It is a project conducted in AmaraRaja Batteries in Tirupati

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PROJECT REPORT
TITLE
A STUDY ON INFLUENCE OF ORGANIZATIONAL CULTURE ON
EMPLOYEES AT
AMARA RAJA BATTERIES LTD.
UNDER THE GUIDANCE OF
PROF. P. RAGHUNADHA REDDY
DEPARTMENT OF MANAGEMENT STUDIES
SRI VENKATESWARA UNIVERSITY, TIRUPATI
Submitted By
K. GREESHMA
Roll No. 74
Department of Management Studies
Sri Venkateswara University, Tirupati.

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ACKNOWLEDGEMENT
I take this opportunity to extend my profound thanks and deep sense of
gratitude to the authorities of AMARA RAJA BATTERIES LTD. for giving me
the opportunity to undertake this project work in their esteemed organization.
My sincere thanks to my project guide Prof. P. Raghunadha Reddy for the
kind encouragement and constant support extended in completion of this project work
from the bottom of my heart.
I am also thankful to all those who have incidentally helped me, through
their valued guidance, co-operation and support during the course of my project.
K.GREESHMA

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DECLARATION
I, K.Greeshma student of MBA here by declare that the project report on
“INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYEES AT
AMARARAJA BATTERIES LTD. IN TIRUPATI” is an original independent
record of project work submitted by me to Prof. P. Raghunadha Reddy.
Place: Tirupati
Date:
K.GREESHMA
MBA-II YEAR (SEC-B)
REG NO: 1981863074

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Table of Contents:
Chapters Description Page No.
Chapter – 1
 INTRODUCTION
 INDUSTRY PROFILE
 COMPANY PROFILE
 05 - 06
 07 - 10
 11 - 16
Chapter – 2  REVIEW OF LITERATURE  17
Chapter – 3
 OBJECTIVES OF THE STUDY
 LIMITATIONS OF THE STUDY
 RESEARCH METHODOLOGY
 18
 18
 18
Chapter – 4
 DATA ANALYSIS &
INTERPRETATION
 19 - 35
Chapter – 5
 FINDINGS
 SUGGESTIONS
 QUESTIONNAIRE
 36
 36
 37 - 39

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CHAPTER - 1
INTRODUCTION:
Organizational culture is a system of shared assumptions, values, and beliefs,
which governs how people behave in organizations. These shared values have a
strong influence on the people in the organization and dictate how they dress, act, and
perform their jobs. Every organization develops and maintains a unique culture,
which provides guidelines and boundaries for the behavior of the members of the
organization.
KEY FACTORS THAT DETERMINE ORGANIZATIONAL CULTURE:
1. Leadership
How important is status in the organization? How close or removed are top
management from the shop floor? What gets rewarded and recognized by
leaders? How do leaders communicate with their employees? How trusted are
leaders?
2. Workload
To be clear, this is not an observation of the work itself, but of the expectations of
how much of a load employees are expected to carry. Is the workload distribution
equitable? Is it predictable? When an employee arrives for work today, will she
know what lies ahead during the day? Is the workload shared when you take
leave?
3. Capability
How well are people trained to do their jobs? How long does it take for an
employee to reach a level of job mastery? Is the approach to learning and to
training structured so that employees can expect to reach a level where they can
function in an autonomous way?
4. Relationships
Does the workplace support and encourage relationship building? What are the
social norms of the workplace? What happens if somebody steps outside the
social norms? Do employees trust the organizational complaint or grievance
systems? How dependent are employees on one another in being able to achieve
success?

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5. Controls
What job controls exist to guide the work? How closely are people
supervised? Is their work checked, approved or randomly sampled? Can an
employee expect to receive regular feedback on their performance from a line
supervisor?
6. Company Values, Policies and Work Ambiance
Employees develop the values emphasized in the policies, procedures and
work environment.
7. Clients and External Parties
Who you work with is one thing, but who you work for is another. The
clients that the company serves are an often overlooked factor that affects
organizational culture.
Why are clients a part of the culture? Because these are the people that
directly affect the employee's wellbeing. If a customer is upset and takes it
out on an employee, that employee's behavior directly impacts those around
them. If a client has a big success and thanks the employee for a job well
done, that employee can uplift their whole team.
8. Recruitment and Selection
Perhaps no factor is more important to organizational culture than recruiting
and selecting the right types of employees. The type of employees hired by
an organization has the largest effect on its culture - especially when a
company is in high growth mode and is rapidly adding new employee.

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INDUSTRY PROFILE
The battery industry in India that comprises automobile, scaled maintenance
free (SMF), tubular and lead acid batteries, has been registering an annual growth rate
of 25 per cent year on year. While China still remains the world’s largest battery
market, India is expected to register the strongest growth in sales every year. Demand
for Indian batteries from importers worldwide has increased and to meet this, Indian
manufacturers are also gearing up.
The Top 12 Battery Manufacturers on the basis of their revenues are
Rank Company name
1 Exide Industries Ltd
2 Amara Raja Batteries Ltd
3 Luminous Power Technologies Pvt Ltd
4 HBL Power Systems Ltd
5 Su-Kam Power Systems Ltd
6 Base Corporation Ltd
7 Okaya Power Ltd
8 Southern Batteries Pvt Ltd
9 True Power International Ltd
10 Evolute Solutions Pvt Ltd
11 Greenvision Technologies Pvt Ltd
12 Artheon Electronics Ltd

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BATTERY:
A battery is a device that produces electrons through electrochemical
reactions, and contains positive (+) and negative (-) terminals. A battery consists of
one or more electrochemical cells, which transform stored chemical energy directly
into electrical energy. When an external load connects to a battery, electrons cross
from the negative to the positive terminal, creating an electrical current. This current
may power a motor, a light bulb, a clock, a computer, a cellphone, and other
electronic devices or equipment. Battery flow speed is determined by the battery’s
internal resistance and outside load.
Batteries are available in numerous sizes, which range from the miniature cells
used in wrist watches and power hearing devices to batteries the size of rooms that are
used to offer standby power for data centers and telephone exchanges.
HISTORY:
 In 1780 the Italian anatomist and physiologist Lugi Galvani noticed that
dissected frog’s legs would twitch when struck by a spark from a Leyden Jar,
an external source of electricity.
 In 1786 he noticed that twitching would occur during lighting storms. After
many Galvani learned how to produce twitching without using any external
source of electricity.
 In 1971 he published a report on” Animal Electricity”. He created an electric
circuit consisting of the frog’s leg (FL) and two different metals A and B, each
touching the frog’s leg and each other, thus producing the circuit A-FL-B-A-
FL-B...etc.
 In modern terms, the frog’s leg served as both the electrolyte and the sensor,
and the metals served as electrodes. He noticed that even though the frog was
dead, leg would twitch when he touched them with the metals.
 Within a year, Volta realized the frog’s moist tissues could be replaced by
cardboard soaked in salt water, and the frog’s muscular response could be
replaced by another form of electrical detection.
 Volta discovered in 1800 that certain fluids would generate a continuous flow
of electrical power when used as a conductor.
 This discovery led to the invention of the first voltaic cell, more commonly
known as battery.

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TYPES OF BATTERIES:
Batteries are classified into two broad categories, each type with advantages
and disadvantages.
1. PRIMARY BATTERIES:
A primary battery is a disposable kind of battery. Once used, it cannot be
recharged.
Eg: . Alkaline batteries, Mercury batteries, Silver-Oxide batteries, and Zinc
carbon batteries are examples of primary batteries
Alkaline: household electronics
Lithium - Ion: watches, calculators, digital cameras, notebook computers
Zinc Air: hearing aids
Silver Oxide: hearing aids, electronic watches, submarines, missiles,
aerospace
Carbon-Zinc : calculators, home security, penlight, radio toys, remote
controllers
Primary batteries can produce current immediately on assembly. Disposable
batteries are intended to be used once and discarded. These are most commonly
used in portable devices that have low current drain, are only used intermittently,
or are used in portable devices that have low current drain, are only used
intermittently, or are used well away from an alternative power source, such as in
alarm and communication circuits where other electric power is only
intermittently available. Disposable primary cells cannot be reliably recharged,
since the chemical reactions are not easily reversible and active materials may not
return to their original forms. Battery manufactures recommend against attempting
recharging primary cells.
2. SECONDARY BATTERIES:
Secondary batteries are rechargeable batteries. Once empty, it can be
recharged again. This charging and discharging can happen many times depending
on the battery type.
Eg: Lead-Acid batteries and Lithium batteries are the examples of secondary
battery's.
Nickel Cadmium: Chargeable upto 500 times - Calculators, Digital
Cameras, Photoflash, Music player
Nickel Metal Hydride: Chargeable upto 500 times; but has memory
problem - Cars, cameras, mobile phones, medical instruments, camcorders,
electric razors.

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Secondary batteries must be charged before use; they are usually
assembled with active materials in the discharged state. Rechargeable batteries or
secondary cells can be recharged by applying electric current, which reverses the
chemical reactions that occur during its use. Devices to supply the appropriate current
are called charges or recharges.
The oldest form of rechargeable battery is lead-acid battery. This battery is
notable in that it contains a liquid in an unsealed container, requiring that the battery
be kept upright and the area be well ventilated to ensure safe dispersal of the
hydrogen gas produced by these batteries during overcharging. The lead-acid battery
is also very heavy for the amount of electrical energy it can supply. Despite this, its
low manufacturing cost and its high surge current levels make its use common where
a large capacity (over approximately 10Ah) required or where the weight and ease of
handling are not concerns.

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COMPANY PROFILE
The Amara Raja Batteries is an Indian based multinational
company which is Headquartered Hyderabad. The group has presence in automotive
batteries business, packaged foods and beverages, electronics products manufacturing,
infrastructure sector, power system production and fabrication of sheet metal products
and fasteners. The Amara Raja Group is better known for its automotive battery brand
"Amaron" which is the second largest selling automotive battery brand in India today.
A first generation entrepreneur, Ramachandra Naidu Galla founded the Amara
Raja Group Of Companies in 1985 & became the first CEO. The automotive batteries
business unit commenced operations in 2001 with a joint technology venture with
Johnson Controls Inc. the world’s largest manufacturer of automotive batteries. It
pioneered the introduction of Zero maintenance technology in India’s automotive
battery segment, the key differentiator in the Indian electric storage market.
The group was named after Jay Galla's (Son of Ramachandra Naidu Galla)
grandparents Amaravati and Rajagopal Naidu.
By 2025, Amara Raja expects to be with 60,000crores of turnover with 60,000 of
employees whereas it is 7000crores of turnover with 12,500 of employees now.
THE PROMOTERS OF AMARA RAJA GROUP OF COMPANIES:
Sri Ramachandra N.Galla, a non-resident Indian now settled in India is the
main promoter. He is a post graduate engineer with over 16years experience in power
systems as an electrical engineer in Nuclear and conventional source power
generating stations across the USA. Mr. Galla went to USA after obtaining Bachelors
and Master’s Degree from S.V. University, Tirupati & Roorkee University U.S.A. He
holds an M.S. Degree in system science from Michigan state university. After his
return to India, he promoted along with Andhra Pradesh Electronics Development
Corporation (APEDC). Rs.2 crores unit – AmaraRaja Power Systems Ltd. – for the
manufacture of uninterruptable power supply systems (UPS), Battery Chargers, D.C.
power supplies & static inverters. For the year ending 31st March, 1990 this unit
achieved a sales turnover of Rs.192 lacks and earned cash profit of Rs.14 lacks.
Amara Raja Batteries Limited was established in the year 1985 as private
limited and then converted into public limited in the year 1990. The company is
currently poised on a healthy growth curve and ended the financial year 2008 – 09
with a turnover of Rs.>1500 crores. Amara Raja Batteries has a strategic tie up with

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Johnson Control Inc. of the USA who owns 26% stake in this company. Johnson
Controls is a Fortune 500 company and also the largest manufacturer of lead acid
batteries in North America and a leading global supplier to major automobile
manufacturers and industrial customers.
Amara Raja has demonstrated its commitment to offer optimum system
solutions of the highest quality, and has become the largest supplier of standby power
systems to core Indian utilities such as the Indian Railways, Department of
Telecommunications, Electricity Boards and power generation stations. Extensive
plans have been charted out for the future, wherein the company undertakes to
become the most preferred supplier for power back-up systems. Amara Raja has
always offered time tested world-class technology and processes developed on
international standards – be it high integrity VRLA systems like Power Stack and
Power Plus or the recently launched high performance UPS battery – QUANTA and
Amaron hi-life automotive batteries that are products of the collaborative efforts of
engineers at Johnson Controls Inc. and Amara Raja.
THE GROUP COMPANIES ARE
 Amara Raja Batteries Ltd., Karakambadi – Industrial VRLA batteries &
Automobile batteries
 Amara Raja Power Systems Ltd., Karakambadi – Industrial Power
Electronic Products
 Mangal Industries Ltd., Petamitta and Karakambadi – Fasteners and
connectors and sheet metal fabrication
 Amara Raja Electronics Ltd., Diguvamagham – Printed Circuit boards,
Battery chargers, Digital home Inverters, Trickle chargers
 Amara Raja Infra Pvt. Ltd, Karakambadi – Infra & Civil Constructions
 Amara Raja Industrial Services Pvt. Ltd., Karakambadi – Facility
Management and other Services

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Amara Raja Group
Type Conglomerate
Founded 20 December 1985
Founder Ramachandra Naidu Galla
Area served Worldwide
Key people Ramachandra Naidu Galla(Chairman)
Galla Jayadev (Managing director)
Products Automotive batteries, battery chargers,
electronics, industrial batteries, digital
inverters, industrial batteries, infrastructure,
power, processed food, trickle chargers, UPS
Number of
employees
12500
Website www.amararaja.com

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AMARA RAJA BATTERIES LIMITED (ARBL)
Amara Raja Batteries Limited, an Amara Raja-Johnson Controls Company
with 26% equity from Johnson Controls is the technology leader in the Indian storage
battery industry, manufacturing batteries for both Industrial and Automotive
applications. Johnson Controls Inc. is a Fortune 500 corporation and world’s largest
manufacturer of Automotive Batteries. This alliance Supplies batteries to every major
auto manufacturer in the world including General Motors, Ford, DaimlerChrysler,
Toyota, Volvo, Hyundai, Nissan, Honda, Volkswagen and Fiat among others.
Amara Raja Batteries Ltd, (ARBL) is also the largest manufacturer of Stand
by Valve Regulated Lead Acid (VRLA) batteries in the Indian Ocean Rim comprising
the area ranging from Africa and the Middle East to South East Asia .Based in
Chennai, with a fully integrated manufacturing unit for its industrial batteries at
Tirupati, Amara Raja has reached a position of leadership in a very short span.
ARBL is the largest supplier of stand-by batteries to core Indian utilities such
as Indian Railways, BSNL, and Power Generating stations, MTNL, VSNL, ITI and
HTL. Major MNCs like ABB, Alcatel, Ericsson, Fujitsu, Lucent, Motorola, Nokia,
APC and Siemens are among ARBL’s clientele.
Amara Raja Batteries Limited comprises have the following major divisions viz.,
 Industrial Battery Division [IBD],
 Automotive Battery Division [ABD] and
 Small Battery Division [SBD].
ACHIEVEMENTS AND CREDENTIALS:
 Best Telecom equipment Manufacturer Award 2009 by BSNL
 Quality Excellence Award for the year 2009 by INDUS Towers
 Amaron is the preferred supplier to Daimler Chrysler, Ford and General Motors
 Automotive Product of the year 2000 by Overdrive
 Excellence in Environmental Management in 2002 by AP Pollution Control Board
 Creative Advertiser of the year '02 by ABBY
 Ford 'World Excellence Award'
 Q1 Award
 Part of the world's largest battery manufacturing alliance – Johnson Controls Inc.,
USA
 Ford Largest manufacturer of standby VRLA batteries in South Asia
 Pioneered the widely used VRLA batteries for industrial application in India
 Largest & dominant market leader of standby batteries in Railways, Telecom,
Power Generating stations in India
 One of the largest (designed for producing 3.64million batteries p.a.) and most
modern automotive battery plants in Asia

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 Highly automated (oxide preparation to finishing; all processes and operations are
automated)
 Part of Amara Raja's highly integrated battery complex (most components are
built in–house)
 Industrial Economist Business Excellence Award – 1991 by the Industrial
Economist, Chennai.
 Best Entrepreneur of the year 1998 – by Hyderabad Management Association.
 Excellence award by institution of Economic Studies(ES), New Delhi.
 Udyog Rattan –1999 by Institution of Economic Studies (ES), New Delhi.
 Q1 Vendor Status by Ford India Limited – 2003.
 World Excellence Silver Award by Ford USA
 The spirit of Excellence by Academy of fine arts, Tirupati
ORGANIZATIONAL CULTURE AT AMARA RAJA:
 The culture of Amara raja is known as “THE AR WAY” culture
 It is completely driven by values
 The culture followed in Amara raja is “Clan Culture”
This working environment is a friendly one. People have a lot in common, and
it’s similar to a large family. The leaders or the executives are seen as mentors or
maybe even as father figures. The organization is held together by loyalty and
tradition. There is great involvement. The organization emphasizes long-term Human
Resource development and bonds colleagues by morals. Success is defined within the
framework of addressing the needs of the clients and caring for the people. The
organization promotes teamwork, participation, and consensus.
Leader Type: Facilitator, Mentor, Team builder .
Value Drivers: Commitment, Communication, Development.
Theory of Effectiveness: Human Resource development and participation are
effective.
Quality Improvement Strategy:
Empowerment, Team building, Employee involvement,
Human Resource development, Open communication.
Core purpose: “To transform our spheres of influence and to improve
the quality of life by building institutions that provide
better access to better opportunities, goods and services
to more people all the time.”

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OUR VALUES:
Each value is represented with a COLOR and compared with a NATURAL
ELEMENT which represents the mind state of people.
Values Color Element Mind State
Innovation Burgundy Space Synthesizing
Excellence Magenta Wind Disciplined
Entrepreneurship Orange Fire Creative
Experiences Blue Water Spiritual
Responsibility Green Earth Respectful & Ethical
“Gotta be a Better way”: Better - Its’ not a word….It is a higher calling.
“Amara Raja is a symphony of diverse elements coming together and moving
forward in perfect harmony.”
These five colors come together as a swirling mass to form a dynamic circle of
unparalleled energy. This new form of energy is a reflection of Amara Raja, an
emblem of everything that defines
the - ‘THE AMARA RAJA WAY’
All these five colors are included in the logo and such 5 colors of uniforms are
issued to the employees.

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CHAPTER - 2
REVIEW OF LITERATURE
1. Collins and Porras, 2000 identified that organizational culture always refers to a
system of shared meaning held by members of the society that distinguish one
organization from other organizations. The members believe that these shared
meanings are a set of key characteristics, and that the organization values and the
essence of an organization’s culture can be captured indifferent basic
characteristics.
2. Herzberg, F. (1968) and Hackman J. R., & Oldham, G. R., 1976, Job security,
salary, fringe benefits, work conditions) that do not give positive satisfaction,
though dissatisfaction results from their absence. These are extrinsic to the work
itself, and include aspects such as company policies, supervisory practices, or
wages/salary.
3. Locke (1969) defined job satisfaction as an emotional state related to the positive
or negative appraisal of job experiences. Kreis and Brockopp (1986) suggested
that job satisfaction is related to self-perception of needs fulfillment through work.
Valentine et al., (2002) revealed Employees who are committed to their
organizations may easily accept and adhere to the organizational objectives and
goals.
4. Raymond Williams (1992) defined culture as whole way of life, or structure of
feeling. It is a set of signs and rules for their use that signal how we might differ
from another. And it is also a set of signs and rules about rubbing along or not
depending on the particular cultural convention of that place and time. Some
cultures affirm their existence by thumping anyone who breaks its rules.
5. Mckenzie (1994) defined culture as the use of artifacts and rituals to pass on
notions of identity. These resources of identity sustain structures of feeling that
organize and make sense of everyday life. It has to do so under the extra ordinary
pressure of the modern division of labor, which fragments people’s experience.
6. Schein (1983) believes that an organization’s current customs, traditions, and
general ways of doing things are largely due to what it has done before and the
degree of success it has had with those endeavors. This leads us to the ultimate
source of an organization’s culture: its founders.

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CHAPTER – 3
OBJECTIVES OF THE STUDY:
 To find out the components of organizational culture at Amara Raja
 To measure the level of satisfaction of the employees towards the
organizational culture.
LIMITATIONS OF THE STUDY:
 The survey was restricted to Amararaja company only.
 The accuracy of the analysis and conclusion drawn entirely depends upon the
reliability of the information provided by the employees of Amararaja.
 The sample size is confined to 105.
RESEARCH METHODOLOGY:
 It may be understood as a science of studying how research is done
scientifically.
 In it we study the various steps that are generally adopted by researcher in
studying his research problem along with the logic behind them.
RESEARCH METHODOLOGY USED:
 Research design : Descriptive Research Design
 Data sources :
 Secondary data source: Internet (shodganga.in), (wikipedia.org)
 Primary data source : Employees of Amararaja.
 Research approach : Survey Method.
 Research instrument : Questionnaire
 Sampling plan :
 Population : Employees of Amararaja in tirupati
 sampling unit : Employee of Amararaja
 sample size : 105
 sampling procedure : Convenience Sampling
 Contact method : Personal Interview

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CHAPTER – 4
DATA ANALYSIS & INTERPRETATION
TABLE NO. : 1
DIAGRAM NO. : 1
INFERENCE:
81% of the respondents are FEMALE, & 19% of the respondents are MALE.
82
23
Frequency
Male
Female
GENDER DISTRIBUTION
Gender Frequency %
Male 82 81%
Female 23 19%

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TABLE NO. : 2
DIAGRAM NO. : 2
INFERENCE:
45% of the respondents agreed that the organization is like an extended
family and people seem to share a lot among themselves.
45
15
28 27
0
5
10
15
20
25
30
35
40
45
50
An extended family A very dynamic &
entrepreneurial
place
Production
Oriented
Formalized &
Structured place
Frequency
DESCRIBE YOUR ORGANIZATION
Opinion frequency %
It is like an extended family 45 45
The organization is a very dynamic and
entrepreneurial place
15 14
The organization is very production oriented 28 26
The organization is a very formalized and structured
place
27 25

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TABLE NO. : 3
CHARACTERISTICS EXHIBITED BY YOUR LEADERS/ TOP MANAGEMENT
Opinion frequency %
Mentors, facilitators, or parent
figures
43 42
Entrepreneurs, innovators, or
risk takers
22 20
Hard-drivers, producers, or
competitors
16 14
Coordinators, organizers, or
efficiency experts
24 24
DIAGRAM NO. : 3
INFERENCE:
42% of the respondents agreed that the leaders of the organization are
generally considered to be mentors, facilitators, or parent figures.
43
22
16
24
Frequency
Mentors, Facilitators,or
Parent figures
Entrepreneurs, Innovators,
or Risk takers
Hard-drivers, Producers, or
Competitors
coordinators, organizers, or
efficiency experts

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TABLE NO. : 4
ORGANIZATION’S MANAGEMENT STYLE
Opinion Frequency %
Teamwork, consensus and participation 43 38
Individual risk-taking, innovation, flexibility,
and uniqueness.
16 15
Hard-driving competitiveness, goal directedness,
and achievement
27 22
Careful monitoring of performance, longevity in
position, and predictability.
29 25
DIAGRAM NO. : 4
INFERENCE:
The management style in the organization is characterized by teamwork,
consensus and participation which is agreed by 42% of the respondents.
43
16
27
29
0
5
10
15
20
25
30
35
40
45
50
Teamwork,
Consensus and
Participation
Individual Risk-
Taking, Innovation,
Flexibility, and
Uniqueness.
Hard-Driving
Competitiveness,
Goal Directedness,
and Achievement
Careful monitoring
of Performance,
Longevity in
position, and
Predictability
Frequency

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TABLE NO. : 5
ORGANIZATION EMPHASIZES UPON
Opinion Frequency %
High trust, openness and participation
persist
39 38
Acquiring new resources and meeting
new challenges
11 10
Competitive actions and achievement 26 25
Permanence and stability 29 27
DIAGRAM NO. : 5
INFERENCE:
The organization emphasizes human development, High trust, openness and
participation which is agreed by 38% of the respondents.
39
11
26
29
0
5
10
15
20
25
30
35
40
45
High trust, Openness
and Participation
Persist
Acquiring new
resources and
Meeting new
challenges
Competitive actions
and Achievement
Permanence and
Stability
Frequency

24. 24
TABLE NO. : 6
“SUCCESS” AS PER YOUR ORGANIZATION
Opinion Frequency %
Development of human resources,
teamwork, and concern for people
60 59
Having the most unique or the newest
products
19 17
Market penetration and market share 15 14
Efficiency 11 10
DIAGRAM NO. : 6
INFERENCE:
Majority of the respondents said that the organization defines success on the
basis of development of human resources, teamwork, and concern for people.
60
19
15
11
Frequency
Development of Human
Resources, Teamwork, and
Concern for people
Having the most unique or
The newest products
Market Penetration and
Market Share
Efficiency

25. 25
TABLE NO. : 7
RELATION BETWEEN THE TOP MANAGEMENT AND THE SHOP FLOOR
Opinion Frequency %
very close 21 20
Close 39 37
Moderate 19 18
Removed 15 14
Not at all close 11 10
DIAGRAM NO. : 7
INFERENCE:
37% of the respondents said that the top management maintains a close
relationship with the shop floor.
21
39
19
15
11
0
5
10
15
20
25
30
35
40
45
very close Close Moderate Removed Not at all close
Frequency

26. 26
TABLE NO. : 8
GETTING REWARDED AND RECOGNIZED BY LEADERS
Opinion Frequency %
Team work 24 22
Individual performance 36 35
Innovative ideas 25 24
Goal accomplishment 20 19
DIAGRAM NO. : 8
INFERENCE:
35% of the respondents agreed that individual performance is always
recognized and rewarded by their leaders.
24
36
25
20
Frequency
Team work
Individual performance
Innovative ideas
Goal accomplishment

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TABLE NO. : 9
LEADERS COMMUNICATION WITH THEIR EMPLOYEES
Opinion Frequency %
Very friendly 42 41
Friendly 25 23
Not so friendly 28 27
Reserved 10 9
DIAGRAM NO. : 9
INFERENCE:
According to 41% of the respondents leaders communicate very friendly with
their employees.
42
25
28
10
0
5
10
15
20
25
30
35
40
45
Very Friendly Friendly Not So Friendly Reserved
Frequency

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TABLE NO. : 10
EQUITABLE WORKLOAD DISTRIBUTION
Opinion Frequency %
Yes 95 92
No 10 8
DIAGRAM NO. : 10
INFERENCE:
There is equitable distribution of workload, which is accepted by 92% of the
respondents.
95
10
Frequency
Yes
No

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TABLE NO. : 11
SHARING OF WORKLOAD WHEN YOU TAKE LEAVE
Opinion Frequency %
Yes 91 89
No 14 11
DIAGRAM NO. : 11
INFERENCE:
Workload is shared by other employees when an employee takes leave, which
is agreed by 89% of respondents.
91
14
0
10
20
30
40
50
60
70
80
90
100
Yes No
Frequency

30. 30
TABLE NO. : 12
STRUCTURED APPROACH TO LEARNING AND TO TRAINING
Opinion Frequency %
Yes 83 80
No 22 20
DIAGRAM NO. : 12
INFERENCE:
83% of the respondents agreed that there is a structured approach to learning
and training in the organization.
83
22
Frequency
Yes
No

31. 31
TABLE NO. : 13
TIME TAKEN FOR AN EMPLOYEE TO REACH A LEVEL OF JOB MASTERY
Opinion Frequency %
1 – 3 months 71 69
3 – 6 months 12 11
6 months – 1 year 9 8
> 1year 13 12
DIAGRAM NO. : 13
INFERENCE:
71% of respondents agreed that it takes 1 – 3 months for an employee to reach
the level of job mastery.
71
12
9
13
0
10
20
30
40
50
60
70
80
1 -3mnths 3 -6mnths 6mnths - 1yr >1 year
Frequency

32. 32
TABLE NO. : 14
TRAINING OF PEOPLE TO DO THEIR JOBS
Opinion Frequency %
very well trained 80 80
well trained 05 4
Moderate 10 8
Not at all trained 10 8
DIAGRAM NO. : 14
INFERENCE:
80% of respondents agreed that employees are very well trained to do their
jobs.
80
5
10
10
Frequency
very well trained
well trained
Moderate
Not at all trained

33. 33
TABLE NO. : 15
WORK SUPERVISION
Opinion Frequency %
Continuously 18 17
Weekly 5 4
Monthly 72 70
Once in a while 10 9
DIAGRAM NO. : 15
INFERENCE:
72% of the respondents agreed that the work done is supervised monthly.
18
5
72
10
0
10
20
30
40
50
60
70
80
Continuously Weekly Monthly Once in a while
Frequency

34. 34
TABLE NO. : 16
Null Hypothesis:
The training & learning approach to employees is independent of gender.
OPINION ON TRAINING GENDER
MALE FEMALE
Frequency Frequency ROW TOTAL
Very well trained 32 48 80
Well trained 04 01 05
Moderate 07 03 10
Not at all trained 04 06 10
COLUMN TOTAL 47 58 105

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CALCULATED VALUE: 1.93
TABLE VALUE: 7.815
INFERENCE:
Since the calculated value 1.93 is less than the table value 7.815 at 3 DEGREES
OF FREEDOM & at 5% Significance level, the null hypothesis is accepted.
Thus, the learning and training of employees at Amara Raja is independent of
Gender.
OBSERVED VALUE EXPECTED VALUE (O-E)
2
/E-0.5
32 35.8 -0.09
48 44.19 -0.17
04 2.23 0.90
01 2.76 0.61
07 4.47 0.93
03 5.52 0.65
04 4.47 -0.04
06 5.52 -0.45
1.93

36. 36
CHAPTER – 5
FINDINGS:
 About 45% of the respondents agreed that the organization is like an extended
family and they share lot of themselves.
 43% of the respondents said that loyalty, mutual trust and commitment are the
factors that hold the organization together
 39% of the respondents agreed that development of human resources, team
work and concern for people are the basis on which the organization defines
success.
 Among all the respondents 36% agreed that performance is always rewarded
and recognized by the leaders
 95% of the respondents agreed that the work load distribution is equitable
among all the employees
 80% of the respondents said that all the employees are very well trained to do
their jobs
 Among all the respondents 83% agreed that there is a structured approach to
learning and training in the organization.
SUGGESTIONS:
 The supervision of the work must be done more frequently, to reduce the
burden on supervisors,
 There is lack of communication between departments, required measures
have to be taken to ensure proper communication between departments,
 However, training is provided, the employees are somewhat less skilled as
they come from rural backgrounds, hence more structured training must be
offered.

37. 37
QUESTIONNAIRE
QUESTIONNAIRE TO STUDY THE INFLUENCE OF ORGANIZATIONAL
CULTURE ON EMPLOYEES AT AMARA RAJA BATTERIES LTD.
1. Name : 3. Age:
2. Gender : 4. Designation :
5. Which of the following best describes your organization?
A. The organization is a very special place. It is like an extended family.
People seem to share a lot among themselves.
B. The organization is a very dynamic and entrepreneurial place. People are
willing to stick their necks out and take risks.
C. The organization is very production oriented. A major concern is with
getting the job done. People are very competitive and achievement oriented.
D. The organization is a very formalized and structured place. Bureaucratic
procedures generally govern what people do.
6. What is the kind of characteristic exhibited by your leaders/ top management
in your organization?
A. The leaders of the organization are generally considered to be mentors,
facilitators, or parent figures.
B. The leaders of the organization are generally considered to be
entrepreneurs, innovators, or risk takers.
C. The leaders of the organization are generally considered to be hard-drivers,
producers, or competitors.
D. The leaders of the organization are generally considered to be coordinators,
organizers, or efficiency experts.
7. How would you characterize your organizations management style?
A. The management style in the organization is characterized by teamwork,
consensus and participation.
B. The management style in the organization is characterized by individual
risk-taking, innovation, flexibility, and uniqueness.
C. The management style in the organization is characterized by hard-driving
competitiveness, goal directedness, and achievement.
D. The management style in the organization is characterized by careful
monitoring of performance, longevity in position, and predictability.

38. 38
8. Which of the following do you think your organization emphasize upon?
A. The organization emphasizes human development. High trust, openness
and participation persist.
B. The organization emphasizes acquiring new resources and meeting new
challenges. Trying new things and prospecting for new opportunities are
valued.
C. The organization emphasizes competitive actions and achievement.
Measurement targets and objectives are dominant.
D. The organization emphasizes permanence and stability. Efficient, smooth
operations are important.
9. What is SUCCESS as per your organization?
A. The organization defines success on the basis of development of human
resources, teamwork, and concern for people.
B. The organization defines success on the basis of having the most unique or
the newest products. It is a product leader and innovator.
C. The organization defines success on the basis of market penetration and
market share. Competitive market leadership is key.
D. The organization defines success on the basis of efficiency. Dependable
delivery, smooth scheduling, and low cost production are critical.
10. How is the relationship between the top management and the shop floor?
A. Very close B. Close
C. Moderate D. Removed
E. Not at all close
11. What gets rewarded and recognized by leaders?
A. Team work B. Individual
performance
C. Innovative ideas D. Goal
accomplishment
E. Others, please specify
12. How do leaders communicate with their employees?
A. Very friendly B. Friendly
C. Not so friendly D. Reserved
13. Is the workload distribution equitable?
A. Yes B. No, please specify
14. Is the workload shared when you take leave?
A. Yes B. No,
15. Is the approach to learning and to training structured?
A. Yes B. No

39. 39
16. How long does it take for an employee to reach a level of job mastery?
A. 1 – 3 months B. 3 – 6
months
C. 6 months – 1 year D. > 1year
17. How well are people trained to do their jobs?
A. Very well trained B. Well trained
C. Moderate D. Not at all
trained
18. How often is work supervised?
A. Continuously B. Weekly
C. Monthly D. Once in a
while
19. Suggestions: