzInteractive’.Different aspects that ...
MethodologyThe methodology includes the following steps in order to understand the Organization Culture ofSportzInteractiv...
ORGANIZATION INFORMATIONSportz Interactive is one of the worlds fastest growing B2B sports content companies, headquartere...
QUESTIONNAIREName: ___________________________Age:     __________Team: __________Designation: ______________________Experi...
In the following Questions, indicate the frequency of the event by choosing appropriate option:    1 – Never           2 –...
9. My organization shows respect for a diverse range of opinions, ideas, and people.   Yes/No10. I can talk to my supervis...
TABULATED DATA AND                 ANALYSIS1. EMPLOYEE DATA     Teams participated in the survey                         ...
 Age of the Participants                                                          Employee Age                           ...
 Experience (in Years) of the participants                                                        Experience(Years)      ...
3. Task Orientation       Manner of performing the task                                                   Manner of perfo...
 Client-servicing & extra working hours                                                       Client servicing top-most p...
 Hesitation while asking for help                                                        Feeling of hesitance while      ...
 Personal problem discussion with the Supervisor                                                     Personal problem dis...
5. TEAM ORIENTATION       Team orientation consideration during performance evaluation                                   ...
6. REWARDS AND RECOGNITION       Customized rewards                                                 Rewards customization...
 Recognition by management for excellence                                                 Recognition for Excellence     ...
7. HANDLING CHANGE       Viewing change as a challenge and an opportunity                                              Vi...
8. FLEXIBILITY        Task Flexibility    Midway  Corrections       FrequencyYes                         10No            ...
9. MISCELLANEOUS        HR Department being creative and spotting special talent HR dept. creative  and spots talent    F...
 All the participants are of the opinion that in case they commit mistakes, the supervisor             does not reprimand...
FINDINGS     100% of the participants are aware of the Organization’s goals and also feel that the      organization help...
   86% of the participants say that the rewards they receive are the same for all the employees    without any customizat...
CONCLUSIONFrom the analyses and the findings we can conclude that the major shaping factors for the culture atSportzIntera...
RECOMMENDATIONS The organization might suffer badly on occasions if it maintains the attitude of slow response  and unwil...
BIBLIOGRAPHY   Organizational Behavior by Stephen P. Robbins, Prentice Hall International   www.sportzinteractive.netANN...
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Ob project report org culture

  1. 1. A PROJECT REPORT ONORGANIZATION CULTURE OF SPORTZINTERACTIVE SUBMITTED BY Kinnar Majithia P1026 PGDBM 2010-2012 SYDENHAM INSTITUTE OF MANAGEMENT STUDIES, RESEARCH AND ENTREPRENEURSHIP EDUCATION (SIMSREE) 1
  2. 2. AcknowledgementI would like to thank Prof. D.I. Cabral for giving me the opportunity to study the concept of OrganizationCulture and understand the organization culture of the organization – Sportzinteractive.I would also like to thank Mr. Karthik Iyer and the other 13 members of Sportzinteractive who helpedme in carrying out this project by sharing their valuable information which formed the content of thisproject and the basis for the further analysis.Lastly, I would also like to thank everyone else who helped me in carrying out this project. 2
  3. 3. TABLE OF CONTENTSSynopsis .................................................................................................................................................. 4Objective ................................................................................................................................................. 5Methodology........................................................................................................................................... 6Company Information ............................................................................................................................. 7Questionnaire ......................................................................................................................................... 8Tabulated Data and Analyses................................................................................................................ 11Findings. ................................................................................................................................................ 25Conclusion ............................................................................................................................................. 27Recommendations ................................................................................................................................ 28Bibliography .......................................................................................................................................... 29Annexure ............................................................................................................................................... 29 3
  4. 4. SynopsisThe culture of any organization is like an iceberg. Just as an iceberg has a visible section above thewaterline and a larger, invisible section below the water line, so culture has some aspects that areobservable and others that can only be suspected, imagined, or intuited. Also like an iceberg, the part ofculture that is visible (observable behavior) is only a small part of a much bigger whole.For any organization, its culture is its identity. It is that one unique thing that the organization possessesand that differentiate it from other organizations which are in the same business or have the same set ofclients.The culture is a broad umbrella and encompasses within it, a large number of characteristics whichtogether are responsible, in their own unique way, in giving a shape to the culture.The aim of this project was to study and understand the underlying aspects of the culture and theculture as a whole of a unique organization called SportzInteractive which is a pioneer in providingSports content and Live sports feed to clients. The business of the organization, itself is sports, andhence one would expect its culture to be quite different from that of the other existing organizations.For this study, a 20-question questionnaire was prepared and a few employees of the organization wereasked to answer them. The questions covered almost all the aspects that define the culture of anyorganization, though not in detail but at the peripheral level so as to gauge an idea about the culturaloverview. The responses were then collected and analyzed. This was followed by presenting the findingsfrom the analyses and them by the conclusion about the general culture that exists in SportzInteractive. 4
  5. 5. ObjectiveThe objective of the study was ‘Major shaping forces of the culture at SportzInteractive’.Different aspects that are responsible in the development of the culture of an organization wereidentified as:Goal awareness, Task-Orientation, People orientation, Team-Orientation, Rewards and Recognition,Handling Change, Flexibility and MiscellaneousEach factor was to be analyzed individually based on the responses obtained from the participants ofthe survey and then to determine which of them are the major contributors to shaping the culture atSportzInteractive and what made its culture different from that of the other organizations. 5
  6. 6. MethodologyThe methodology includes the following steps in order to understand the Organization Culture ofSportzInteractive: 1. Studied the concept of Organization culture and the different aspects that make up the culture of any organization. 2. Prepared an exhaustive questionnaire of 20 questions which were designed in order to gauge various parameters that determine the culture of the organization. 3. The questionnaire (online version) was shared with 14 members of SportzInteractive who answered all the questions. 4. The responses were collected and analyzed. The findings were derived from the analysis and also, a few recommendations were made so as to bring about a general improvement in the culture of the organization. 6
  7. 7. ORGANIZATION INFORMATIONSportz Interactive is one of the worlds fastest growing B2B sports content companies, headquartered inMumbai and a key member of the STATS Global Network. Founded in 2002, Sportz Interactive boasts ofan enviable list of clients and partnerships with companies, brands and sports organizations from acrossthe world.Sportz Interactive specialises in producing rich Internet and mobile products that have revolutionisedthe way sports data is consumed.Clients: ICC, SET MAX, YAHOO, ESPN STAR, Times of India, Cricket Nirvana, IBIBO, Zapak, Zee etc.Sports covered: Cricket, Football, Formula 1, Moto GP.Websites: www.sportzinteractive.net, www.f1pulse.com 7
  8. 8. QUESTIONNAIREName: ___________________________Age: __________Team: __________Designation: ______________________Experience in the organization (Months): _________Choose one from the two statements:1.[A] I am aware of my organization’s mission and the organization helps me to align my plans with itsplans.[B] I am unable to relate my goals with the goals of my organization.2.[A] The management believes that ‘It is the final result that counts’[B] My supervisor is equally concerned with the way I have done the task as the outcome of the taskitself3.[A] How well I work with other people in the team, forms an important component of my performanceevaluation[B] My performance evaluation focuses only upon my individual contribution4.[A] In case of mistakes, the supervisor reprimands me in front of everyone.[B] My supervisor discusses my mistakes in privacy.5.[A] There is a certain dress-code that is to be followed while working in the organization.[B] We are free to wear any outfit which we are comfortable with.6.[A] Everyone in the team gets the same/similar rewards for any valuable contribution.[B] Rewards are given out to suit the preference of the recipients. 8
  9. 9. In the following Questions, indicate the frequency of the event by choosing appropriate option: 1 – Never 2 – Rarely 3 – Sometimes 4 – Frequently 5 - Always 1. The organization surprises us with non-monetary rewards as a token of appreciation for our excellence - ___ 2. Top executives in this company are innovative and approachable - ___ 3. When problems emerge, there is a willingness to fix them - ___ 4. We have team outings that enable us to spend some quality time together and know one- another well. - ___Select Yes or No in each of the following questions: 1. I feel hesitant while asking for help from other members of the organization Yes/No 2. The management ensures due recognition in the organization as a testimonial for our valuable contributions Yes/No 3. In my organization, change is viewed as a challenge and an opportunity Yes/No 4. My supervisor is unmindful about my goals and is only concerned with the task at hand. Yes/No 5. We can and do make midway corrections without much difficulty. Yes/No 6. Our HR department is creative in finding new ways to attract top talent among diverse groups. Yes/No 7. Client servicing is the top-most priority and I do not mind working at unusual hours to make an on-time delivery Yes/No 8. "Weve always done it that way" is a philosophy that describes my companys response to new ideas. Yes/No 9
  10. 10. 9. My organization shows respect for a diverse range of opinions, ideas, and people. Yes/No10. I can talk to my supervisor about my personal problems. Yes/No 10
  11. 11. TABULATED DATA AND ANALYSIS1. EMPLOYEE DATA  Teams participated in the survey Team Members 8 7 7 Team 6 Frequency 6 Members 5 Content Team 6 4 3 Data Team 7 2 Admin 1 1 1 0 14 Content Team Data Team Admin  The Data team and the Content team members were the major participants in the assessment. 11
  12. 12.  Age of the Participants Employee Age 6 Employee Age Frequency 5 5 5 4 20-24 5 4 3 25-29 5 2 1 30-34 4 0 14 20-24 25-29 30-34  The participants were evenly distributed in the age-groups 20-24 years, 25-29 years, 30- 34 years  Designation of the participants Designations 7Designations Frequency 6Associate - 6 4 5Live ContentAssociate - 4 6Data Team 4 3Associate - 1Admin 2Team Lead - 1 1Content Team 1 1 1 1Team Lead - 0 1 Associate Associate Associate Team Team TeamData TeamTeam Manager - - Live - Data - Admin Lead - Lead - Manager 1 Content Team Content Data - DataData Team Team Team Team 14  Majority of the participants were associate members with a few of them in managerial positions 12
  13. 13.  Experience (in Years) of the participants Experience(Years) 8 7 7 Experience 6 Frequency (Years) 5 5 0 to 2 7 4 3 2 to 3 5 2 2 More than 3 2 1 0 14 0 to 2 2 to 3 More than 3  Almost of the number of participants had around 2 years’ experience in the organization while the remaining half had more than 2 years’ experience.2. Goal awareness Awareness of organizational goals and alignment with personal goals 0% Awarenes ofOrg. Goals and Frequency Yesalignment with personal goals NoYes 14 100%No 0 14  Every participant is aware of the Organization’s goal and agrees that the organization helps him to align his personal goals with those of the organization. 13
  14. 14. 3. Task Orientation  Manner of performing the task Manner of performing task Outcome- Oriented 21% Frequency Process- Manner of Orientedperforming Task 79%Process-Oriented 11Outcome-Oriented 3 14  More than 2/3rd of the participants agree that the supervisor is equally concerned with the way I have done the task as the outcome of the task itself and is not just outcome- centric.  Willingness to fix the problem Willingness to fix problems No Yes 50% 50% FrequencyWillingness to fix problemsYes 7No 7 14  There is a 50-50 opinion that whenever there is a problem there is willingness to fix it. 14
  15. 15.  Client-servicing & extra working hours Client servicing top-most priority + No Extended working hours 0% Client servicing top- most priority + Frequency extended working hours YesYes 14 100%No 0 14  All the participants have client-servicing as their top-most priority and are willing to work an extra-mile towards achieving the objective.4. People Orientation  Top executives being innovative and approachable Top executives innovative and Rarely approachable 0% Never Sometimes 0% 14% Top executives innovative and Frequency approachable AlwaysAlways 7 Frequently 50%Frequently 5 36%Sometimes 2Rarely 0Never 0 14  86% of the participants are in the favor of the top executives being innovative and approachable. 15
  16. 16.  Hesitation while asking for help Feeling of hesitance while asking for help Yes 7% Feeling ofhesitance while Frequency asking for help NoYes 1 93%No 13 14  A vast majority do not feel the hesitation to ask for help while doing the tasks.  Supervisor being only Task-oriented and not employee-oriented Supervisor is only Yes task-oriented 0% Supervisor is only task- Frequency oriented NoYes 0 100%No 14 14  None of the participants feel that their supervisor is only task-oriented. 16
  17. 17.  Personal problem discussion with the Supervisor Personal problem discussion with supervisor No 7%Personal problem discussion with Frequency supervisor YesYes 13 93%No 1 14  A vast majority of them feel that they can discuss their personal problems with their supervisor. 17
  18. 18. 5. TEAM ORIENTATION  Team orientation consideration during performance evaluation Team Orientation consideration in performance evaluation Considered Not considered 0% Team Orientationconsideration in Frequency performance evaluationConsidered 14 100%Not considered 0 14  Everybody amongst the participants feels that his contribution as a team member plays a vital role during his performance evaluation  Team Outings Never Team Outings Frequently Always 0% 7% 0% Team Outings Frequency RarelyAlways 0 Sometimes 50%Frequently 1 43%Sometimes 6Rarely 7Never 0 14  A huge chunk of the participants are of the opinion that it is only sometimes or on rare occasions that they have team outings. 18
  19. 19. 6. REWARDS AND RECOGNITION  Customized rewards Rewards customization Customized 14% Rewards Same for all customization Frequency 86%Customized 2Same for all 12 14  A large majority of the participants feel that the rewards for excellence are not customized to the liking of the receiver of the award.  Surprises in the form of non-monetary rewards Always Non-monetary Rewards 0% Never Frequently 0% 0% Non-Monetary Rarely Sometimes Rewards Frequency 50% 50%Always 0Frequently 0Sometimes 7Rarely 7Never 0 14  All the participants fell that receive surprises in the form of non-monetary benefits only rarely or sometimes. 19
  20. 20.  Recognition by management for excellence Recognition for Excellence No 7% Recognition for Yes Excellence Frequency 93%Yes 13No 1 14  A huge chunk of the participants feel that the management gives them the due recognition for excellence at work. 20
  21. 21. 7. HANDLING CHANGE  Viewing change as a challenge and an opportunity Viewing Change as a challenge and an opportunity No 0% Viewing Changeas a challenge and an opportunity Frequency YesYes 14 100%No 0 14  All the participants feel that the organization views change as a challenge and takes it as an opportunity to move forward.  Resistance to change – “We have always done it that way” Resistance to Change - "We have always done it that way" Yes 7% Resistance toChange - "We havealways done it that way" Frequency No 93%Yes 1No 13 14  Except for 1 participant, the rest feel that the organization does not resist change. 21
  22. 22. 8. FLEXIBILITY  Task Flexibility Midway Corrections FrequencyYes 10No 4 14  A fraction less than 3/4th of the participants feel that it is not difficult to do mid-course corrections while performing task.  Dress-Code Dress-Code FrequencyDress-Code exists 1No restrictions 13 14  Majority participants say that they can wear clothes in which they are comfortable. 22
  23. 23. 9. MISCELLANEOUS  HR Department being creative and spotting special talent HR dept. creative and spots talent FrequencyYes 14No 0 14  All the participants say that the HR department is create enough and at it is vigilant to spot special talent.  Reprimanding Done in Reprimandation front of everyone 0% Frequen Discussio Reprimandation cy n inDone in front of everyone 14 privateDiscussion in private 0 100% 14 23
  24. 24.  All the participants are of the opinion that in case they commit mistakes, the supervisor does not reprimand them in front of the others, instead chooses to have a private discussion about the issue.  Respect for diverse range of opinions, ideas and people Respect for a diverse range ofopinions, ideas and people FrequencyDone in front of everyone 14Discussion in private 0 14  Each and every participant agrees that the organization shows respect to diversity in the form of opinions, ideas and people. 24
  25. 25. FINDINGS  100% of the participants are aware of the Organization’s goals and also feel that the organization helps them in aligning their personal goals with those of the organization – This means that they have faith in the organization that while they do well for the organization, it will reciprocate them by taking them up with it.  21% of the participants feel that the management is only concerned with the outcome of the task and not the process. This proportion is not too small to be ignored and if a few more start feeling this way then the attitude might soon change to ‘By hook or by crook’.  50% of the participants feel that there is no willingness to fix a problem when one arises. This again, is a discomforting sign and indicates that the organization does not believe in quick-fix indicating that the responsiveness is slower that it should normally be.  100% of the participants say that client-servicing is their top-most priority and that they are ready to put in extra efforts to meet the deadlines. Thus, the culture reflects dedication and devotion to the mission of the organization and the acceptance of such a mission by the employees.  86% of the participants feel that the top executives are approachable; 100% & 93% respectively feel that their supervisor is not just task-oriented but also cares to listen to their problems. This means that the culture of the organization is such that the employees are not intimidated to discuss with the management people and there is a healthy level of candidness existing.  100% of the participants feel that during their performance evaluation, their role as a team member and their contributions to the development of the team play a vital role. This means the organization is making it a point for the employees to be a team player.  Only 7% of the participants feel that they have frequent team outings. Thus, the organization might not be doing enough to create the extra-special bond between the players of the team. This again, is countered by the fact that 93% of the participants do not feel the hesitation to ask for help from the others indicating that they have that comfort level to ask for help when in need. 25
  26. 26.  86% of the participants say that the rewards they receive are the same for all the employees without any customization to suit their preferences. Thus, the organization might not be really caring about knowing whether its rewards are motivating the employees or not. 93% of the participants feel that the organization gives them the due recognition apart from the rewards for excellence at work. Thus, the organization believes in giving true satisfaction to its employees. However, this is done only rarely (50%) or sometimes (50%) indicating that the organization does not stress much importance on the non-monetary benefits. 93% of the participants feel that the organization does not believe in “We have always done it this way” and 100% of them feel that the organization views change as a challenge and an opportunity – This means that the organization’s resistance to change is minimal and it is flexible to adapt to the environment indicating the maturity in the thinking of the management of the organization. 71% of the participants say that it is not difficult to make ‘mid-course’ to the tasks in progress which means that there is enough flexibility and room to make urgent modifications without any adverse effects on the outcomes. This emphasizes the task- structure which has been designed to be flexible. 93% of the participants say that there is no restriction on the dressing style in the organization which means that they can wear whatever they like and whatever makes them feel comfortable. 100% of the participants believe that that the HR department is creative enough and is vigilant to spot special talent – This means that the personnel are being constantly evaluated not only by their supervisors but also by the HR dept. 100% of the participants say that the supervisor discusses their mistakes in private and not in front of everyone else – This means that while their successes receive due recognition in front of all, their mistakes are not highlighted before everyone to avoid embarrassment and humiliation. 100% of the participants feel that the organization respects diversity of opinions, ideas and people – This means that they believe in the organizations ability of not discriminating and treating all of them equally, on the same grounds. 26
  27. 27. CONCLUSIONFrom the analyses and the findings we can conclude that the major shaping factors for the culture atSportzInteractive are: 1. Awareness of Goals 2. Client Servicing 3. People-orientation 4. Perception of the adaptation to change capabilities of the organization 5. Team-orientation 6. The inherent flexibility 7. Acknowledgement by the organization of the existence of diversity in different forms and respecting it.Not only are these the major contributing factors but also they are firmly in place and hence are there tostay ensuring that the culture of the organization stays intact withstanding the test if time. 27
  28. 28. RECOMMENDATIONS The organization might suffer badly on occasions if it maintains the attitude of slow response and unwillingness to fix problems immediately. For this the management could assign additional responsibilities to a few senior members of a team and ask them to work on fixing the problems on priority by delegating their work to some other capable person. Though, not alarming, the organization would be better off by putting in more efforts to concentrate on the manner in which the task is carried out. This can be done by segregating the task into parts and analyzing each part separately. This can improve the efficiency of individual parts and improve the efficiency of the entire task as a whole. The organization could do a bit more on the Team-outing front which can help in creating a strong bond between the team members and then have a direct impact on the productivity. Perhaps it could also organize office parties to get all the members together with the motive to celebrate success. A huge chunk of the employees believe that their rewards aren’t customized to suit their preferences. This could lead to demotivation. The supervisors could get the information about what rewards motivate the individual employees through a one-on-one session like performance evaluation sessions and use this information while giving away rewards for excellence. In order to make ‘mid-course’ change easier, the organization could arrange for training sessions for those who believe that it is not easy. They could be trained by the experienced employees and this could bring in more flexibility as far as effective carrying out of tasks is concerned. 28
  29. 29. BIBLIOGRAPHY Organizational Behavior by Stephen P. Robbins, Prentice Hall International www.sportzinteractive.netANNEXURE Response sheets of all the 14 participants 29

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