Organizational culture

A STUDY ON ORGANIZATIONAL CULTURE IN TNPL
FMS 1 VMKV ENGINEERING COLLEGE
“A STUDY ON ORGANIZATIONAL CULTURE IN TAMILNADU NEWSPRINT
AND PAPERS LIMITED, KARUR - TAMIL NADU.”
Submitted By
Mr. SARAVANAN.S
(Reg.No.4711110036)
Project Report Submitted to
Vinayaka Missions University, Salem
In partial fulfillment for award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(Batch 2011 -2013 Regular)
Under the Guidance of
Mr. B. RAJNARAYANAN M.B.A.,
ASSISTANT PROFESSOR
FACULTY OF MANAGEMENT STUDIES
Vinayaka Mission’s Kirupananda Variyar Engineering College
Periya Seeragapadi, Salem – 636 308.
MAY-2013

CERTIFICATE
This is to certify that this Project Report entitled “A STUDY ON
ORGANIZATIONAL CULTURE IN TAMILNADU NEWSPRINT AND PAPERS LIMITED ” is
independent work of Mr. SARAVANAN.S, (Reg. No. 4711110036) in partial fulfillment of
requirements for the award of the Degree of Master of Business Administration in Vinayaka
Missions University, Salem, during the period April 2013-May 2013 under my guidance and
supervision and the work has not formed the basis for the award of any degree,
associateship, fellowship or any other similar titles.
DEAN-FMS PROJECT SUPERVISOR
(B.RAJNARAYANAN)
Submitted for the Viva – Voce Examination held on ---------------------------------------
in the Faculty of Management Studies.

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION
I, Mr. SARAVANAN.S, hereby declare that the Project Report entitled “A
STUDY ON ORGANIZATIONAL CULTURE IN TAMILNADU NEWSPRINT AND PAPERS LIMITED”
submitted to Vinayaka Missions University, Salem, in partial fulfillment of the requirements
for the award of the degree of Maser of Business Administration, is a bonafide record of my
original work done by me under the guidance and supervision of Mr. B. RAJNARAYANAN,
Assistant Professor, Faculty of Management Studies, VMKV Engineering College, Salem.
Student signature with Name
Place:
Date:

ACKNOWLEDGEMENT
I express my thanks to God, the guiding light of our life for granting me potency and
courage to complete this main project successfully.
I express my deep sense of gratitude to our honorable founder and president,
Dr. A. SHANMUGASUNDARAM, for his Sincere Endeavour in educating us in his premier
institution.
As well as my sincere thanks to the Principal, Dr. A. NAGAPPPAN, Professor and
Dean of FMS, Dr. C.S. RAMANIGOPAL for their full support to undergo this project.
I express my sincere thanks to Head of the Department of FMS Mr. A. MANI, for his
extended support for completion of this project.
I would like to thank Mr. K.S.SIVAKUMAAR, Deputy General Manager – HR for
providing me this opportunity to do my project in Tamilnadu Newsprint and Papers Limited
and for guiding me to complete the project successfully.
I express my sincere thanks and admirations to my internal guide
Mr. B. RAJNARAYANAN, Asst. Professor-FMS for his valuable guidance in this Endeavour.
I express my sincere thanks and gratitude to all faculty members of Management
Studies under whom I have worked during the period of my project.
I also thank VMKV Engineering College Library for allowing me to use books for
reference in the project preparation.
It was their constant guidance and support which helped me in making my project a
success, providing me with the theoretical and practical knowledge with regards to the
Documentation.
Thank you very much

ABSTRACT
A study on Organizational Culture and Employees Commitment towards their work
carried out in Tamilnadu Newsprint and Papers limited, Karur (TNPL). Survey data is
obtained from 123 employees in the organization. This study shows the employees
perception in various categories, their attributes towards the organization culture and
positive relationship within the departments and employees. Organizational culture
questionnaire along with the employee’s attributes, perception and organizational
commitment was used to gather the data for the study. Validity and reliability of
questionnaire was determined before using it for data collection. This study aims to
determine the impact of organization culture and employees commitment to work in the
organization. Correlation analysis is conducted to find the impact on the mentioned factors.
Organizational culture is one of the important factors of any organization. The
entire status of the organization depends on its culture. Organization culture can be a strong
enabler or an insurmountable obstacle to implementing change in organizations. Most
organization change efforts require some degree of culture shift. Yet changing an
organization’s culture continues to be a highly challenging and often elusive endeavor. After
all, culture by definition provides stability, continuity, and predictability to organizational
life. The culture of any organization, although it can be variously defined, includes the
shared norms and values that guide organizational participants’ behaviour. This study on
“Organization Culture at TNPL” was undertaken to verify if the employees also shared this
perception, namely, that the changes that had been made in the organization had truly led
to improvements. In addition, the study also captured employee attitudes towards various
aspects of the organization.
The major finding is that the employees of the TNPL are happy with the
organization. On most of the parameters the responses have been very positive. By the
correlation analysis we can find that the inter-relationship between the departments were
very good and they have positive relationship. However, many of the respondents do feel
pressure to perform, and some of them have not satisfied with appreciation and respect
they get in their work. The organization might need to look into the causes for these few,
but important negative aspects. This study has been conducted and major findings had done
only in four departments of the organization. In future this study can be elaborated to the
other departments also. Through that the entire relationship and culture of TNPL could be
identified.

TABLE OF CONTENTS
Sl. No Contents Page No.
Title Page i
Certificate from company ii
Certificate from Institute iii
Declaration by the student iv
Acknowledgement v
Abstract vi
List of Abbreviations vii
CHAPTER – I:
INTRODUCTION
1.1. Introduction about Study 1
1.2. Industry profile 17
1.3. Company profile 20
1.4. Scope of the study 31
1.5. Statement of the problem 31
1.6. Need for the study 31
1.7. Objectives of the study 32
1.8. Limitations of the study 32
1.9. Chapterization 32

CHAPTER – II:
REVIEW OF LITERATURE &
CONCEPTUAL FRAMEWORK
Review of Literature 33
CHAPTER – III:
RESEARCH METHODOLOGY
3.1. Type of Research 37
3.2. Sources of data 37
3.3. Collection of data
- Method of data collection
- Data collection tool
37
37
3. 4. Pre-testing 38
3.5. Sampling Techniques
a) Population
b) Sampling Element
c) Sample size
d) Sampling method
39
39
39
39
3.6. Statistical tools used in data analysis 39
CHAPTER – IV:

DATA ANALYSIS & INTERPRETATION
Data Analysis & Interpretation 41
CHAPTER – V:
FINDINGS, SUGGESTIONS & CONCLUSION
5.1. Findings 74
5.2. Suggestions 77
5.3. Conclusion 78
ANNEXURE:
Questionnaire 79
BIBLIOGRAPHY
LIST OF TABLES
Sl. No Table No. Particulars Page No.

1 1A Elements of organization Culture 04
2 5.1
Table showing age wise classification of respondents 41
3 5.2
Table showing gender wise classification of
respondents
42
4 5.3
Table showing classification of respondents based on
their educational qualification
43
5 5.4
their work experience
44
6 5.5
their marital status
45
7 5.6
their department wise
46
8 5.7
Table showing opinion of the employees towards
working conditions
47
9 5.8
physical factors
53
10 5.9
social factors
55
11 5.10
organizational commitment factors
57
Table showing opinion of the employees towards 59

12 5.11 organizational culture factors
13 5.12
Chi-square-Table showing cross tabulation between
gender with work commitment of the employees
61
14 5.13
Chi-square- Table showing cross tabulation between
age with work commitment of the employees
63
15 5.14
Chi-square-
Table showing cross tabulation between educational
qualification with work commitment of the
employees
65
16 5.15
Chi-square-
Table showing cross tabulation between Experience
with work commitment
67
17 5.16
Chi-square-
Table showing cross tabulation between Marital
Status with work commitment of the employees
69
18 5.17 Correlation Table showing relationship between the
organizational factors
71
19 5.18 Summary of Chi-square tests 73

LIST OF FIGURES
Sl. No Particulars Page No.
1 Framework of Organizational Culture 06
2 Levels of Organizational Culture 08
3 Factors involved in Workplace Culture 10
4 Process in the Organization Culture 12
LIST OF CHARTS
Sl. No Chart. No. Particulars Page No.
1 5.1 Chart showing age wise classification of
respondents
41
2 5.2 Chart showing gender wise classification of
respondents
42
3 5.3 Chart showing classification of respondents based
on their educational qualification
43
on their work experience
44
on their marital status
45
6 5.6 Chart showing classification of respondents based 46

on their department wise
7 5.7A Chart showing opinion of the employees on their
salary
48
8 5.7B Chart showing opinion of the employees on their
housing allowances
48
9 5.7C Chart showing opinion of the employees on their
other allowances
49
10 5.7D Chart showing opinion of the employees on
security of their job
49
11 5.7E Chart showing opinion of the employees on their
promotion
50
12 5.7F Chart showing opinion of the employees on
appreciation and recognition for their work
50
13 5.7G Chart showing opinion of the employees on
power and respect for them
51
14 5.7H Chart showing opinion of the employees on
developing their personal worth
52
ABBREVIATIONS
TNPL-Tamilnadu Newsprint and Papers Limited
OC-Organizational Culture
WWF-World Wildlife Fund

1.1 INTRODUCTION TO ORGANIZATIONAL CULTURE:
The existence and emergence of organizations is not a new phenomenon. But
the Study of organization is relatively of recent origin. Any study on Organization and
its Manifestation should necessarily start with Fayol, Taylor and Bernard.
Organizations are made of members who bring in their emotions, egos and complex
personalities. Organization culture is the sum of all these personalities, which creates
a common ideology or identity for the organization. Some aspects of organization
culture get created along the way, while most aspects are evolved by the founders and
leaders of the organization stated in simple terms organizational culture is the culture
that exists in an organization. In the modern days, it is highly necessary to understand
organization culture, for various reasons – some of which are purely academic and
others for the benefit of organizations themselves. Culture influences people in good
and bad ways. Culture creates the identity for the organization itself. Vendors,
customers, employees and other external agencies factor in the organization culture of
these organizations when they make their business decisions. Organization culture
also helps the company to relate to these external entities. It helps the company to
gear up for ever increasing competition. Potential business partners study the
organization culture before making any strategic moves. Even valuation of business is
influenced by the organization culture, as can be seen in mergers, acquisitions and
take overs. Organization culture is the confluence of various ideologies (brought by
all its participants), beliefs, languages, customs and these collectively form guidelines
for conformed behaviour. All implicit and explicit behaviours form the foundation for
organization culture. To observe the culture of an organization, one has to study the
visible signals and symbols along with invisible values, attitudes etc. For instance,
1) Do most people of the organization belong to a particular section
of the society?
2) What are the merits and awards instituted in the company?
3) What is the value system that is strongly carried out by members
of the organization?
4) What are the guiding principles for the organization?

And answers to such questions generally describe the culture of the
organization. Apart from the visible signs and symbols, organization culture can also
be seen in the value system instilled by the founder members as well as its leaders of
the organization. Senior management is responsible for creating a viable organization
culture that suits the needs of the business and sends a meaningful message to all who
matter to the organization both internal and external. Hence, certain values are
enforced by seniors by setting examples and by propagating with the help of symbolic
behaviours. This has a percolating effect in the organization and gets carried out to the
lowest rung of the organization. Sometimes organization culture shapes itself with the
entry of new employees. Values and beliefs get redefined and a new form of
organization culture emerges. Many a times, a controlling mechanism is to be in place
so that desired outputs are cultivated and undesirable outputs are weeded out.
EVOLUTION OF ORGANIZATIONAL CULTURE:
The shared patterns of values, beliefs, assumptions (sources of behaviour) are
evolved as a result of experimentation with behaviours at the time of inception of an
organization. Behaviours are actions or reactions to stimuli, internal or external;
hence, while coping with internal and external issues, the organization attempts
different forms of behaviour and receives positive or negative feedback. As a result, it
perceives different behaviours as successful or unsuccessful to a varying degree and
classifies them as desirable, suitable or otherwise. The behaviour perceived as
desirable for the effectiveness, success or survival of the organization is reinforced;
behaviour which is non-conforming is discouraged and blocked. The workable and
generally accepted solutions reduce the initial uncertainty faced by all members of the
organization, which is a traumatic experience (Schien, 1985).
These experiments are repeated to test the validity of behaviours, which once
established, is accepted by most participants of the organization; to the limits that it
gets transformed into assumptions, values and beliefs. Psychological contracts are
created and are relatively stable, acting as stabilizer of individual behaviour (Witte,
Muijen, 1999). The individual beliefs and values of participants, more so, of the
people with influence, is likely to affect the perceived desirable behaviours and
perceived success of organization during the initial struggle and stabilizing period.
Founders often start with a theory of how to succeed; they have a cultural paradigm in
their heads based on their experiences in the culture in which they grew up (Schien,

1983). With the passage of time, these assumptions, values and beliefs become the
‘sources of behaviour’ and guide and direct subsequent ‘manifestation of behaviour’
and there is a convergence of norms. This is in line with O’Reilly & Chatman’s
(1996) view that culture is “a system of shared values defining what is important, and
norms, defining appropriate attitudes and behaviours, that guide members’ attitudes
and behaviours” and Schien’s (1985, 1992) definition of culture as “ a pattern of
shared basic assumptions that the group learned as it solved its problems of external
adaptation and integral integration, that has worked well enough to be considered
valid and, therefore, to be taught to new members as the correct way to perceive,
think, and feel in relation to those problems” further arguing that values and
behaviour were more superficial representations of this underlying structure. Using
this view, we can argue, then, that OC is a vehicle through which an organization
encompasses the behaviour variables and the sources of behaviour; and influences
through their interaction, behaviour outcomes in the organizational context.
Once culture is formed, though intangible and invisible, this reflection of an
organization becomes obvious, and is experienced as its culture to an insider,
stakeholder and an outsider who comes in contact with the organization. Literature
does not discuss if there is a difference in how an insider or stakeholder or an outsider
perceive and experience the culture of an organization. Culture researchers have been
more concerned with the evolution of social systems over time (Pettigrew, 1979;
Schien, 1985, 90); importance of a deep understanding of underlying assumptions
(Kunda, 1992); individual meaning (Geertz, 1973; Pondy et al, 1983) and the insider’s
point of view of the organization (Denison, 1996). Since no organization can exist in
isolation and is accountable to its internal as well as external associations,
organizational culture is also likely to encompass the external environment which in
turn will influence the behaviours and their outcomes in the environmental context.

TABLE 1A): ELEMENTS OF ORGANIZATIONAL CULTURE:
CORE
BELIEFS
VALUES FEARS BEHAVIOUR
NORMS
INFRA-
STRUCTURE
Core beliefs
combine to
create the
organizations
formula for
success
Individual
champions
Values are the
positive results
that flow from
the core beliefs
Tenacity
and
Risk Taking
Fears are the
negative
results of
ignoring core
beliefs and
violating values
Management
and
Mediocrity
Values and fears
combine to
form the
boundaries of
normative
behaviour
Ignore
and
Exaggerate
Infrastructure
organizes people,
process and
structure to
enforce
behavioural
norms
Freedom
and
Rewards
Organizational Culture
1. Innovation and risk-taking
2. Attention to detail
3. Outcome Orientation
4. People Orientation
5. Team Orientation
Organizational Commitment
1. Affective Commitment
2. Continuance commitment
3. Normative commitment
Employees job
Satisfaction

CLASSIFICATIONS OF CULTURES:
The classifications of the cultures are,
 Role Cultures–are highly formalized, bound with regulations and
paperwork and authority and hierarchy dominate relations.
 Task Cultures – are the opposite, the preserve a strong sense of the basic
mission of the organization and teamwork is the basis on which jobs are
designed.
 Power Cultures–have a single power source, which may be an individual
or a corporate group. Control of rewards is a major source of power.
A role culture has a typical pyramid structure. A task culture has flexible
matrix structures. A power culture has web –like communications structure. Cultural
analysis brings to centre stage a rich vein of behaviours and stands on its head much
of the conventional wisdom about organizations. Stories, legends, rituals and heroes
are key elements of organizational functioning and may actually serve more important
objectives than formal decision making. We need to consider in more depth the
different ways in which culture has been used in organization study. Wilson and
Rosenfield (1990) distinguish two schools of thought:
 The analytical school stresses the context and history of the organization
and how culture acts as a socializing force controlling the behaviour of
members.
 The applicable school view culture in terms of commitment to central
goals and as a means of managing successful organizational change.

FIGURE 1: FRAMEWORK OF ORGANIZATIONAL CULTURE
THE CONCEPT OF ORGANIZATIONAL CULTURE:
One of the principle problems in studying organizational culture stems from the
ontological status of the concept itself (Jones, 1983). Organizational researchers have
utilized a wide variety of culture definitions, but most empirical work has centred on
the view of culture as an enduring, autonomous phenomenon that can be isolated for
analysis and inter-organization comparison (Alexander, 1990). The intricate and
complex nature of OC has led to differences and controversies about the definition,
dimensions, measurement (Cameron and Quinn, 1999) and the context of
organizational culture. However, there is some consensus that organizational culture
is holistic, historically determined, and socially constructed, and involves beliefs and
behaviour, exists at a variety of levels, and manifests itself in a wide range of features
of organizational life (Hofstede, Neuijen, Ohayv, & Sanders, 1990; Pettigrew, 1990).
Culture is expressed and transmitted through artifacts, stories, myths and symbols
(Martin, 1982; Siehl and Martin, 1981; Wilkins, 1980; Pettigrew, 1979). Underlying
these symbolic vehicles are patterns of basic assumptions (Schien, 1981, 1983; Dyer,
Group Culture:
Personal
Warm and Caring
Loyalty and Tradition
Cohesion and Morale
Equity
Developmental Culture:
Dynamic and
Entrepreneural
Risk Taker
Innovation and
Development
Growth and Resource
Acquisition
Rewards Individual Initiative
Hierarchical Culture:
Formalized and Structured
Rule Enforcement
Rules and Policies
Stability
Rewards Based on Rank
Rational Culture:
Pursuit of Goals and
Objectives
Tasks and Goals
Accomplishment
Competition and
Achievement
Rewards Based on
Achievement
EXTERNALINTERNAL
CONTROL
FLEXIBILITY

1982); a set of shared understandings, interpretations or perspectives (Van Maanen,
1983; Louis, 1983) and expectations (Schwartz, Davis, 1981).Broadly, two schools of
thought exist about organizational culture whether it represents something an
organization ‘is’ or ‘has’. Accordingly, researchers have analysed the concept of OC,
both as a root metaphor, i.e. organizations as expressive forms, and manifestations of
human consciousness (Cameron 1999; Smircich, 1983); and as an attribute, i.e.
possessed by an organization and observable; and even as property (Linstead, 2001).
This is because some researchers are concerned by what appears to them to be more
fundamental issues of meaning and the processes by which organizational life is
possible which is in line with the view that an organization ‘is’ culture; while others
give high priority to the principles of prediction, generalizability, causality, and
control drawing from the view that an organization ‘has’ culture (Smircich, 1983).
Both approaches share the conception of organizations as organisms; existing within
an environment that presents imperatives for behaviour. However, literature is less
sanguine about the reciprocal evolution of culture through behaviour. Further, culture
has been generally accepted to be a phenomenon which is enduring and relatively
stable, which is why organizations across the world need external change agents to
affect the cultural change intervention. We differ from this view and support the
recent emerging views on culture describing it as a process and as a dynamic
phenomenon of an organization.
Efforts to arrive at a perfect definition of organization culture would be akin to
the attempts of the blind men in the Sufi story, who deciphered the elephant in their
own way by touching the different limbs of the animal.
 Kroeber and Parsons (1958) define organizational cultural as the
transmitted and created content and patterns of values, ideas and other
symbolic meaningful systems which shapes human behaviour.
 Bares and Posterwood (1979) define organizational cultural as a pattern
of behaviour handed down to members of a group by the previous
generation.
 Deal and Kennedy (1982) define it in simplistic fashion, as the way
people do things around the organization.
Thus the meanings of organizational culture as viewed by the different scholars
suggest that organizational cultural is a pattern of basic assumptions, invented,
discovered, or developed by a given group wherein the members learn to cope with its

problems of external adaptation and internal integration. It has worked well enough
for validity and therefore need to be taught to new members. In fine the Culture can
be expressed better by “OCTAPACE”.
O - Openness (communication channel open in nature, free authority)
C - Co-operation (cooperation between employer and employees)
T - Trust (mutual trust among shareholders, management, & employees)
P - Proactiveness (Thinking ahead of times)
A - Authensity (exchange of ideas, thoughts, information)
C - Collaboration (team collaborations)
E - Exploration (explore continuously)
From the above explanation, we can conclude that the organizational culture as
an outcome of perception, is the result of interaction between the individuals and the
environment, and hence is influenced by the nature of people involved as well as the
setting.
FIGURE 2: LEVELS OF ORGANIZATION CULTURE
A pattern of shared basic assumptions that the group learned as it solved its
problems of external adaptation and internal integration, that has worked well enough
to be considered valid and, therefore, to be taught to new members as the correct way
to perceive, think, and feel in relation to those problems. While the deeper levels may

have been somewhat invisible in the past, this may no longer be the case. As a result
of greater attention being directed at managing culture, organizations are recognizing
the importance of articulating and stressing their fundamental assumptions. This is
similar to what later happens with knowledge management – greater attention
becomes directed at making the tacit knowledge within an organization more explicit
and accessible. This suggests a general trend toward more explicitly managing what
previously was considered largely unmanageable
THE NEED FOR CHANGE IN ORGANIZATIONAL CULTURE:
The organizational culture needs change if there is an influx of inappropriate
organization behaviour or when there is an erosion of organization values. There
cannot be a culture change without the support of top management. Every department
has to make a conscious effort to manage the change process. Specific steps must be
incorporated in the change plan with intermediate feedback mechanisms. Cultural
change takes a long period of time and its effects are seen over much longer periods.
Hence it must be ensured that the cultural change process is attended to, keeping
future in mind.
Organizational Culture refers to a system of shared meaning held by members
that distinguishes the organization from other organizations. This system of shared
meaning is actually a set of key characteristics that the organization values.
Organizational culture is a descriptive term which is concerned with how employees
perceive the characteristics of an organization’s culture, not with whether or not they
like them. This appraisal of the organization on its characteristics gives a composite
picture of the organization’s culture. This picture in turn becomes the basis for
feelings of shared understanding that members have about the organization, how
things are done in it, and the way members are supposed to behave. When culture is
defined as a system of shared meaning, it can be expected that individuals with
different backgrounds or at different levels in the organization will tend to describe
the organization’s culture in similar terms.
Organizational culture has been perceived to have greater impact on a range of
organizationally and individually desired outcomes. Fortune conducted a survey on
the most admired companies and it has indicated that the respondents believed that
corporate culture was their most important lever in enhancing key capability.

Research scholars have considered from earlier period onwards that organizational
culture affects such outcomes as productivity, performance, commitment, self-
confidence, and ethical behaviour. More recent writers have reaffirmed that
organizational culture does affect significantly an organization – employees’
behaviour and motivation and its financial performance.
FIGURE 3: FACTORS INVOLVED IN WORKPLACE CULTURE
There is very little empirical research is done on the outcomes of organizational
culture. Following are the few research papers which have studied organizational
culture and outcomes: Sheridan found an association between organizational cultural
values and the rates at which new recruits voluntarily terminated their employment,
and O’Reilly identified an association between the fit of organizational culture with
employee preferences for culture (the person-organization fit) and organizational
commitment, job satisfaction, and turnover. National culture has the potentiality to
influence the relation between the organizational culture and individual outcomes.
Some researchers point out the necessity of broadening the study of organizational
phenomena beyond the boundaries.
Just as an individual is known through his / her personality, organizational
culture is the personality of the organization. Culture is comprised of the assumptions,
values, norms and tangible signs (artefacts) of organization members and their

behaviours. Members of an organization soon come to sense the particular culture of
an organization, Culture is one of those terms that are difficult to express in clear
terms, but everyone knows it, when they sense it. That is, only few facets of an
organization can be explained, but many facets still remain un-described and
unexplained. While discussing the elements of organizational culture the HR issues
such as employee engagement, ability, task identity, work-life balance are to be
considered. Accordingly these become the parameters associated with major
variables. While discussing the leadership issues in the context of organizational
culture, the concepts of transactional and transformational leadership, trust, empathy
are taken care of. At the macro level learning orientation, absorptive capacity and
virtual corporate ship are also involved. Corporate culture which is synonymously
same as organizational culture which can be looked at as a system with input, output
and through put with a feedback arrangement. The process is based on one’s
assumptions, values and norms, e.g. values on money, time, facilities etc. Outputs or
effects of one’s culture e.g., organizational behaviours, technologies, strategies,
products, services etc. is seen at the end part of the organization. The concept of
culture is particularly important when attempting to manage organization-wide
change. Practitioners are coming to realize that, despite the best-possible plans,
organizational change must include not only changing structures and processes, but
also changing the corporate culture as well.
ORGANIZATIONAL CULTURE- ITS CHANGES AND IMPLICATIONS OF
CHANGES ON ORGANIZATION:
Organizational culture comprising of the attitudes, experiences, beliefs and
values of an organization ,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.
From organizational values, develop organizational norms, guidelines or expectations
that prescribe appropriate kinds of behaviour of the employees, in a particular
situation and control the behaviour of organizational members towards one another”.
This implies the fact of necessity of cultural changes in an organization. In excellent
organizations, people constantly and unconsciously comply with the values and
beliefs of a common culture and it is this compliance that maintains the organization.
Organizations develop cultures made up of values and beliefs about how people

should behave. Employees associate these values and beliefs with the organization’s
success and don’t need to be tell what to do or what not to do to comply with the
culture. As long as the culture remains relevant to the organization benefits –
managers are relieved of much of the work associated with controlling or directing
staff. However, if the environment in which the organization is operating changes the
culture, can become dysfunctional and at times, harmful also.
FIGURE 4: PROCESS IN ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE AND ITS CONSTITUENTS:
There are numerous ways of defining organization culture. One commonly
accepted definition is as follows. It is a pattern of shared employee beliefs, values,
behaviours and ways of doing and thinking about the organization. Such beliefs,
values etc. are learned, shared and transmitted by and through organization
employees. A More comprehensive definition “Organizational culture refers to a
system of shared meaning”. In every organization there are patterns of beliefs,
symbols, rituals, myths and practices that have evolved over time. These in turn create
common understanding among members as to what the organization is and how its
• CONTROL• COMPETE
• CREATE• COLLABOATE
open, fiendly
and sharing
values
teamwork,
participation
and consensus
dynamic,
entrepreneuria
l and
creative.
embraces
innovation,
risk taking
and being on
the leading
edge
Structured and
Formal. Success
means dependable,
delivery, smooth
scheduling and low
cost
results- driven,
competitive, and
goal oriented.
unified by emphasis
on winning,
reputation and
success

members should behave. Hence following are generally considered on the
constituents of organizational culture,
a) Individual initiative
b) Risk tolerance
c) Direction
d) Integration
e) Management Support
f) Control
g) Identity
h) Reward System
i) Conflict tolerance
j) Communication patterns
The first source of organizational culture is its founding fathers. An
organization's current culture, customs, traditions are largely due to what has been
done before and also its success in doing so. I.e. Successful traditions, practices
continue for more time. Founding fathers have a vision / mission when they establish
an organization. Typically all organizations start as small organizations. (Example is
that of Infosys which started as group i.e. an organization of husband / wife and few
friends and now is an organization of more than 1 lakh employees). Hence it is
relatively easy for founding fathers to disseminate their values and beliefs. Original
founders have not only the idea of its creation, but also the means of fulfilling these.
Thus the resultant culture is one of founders' ideas / beliefs and the first employees'
reaction to founders' ideas / beliefs. Once it is created, the question of its management
arises.
Following guidelines are useful in managing (i.e. planning, creating,
sustaining) organizational culture.
 Formulate a clear strategic vision
 Display Top management commitment
 Model, culture change at the highest level
 Modify the organization to support organizational change (i.e.
modifications in structure, HR resources, information and control system

 Select and socialize new -comers and terminate deviants (When a
cultural change has to be brought in, it is necessary to remove such
people who cannot match with new values, beliefs; and it is also
necessary to bring in such people who subscribe to organization's values
and beliefs).
 Develop ethical and legal sensitivity: It is obvious that no culture shall
exceed the limits set by ethics that they cherish and laws which they
have to abide by.
THE ORGANIZATIONAL CULTURAL CHANGE PROCESS:
Before the change process can occur, there must be a “felt need for change” by
key leaders in the organization, to stir the organization out of its comfort zone. Where
the culture is strongly moulded, de-stabilization may be needed to shake employees
out of their complacency and ‘feel’ the need for change. This de-stabilization also
however generates resistance to change. The transformational leader is usually
capable of overcoming this resistance. Then do so as under. Initially they identify and
develop the organization’s distinctive competencies and channel resources to where
they can be most effective. This identification of competencies also allows the
organization to focus on its new markets and the organizational changes require
serving these markets. The organization is often restructured during this stage.
As the change progresses, the leader enlists commitment to the change by
assisting staff through the painful process of letting go of the old practices and
adopting the new. They do so by,
 Involving them in the development of change strategies
 Demonstrating how the new vision will meet their individual needs (e.g.
for job security, professional development)
 Modelling the new behaviours he / she needs them to adopt, and
 Using early successes in some parts of the organization to reinforce
further change
Symbolic gestures such as public statements about the change, awards or parties to
celebrate or launch a new strategy can also be helpful at this stage. Finally the change
is institutionalized by building it into the management process, structure and reward
systems of the organization.

MAKING BEST USE OF CULTURAL CHANGES:
For the organizations, accepting the inevitability of cultural changes,
following can be used as appropriate leverages:
 Performance: Performance related or competence related pay scheme;
performance management processes; gain sharing; leadership training,
skills development;
 Commitment: Communication, participation and involvement
programmes; developing a climate of co-operation and trust; clarifying
the psychological contract.
 Quality: Total quality programme, such as ISO 9000, 14000 etc.
 Customer service: Customer care programmes; Customer feedback
programme
 Team Work: Team building; Team performance management; Team
rewards.
 Organizational learning: Taking steps to enhance intellectual capital and
the organization’s resource based capability, by developing a learning
organization.
 Values: Gaining understanding, acceptance and commitment through
involvement in identifying values, performance management process
and employee development interventions.
FOR SUCCESSFUL ORGANIZATIONAL CULTURE:
In order that organizational culture change is smooth and also in order that
direction is forward, certain pre-requisites are necessary,
 Formulate a clear picture of the firm’s new strategy and of the shared
values, norms and behaviours needed to make it work.
 Take a close look at the inner functioning of the organization and
determine if culture change is necessary.
 Identify aspects of the current culture that could still be valid and other
aspects that need to be modified or changed.
 Communicate the change translated into goals, sub goals, activities and
behaviours.

 Make changes from top down. The top management’s commitment must
be seen and felt.
 Involve employees in the change process
 Check on the leadership and support process to overcome anxiety among
managers in giving up their earlier responses
 Monitor the progress from time to time; build momentum in terms of
initial success.
 Defuse resistance. Despite this, expect certain causalities to occur (for
example, some employees may leave the organization)
THE DIFFICULTIES IN ORGANIZATIONAL CULTURE CHANGE:
In excellent organizations, people unconsciously comply with the values and
beliefs of a common culture and it is this compliance that maintains the organization.
Organizations develop cultures made up of values and beliefs about how people
should behave. Employees associate these values and beliefs with the organization’s
success and don’t need to be tell what to do or what not to do to comply with the
culture. As long as the culture remains relevant to the organization benefits –
managers are relieved of much of the work associated with controlling or directing
staff. However, if the environment in which the organization is operating changes, the
culture can become dysfunctional and at times harmful also. Employees in a
dysfunctional culture will then use same old strategies to new problems denying their
uselessness and blaming external causes and other individuals for their failure. Left
uncontrolled, this behaviour can continue, until the culture causes the organization to
extinguish rather than adapt. Many organizations are re-designed or restructured, on
the assumption that this is all that is needed to achieve major change. If the
organization has a dysfunctional culture, and the culture is left unchecked members
will simply continue to act as they had under the old structure, regardless of their new
responsibilities and response requirements.

1.2 INDUSTRY PROFILE
PAPER INDUSTRY –AN OVERVIEW:
Paper life started from the time of human being started their life in the world.
Initially rocks, trees, palm leaves, metal sheets were used for communication. Silk
clothes were used by kings to write important document. Paper owes its origin to
papyrus a plant, in a delta of Egypt. The barks and leaves of this plant were woven
and pressed into a sheet to be used as writing material by ancient Egyptians.
Paper Industry is one of the high priority industries having a bearing on the
socio economic development of the country. In India this industry plays a vital role in
the overall industrial growth and also provides a necessary medium to propel our
knowledge based economy forward in the new millennium. The Planning
Commission has therefore taken up an exercise to prepare a well-defined path for the
development of the paper industry in the context of the overall objective of inclusive
national growth. A Working group on Pulp and Paper sector was accordingly
constituted for the task of reviewing the progress made by the industry in the previous
plan period (2007-2012) and for suggesting suitable interventions to accelerate the
growth of the sector doing the 12th Plan (2012-17). The deliberations of the Group
have shown that the expected increase in demand for paper in the country will require
considerable increase in the indigenous production base of the paper sector in the next
fifteen years. Clearly, this would require in-depth planning to address critical issues
such as non-availability of fibrous resource, trained manpower, high input costs,
technological obsolescence and lack of economies of scale. In order to examine these
issues in detail specific Sub-Groups were formed under the aegis of the Working
Group to come out with recommendations in the areas of Raw Materials, Recycled /
Waste Paper, Technology, Energy & Environment and Human Resource
Development
It was first discovered in China and its origin was kept as secret by Chinese for
a long time. After 40 years a paper mill was started at Harnault in France. Then the art
of paper making slowly travelled West ward and reached Smarkand in West Asia. The
use of and manufactures of paper gradually spread along the Southern shores of
regions through Spain all over India. The use of paper by a society is often taken as a

yardstick of its development. The need for documentation of knowledge and record
keeping has long been perceived to be linked to the intellectual prowess of a nation.
Such recording pre-dates most of the earliest known documentation on paper like
substances. As time progressed, the need for cheaper means of documentation of
records was felt by civilizations. It was here that the Chinese made their first attempt
to manufacture paper from plant resources. Historians believe that it was the Moghals,
who introduced the traditional paper makers - the kagzi’s- in the country as they
expanded their empire in India
The paper production was mainly based on imported pulp supplemented by
sundry raw material such as subaigrass, hemp, rags, jute waste, Separation of fibres
and wastages from wood etc.
Historical Evolution
The handmade papers were produced by the influence of Arabs during the
Akbar period. In 1800, a book was published describing the method of manufacturing
paper from wood pulp and vegetable.
In 1812, William Cauvery started a paper mill at Saharanpur in West Bengal
with the raw material of rags, jute cuttings and waste paper. He introduced the first
fourdrinier type of machines. The Indian paper industry, which took birth in 1812,
opened its first mill in Bengal. In 1867, the fourdrinier machine was transferred to
Royal paper Mill, because of lack of demand for paper. In 1879, the Upper Couper
Paper mill was started in Lucknow. In 1895, the Indian paper Markers Association
was established and it rendered the proud of service to the paper industry.
The performance of the Indian paper industry is very much influenced by the
international pulp and paper price. In 19th
century the initial development and growth
of paper industry was affected by the shortage of wood (soft wood), in the country. In
1914, with the technology development, bamboo-based production of paper came up
and it leads to a rapid growth of domestic industry.
In 1947, there were less than 20 mills in India with an annual production of 1
lakh tones. Today, the industry’s output is over 35 lakh tones from than 400 mills.

The problem of starting the paper industry is availability of raw material cost
of meeting requirements and technological up-gradation. It is a worldwide practice in
paper industry that is to re-build and modify the paper making equipment’s with the
view of improving both the production and the quality of paper. Also in India
obsolescence of plant and machinery is a great problem. Hence, without rebuilding
and modernization, it will not be possible to avoid the future scarcity, to increase the
productivity and to achieve the economic growth.
Thus the paper industry is one of the oldest but gradually considered as a major
part of domestic in the world.

1.3 COMPANY PROFILE
TNPL- AN OVERVIEW:
TAMILNADU NEWSPRINT AND PAPERS LTD is popularly known as
TNPL was promoted by the Government of Tamil Nadu for the manufacture of News
print (NP) & Printing and Writing Paper (PWP) using “bagasse”, a sugarcane residue
as the primary raw material. Manufacturing quality paper for the past two and half
years from bagasse is an index of the company’s technical competence. TNPL was
incorporated in 16th
April 1979 as a public Ltd. Company, under Indian Companies
Act. TNPL was inaugurated in 20th
May 1986. TNPL is the largest commercially
successful bagasse based plant in the world and a mill with the largest production
capacity in India.
TNPL exports about 1/5th of its production to more than 50 countries.
Manufacturing of quality paper for the past two and half decades from bagasse is an
index of the company’s technological competence. A strong record in adopting
minimum impact best process technology, responsible waste management, reduced
pollution load and commitment to the corporate social responsibility make the
company one of the most environmentally compliant paper mills in the world
Location:
Registered office of the company is situated at Chennai and the factory is
located at Kagithapuram in Karur District of Tamil Nadu.
Branch Office is at:
a) Ahmedabad
b) Bangalore
c) Ernakulum
d) Jaipur
e) Kolkata
f) Mumbai
g) Nagpur
h) New Delhi

The location of mill has the advantage in terms of business to the Sugar mills
supplying bagasse, proximity to river Cauvery for sourcing water, Access to board
gauge railway track for transportation of coal and a well- developed road
infrastructure.
Vision
To be the market leader in the manufacture of “Eco-Friendly” world class
papers, adapting innovative technology.
Mission
 Promote the usage of bagasse in the manufacture of News Print (NP)
& Printing and Writing Paper (PWP).
 Minimize the environmental impact and become an environment
friendly organization.
NETWORK
CORP.OFFICE FACTORY OFF-SITES WINDFARM
1. Finance 1. Pulp mill 1. Appakudar 1. Devarkulam
2. Secretarial 2. Paper Machine 2. Mohanur 2. Perungudi
3. Marketing 3. Soda recovery 3. Pugalur
4. Fixed Deposit 4. Energy 4. Pettavaithalai
5. Environment 5. Kachrayapalayam
6. R&D and Quality Control
7. Logistics
Salient Features:
 Assisted by the World Bank
 Market leader of computer stationery segment and copier segment
 OIIS – Online Integrated Information System is used as mini ERP.

TNPL Policies
 Quality Policy:
 ISO-9001 for Development
 ISO-2000 for Manufacture and Supply of News Print &Printing and
Writing Papers.
 ISO-14001 for Environmental Protection.
Environmental Policy:
Policy issued for Eco- Friendly quality paper & Cleaner Environment.
Energy Management Policy:
 Cost reduction in generation of steam, power and efficient utilization.
 Contribution of surplus power to State Grid.
Occupational Health and Safety Policy:
 Minimization of hazards and risks.
Safety Policy:
 Policy for implementation of safety and prevention of personal injury.
TNPL has a clear defined safety policy. The policy specifies in detail the
responsibility for implementation of safety measures and statutory reporting system.
Safety audit is conducted to ensure the effectiveness of the safety systems in position.
Forestation Program:
Captive Plantation – Under this scheme Govt. Waste land, temple lands,
industrial lands, institutional lands are taken on lease basis and high yielding
pulpwood species are planted. During the year 2004-2005 and 2005-2006, TNPL
raised pulp wood plantation in 1373 acres under captive plantation scheme.

Farm Forestry Schemes – Under this scheme, TNPL is assisting the farmers to
hold unutilized degraded lands for raising pulpwood plantation. About 7956 acres are
under the farm forestry program as of March-2006 involving 1978 farmers in 9
District of Tamil Nadu.
TNPL – HUMAN RESOURCE MANAGEMENT
TNPL firmly believes that Human Resource (HR) is the most precious
resource available in the company. Hence it is company’s endeavour to harness the
Human Resources through various training and skill developmental programmes and
innovative HR initiatives. Besides, TNPL has also instituted various employee
welfare measures to provide an ideal working environment and improve the quality of
work life.
TNPL is considered to be one among the top 25 companies as great places to
work in India conducted by Business world and Grow talent company Delhi with
Great places to work institute of USA. TNPL is the only one and public sector to get
such a rank.
The company has the man power of around 1800 employees in all the
branches including all higher level authorities.
Category of workers
 Work men
 Staff / charge men
 Officers
Training and development:
Employees are given in-house training on statutory provisions viz, safety, fire,
first aid, etc. and general management programmes such a self-development, problem
solving, communications, team building, value engineering etc. And external training
is also given by engaging renounced facilities from premier institutions. Based on the
competency of workmen (COW) analysis nomination for executives to attend
seminars, visits is also done. The training given covers 2390 man days with the
expenditure of more than Rs. 14.32 lakhs.

Performance appraisal:
Performance appraisal is an objective assessment of an individual’s
performance against well-defined benchmarks. The performance will be measured by
factors such as job, knowledge, quality and quantity of output, initiative, leadership
abilities, supervision, dependability, co-operation, judgement etc.
In TNPL,
 For work men appraisal is done once in six months.
 For probationers appraisal is done once in 3 months.
 For rest of the employees it is done annually.
Industrial Relations:
Company maintains a harmonious and healthy relationship with trade unions
regarding wages and salaries. During the year 1999-2000, TNPL has maintained its
track record of fostering harmonious industrial relation by redressing the grievances
of the employees, which paved the way for a congenial work environment.
Employee Welfare activities
 A self-contained modern Township with 700 houses, Park, facilities for
playing indoor, outdoor and field games and places for religious worship
has been established.
 Medical facilities.
 Entire medical expenditure is borne by the company if any of the
employees suffers from 7 ailments viz. Heart ailment, Cancer, Kidney
Transplantation, Paralysis, Leprosy, Tuberculosis and Brain Surgery.
 In respect of ailments not falling above, 50% of medical expenditure is
met by the company for employees and their dependents.
 Comprehensive Health check-up for persons above 40 years of age.
 Group Personal Accident Insurance cover.
 Superannuation scheme for Executives.
 Interest subsidy upto 5% on Housing Loans.
 A Modern School providing educational facilities upto 12th standard.
 Community Hall.

 Excursion trips for families of employees.
 A Modern Sports Stadium with 400 metre track and gymnasium.
 Sports and Recreation Clubs with Tennis, Shuttle, Volley Ball, Ball
Badminton Courts and indoor games.
 Air Rifle Shooting Range to train young children.
Corporate Social Responsibility (CSR)
TNPL, as a responsible corporate citizen, has ingrained the philosophy of
Corporate Social Responsibility deeply into its value system. The company is
consistently taking various community welfare initiatives for the benefit of the people
living in the neighbouring villages. During the year 2008-09, the company has spent
an amount of about Rs.1.60 crores for various CSR activities
TNPL’S CSR activities cover different sectors such as:
1. Education :
A modern school providing educational facilities upto 12th Standard is
functioning in the township catering to the educational needs of the children of
employees and the children from the neighbourhood. Every year, the company
spends about Rs.1 crore in providing education to nearly 2,200 students. TNPL
provides free Scholarship to children belonging to the economically weaker
section. TNPL also supports augmentation of educational facilities in various
Government schools in neighbouring villages, through Supply of note books and
giving financial assistance to meritorious children, building additional class
rooms, providing furniture etc. The company has also provided computers to
number of schools.
2. Career and Knowledge Development :
A Computer Training Centre has been set up to provide computer literacy to
unemployed youth from the neighbouring villages. A Soft Skill Development
Centre has been set up which conducts Typewriting classes both in English and
Tamil for unemployed youth from the villages. Training in sewing, apparel
making and bee keeping is imparted to improve their employability.

3. Drinking Water:
Everyday, 3, 00,000 litres of drinking water is supplied to residents in the 7
neighbouring villages. Water tanks have been constructed and pipelines laid by
the company at a cost of Rs.35 lakhs.
4. Medical and Public Health :
TNPL regularly organizes Medical Camps in the neighbouring villages.
Patients are screened for ailments and medicine is distributed free of cost for
minor ailments. For major illness, financial assistance is given to the individuals.
Blood donation camp is jointly organized by TNPL and the Blood Bank of the
District Govt. Hospital, Karur on a regular basis. In 2008, an eye camp was
organized jointly by TNPL and Aravind Eye Hospital, Madurai. 435 persons
benefited out of the camp.
5. Infrastructure and Road Improvements :
The company has constructed drains and retaining walls in the TNPL Effluent
Water Lift Irrigation Society (TEWLIS) ayacut area by spending Rs.86 lakhs.
Besides, several road improvement works have been done and public toilets
constructed.
6. Promotion of Sports and Recreation :
District and State level athletic championships are hosted by the company.
Youngsters from neighbouring villages are trained in various athletics disciplines
under the supervision of coaches. In 2007-08, an amount of Rs.10 lakh was given
to the District Administration, Karur for construction of Sports Complex in Karur.
7. Live Stock and Cattle Care :
Live Stock and Cattle Care Camps are held in neighbouring villages once in
2 months. Medical and Para Medical staff from Department of Animal Husbandry
and Veterinary Services, Tamil Nadu Govt. provide the specialist support. TNPL
sponsors the event by meeting all the expenditure incurred in the camp.

8. Development of Tamil Language and Culture :
By way of promoting Rural Art and Culture, cultural programmes by
traditional folklore artistes are held. Needy artistes are given financial assistance.
Debates and symposium in Tamil are held regularly. Local artistes are provided
assistance to promote Rural Art and Culture
9. Greening the Environment :
50,000 saplings of trees like Neem, Vagai, Rain tree, Bamboo etc., were planted
in the nearby Panchayat / Villages. An amount of Rs. 20 lakhs has been spent for
this purpose.
10. Other Community Welfare Activities :
The company through a tie up with Tamil Nadu Agricultural University,
Coimbatore (TNAU),and regular farmers meet is being conducted to train the
farmers in scientific methods of cultivation and recent trends in farming.
11. Talent-Expo :
TNPL conducts “TALENT-EXPO” providing a platform to the students from
rural and semi urban areas to exhibit their multifarious talents.
Awards & Merits
 Institute of company secretaries of India, New Delhi has awarded TNPL.
with “ICSI national award of excellence in corporate governance -2004”.
TNPL is the 1st
state public sector undertaking to receive such an
prestigious award in public sector category.
 Special export award for 2003- 2004, that is the sixth consecutive year
for the same.
 Certificate of excellence in quality, innovation, productivity.
 Government has given “trading house status” for TNPL.
 CII leadership and excellence in safety, health and environment 2002.
 Paper mill of the year 2001 – 2002.
 Government of India awarded TNPL with “National energy conservation
award for the year 2001”.

 LIBA has awarded TNPL as the “Best corporate citizen 1999” and
“Mother Theresa” award for customer friendly, eco-friendly, social
commitment.
 A1 - Credit rating by ICRA limited
 Green award 2012 from Tamilnadu govt
Tag Line
“TNPL – Paper Maker to the Nation”, “Paper of the New Millennium”, “Eco –
Friendly”
Logo
Paper of the new millennium
World Wildlife Fund (WWF) entered into pact with TNPL to permit the use of
‘Panda’ logo in TNPL’s branded products for the symbolic commitment to
environment.

Product Mix and its Applications
Printing & Writing Paper (PWP)
Varieties
GSM (Gram per
Square Meter) Application
1) TNPL offset printing 54-80 Note Book, Computer stationery,
Share applications, writing paper
& multi colour printing
2) TNPL Elegant
Printing
54-80 Label printing, diaries, annual
reports,
Multi colour printing & computer
Stationery.
3) TNPL Ultra white
Mapiltho
60-80 High bright and quality, multi
colour
Printing, calendars, diaries.
4) TNPL Copier 75-80 Photocopying & inkjet printing
5) TNPL Copy Crown 80 Laser, digital printing, business
Letterheads & documents.
6) Cream Wove 50-80 Share application forms, bus
tickets,
Ballet paper, lottery tickets.
7) Radiant Printing 54-80 Accounts books, letter pads,
quality note books, multi-colour
printing.
8) Hi- Tech Mapiltho 54-80 Leaflets, magazine covers, office
and
Computer stationery, high quality
note books
New Print (NP)
Varieties
GSM (Gram per
Square Meter) Application

1) Standard News Print 45-49 Newspaper printing for speed
web off set machines.
2) Hi-Bright News
Print
49 Newspaper, magazine printing
Involving text and multi-colour
Work.
Paper Sizes
A10, A1, A2, A3, A4, A5, A6, A7.

1.4 SCOPE OF THE STUDY:
The study helps the organization,
 To understand the causes of the performance problems and create better
work environment..
 To understand how to assess the effectiveness of motivational practices
in organization.
 To focus on today’s turbulent, often chaotic environment, commercial
success depends on employees making use of their talents in full.
 The management can enhance the professional perception of the
employees.
 Can change the negative behaviour pattern of the employees.
1.5 STATEMENT OF THE PROBLEM:
Organizational culture problem is the common problem across all organizations.
The problems can include poor communication, inconsistency and ambiguity.
Companies with concerns about their structure and organization can use employee
evaluations to get feedback from their personnel. Employees may not communicate
well with each other and could feel uncomfortable to share their ideas, suggestions
and concerns. Employees may feel that company focuses too much on income and
pushes them to work long hour and forces them overstretch to get the work done.
Employees may have trouble following people they do not respect, or taking orders
from supervisors who do not appear to know what they are doing. If leadership is
weak, inconsistent, or disreputable, it can contribute to organizational culture
problems. This study will help to know the employees perception about the
organization and opinion of them for improving organization a much better place to
work.
1.6 NEED FOR THE STUDY:
People are affected by the culture in which they live. Similarly, an individual
working for any organization with a firmly established culture will be taught the
values, beliefs, and expected behaviours of that organization. There is at least some
sound evidence that variations in cultural values may have a significant impact on
employee turnover and possibly employees’ job performance. Hence the study of

organizational culture is important for the understanding and practice of
organizational behaviour.
1.7 OBJECTIVES OF THE STUDY:
 To study the general profile of employees and understand the working
environment of TNPL.
 To study the variations in employees perception with regard to their
organizational culture in TNPL.
 To assess the relationship between the organizational culture and
working environment in TNPL.
 To measure the impact on organisational culture and level of work
commitment among the employees in TNPL
1.8 LIMITATIONS OF THE STUDY:
 The study is allowed to conduct only in four departments because
organizational environment is very busy.
 With limited interaction with employees the survey results are presented
in this report, however a more comprehensive interpretation of results
still rests with the organisation
 Time was limited for a deep study analysis of the organization.
 Some employees reluctant to share the information.
 Responses collected from workers who are in day shift. So unable to get
the opinion from employees doing night shift.
1.9 CHAPTERIZATION:
This project report divided into five chapters. First chapter provides information
about introduction to the project, background information about industry and
company profile, project objectives, need, scope and limitations of the study. Second
chapter deals with review of literature and conceptual framework of the project.
Chapter three focuses on research methodology that includes data collection methods,
statistical tools used, sampling techniques used and pre-testing conducted on the
project. Fourth chapter deals with data analysis that is collected from survey and
interpretation of the results. Fifth chapter concludes with recommendation,
suggestions and conclusion.

REVIEW OF LITERATURE
Few aspects of organizational studies have such diverse and fragmented
literature as organizational culture (OC). Dominated by psychologists in mid 50s, the
field of organization studies had a micro-orientation; early 80s saw advancement of
the theoretical concept of OC. By mid 90s, scholars realized they were focusing more
on “B” than “O” of micro-OB, more collaboration was required of occupational
sociologists, organizational theorists and psychologists, developing a
multidisciplinary field that encompasses micro and macro perspectives and
paradigms. This is perhaps the reason for the outburst of attention to organizational
culture studies as it provides for a combined macro and micro analysis. It is also
believed that after ‘strong’ and ‘excellent’ cultures were found to have significant
positive associations with success of American and Japanese firms (Deal & Kennedy,
1982; Peters and Waterman, 1982; Ouchi, 1981), there was proliferation of interest in
OC.
The term ‘culture’ has different meanings. For example, Kroeber et al (1952)
compiled a list of 164 definitions of "culture” from literature. While its presence in
sociology and anthropology is ubiquitous and almost as old as the disciplines
themselves, the introduction of ‘organizational culture’ to the field of organizational
studies is generally credited to Pettigrew in 1979 (Detert et al, 2000). Since then,
researchers have dealt with a range of questions from what is culture, who shares it,
how did it come to be, what is it composed of, how are its parts structured, how it
works, conditions for culture to exist, conditions for culture to affect organizational
efficiency as well as other organizational variables; to why and how do we change
culture, in what way can culture contribute to controlling an organization, how can we
measure culture, in what terms can we describe culture, the cultural change and the
cultural difference in various contexts like national, occupational, positional, industry,
firm, and its subunits, cross-cultural management in multinationals, mergers and
alliances and cultural conflicts.
Pettigrew, in 1979 defined ‘culture’ as the system of publicly and collectively
accepted meanings operating for a given group at a given time, an important practical
consideration in an extended stream of time, events, people, and processes with an
example of sequence of social dramas where in each drama provided a clear point of
data collection. Williams'(1980) theoretical model is based on an assumption of

society being in a state of constant cultural change and negotiation. In any particular
period there is a central, effective, and dominant system of meanings and values
which are not merely abstract but which are “organized and lived”. The residual
culture is the still practiced residue of previous social formations (e.g. certain
religious values, notions from a rural past, and notions from a colonial past) that are
often retained in order to make sense of the dominant culture. The emergent culture,
he explains are the new meanings, values, practices, and experiences which are
continually being created, some of which are incorporated into the dominant culture
and some of which are not. This theory supports our proposition of a dynamic culture,
and environment, influencing the interaction of both behaviours and values and
thereby affecting a cultural change.
Hofstede (1980) published a cross-cultural report exploring the differences in
thinking and social action that exist between members of 40 countries between 1968
and 1972 and called it ‘national culture’. He argued that people carry mental programs
developed early in the family during early childhood and reinforced in schools and
organizations, and they contain a component of national culture. Though providing a
starting point for understanding national cultures, the study has come under criticism
for using a comparative logic in a heterogeneous setting at a time when quantitative
comparisons of organizational cultures within a single cultural context were seen as
unfounded (Denison, 1996).
Martin, Siehl (1983) suggested that while organizational culture is used to
transmit top management’s interpretations of the meaning of events throughout the
organization, generate commitment to their practices and control behaviour, three
subcultures may exist, ‘enhancing’, ‘orthogonal’ and ‘counterculture’. Cultural
mechanisms can also be used to undermine top-management objectives, which she
called ‘counter-culture’. In addition to serving integrative functions, cultures can
express conflicts addressing need for differentiation among organizational elements,
the conflicting subcultures. Thus, Martin extended the OC concept by explaining how
parallel cultures could exist within an organization and their understanding could help
in conflict-management. Further implications are that as new generations and new
entrants become a part of the organization, they will not only influence the dominant,
but also the parallel forms of existing cultures.
Barley (1983) offered semiotics as one avenue for conceptualizing and
analysing occupational and organizational cultures to address issues of what the

culture is composed of, how are its parts structured and how it works. Trice and Beyer
(1984) described specific rites and ceremonials as manifestations of culture; rites of
passage, of degradation, of enhancement, of renewal, of conflict reduction and of
integration and that it may help to focus researchers’ attention on behaviours and
occurrences that they otherwise might have overlooked. If semiotics represents
culture, or at least is the visible part of culture, numerous examples from the corporate
world about change of symbols e.g., company logos, statements of vision and
mission, etc. in such case would only reflect a change in values and beliefs, which
need not be the result of a conscious change intervention but a natural growth
phenomenon.
Wilkins and Ouchi, 1983 called culture as ‘clan’ and that goal congruence and
presence of a general paradigm in the interest of the collective helps clan control to
govern organizations efficiently under conditions of ambiguity, complexity, and
interdependence of transactions; market and bureaucracy form of governance would
be more efficient where the level of complexity or uncertainty is relatively low or
moderate. Organizational culture can be a source of sustained competitive advantage
if it is valuable, rare and imperfectly imitable (Barney 1986). These themes can more
explicitly be explained with the environmental context.
Paul Reynolds (1986) adopted a more utilitarian perspective and argued that
statements about organizational culture should reflect differences related to industries,
technical or task requirements and that to expect the same cultural systems to foster
success in all industries seems inaccurate. Given the multidirectional nature of the
concept, Meyerson (1987) identified three perspectives of OC research: ‘integration’,
‘differentiation’ and ‘fragmentation’. The integrationist perspective positions culture
as an integrating mechanism, the normative glue; differentiation emphasizes that
different groups in organization embrace different and even incompatible beliefs,
values and assumptions; fragmentation perspective acknowledges that ambiguity is an
inevitable aspect of organizational life and organizational situations exist in which it
is not appropriate to identify consistency of values and basic assumptions.
Detert et al (2000) presented another synthesis on OC in terms of eight
dimensions of organizational culture, on the basis of truth and rationality in the
organization, the nature of time and time horizon, motivation, stability change/
innovation, personal growth, orientation to work, task, and co-workers, isolation vs.
collaboration, and responsibility and orientation and focus-internal and/or external

and how these dimensions corresponded to the values and beliefs of TQM.. Daymon
(2000) applied a multi-perspective analytical framework to explore organization
members' experiences as they adjusted to, and strove to shape, working life in a new
television station. The paper suggests that culture formation is a fluid, on-going
process whereby cohesion, division and ambiguity continuously intertwine.
Zheng et al (2009) in a recent framework propose that as the organization goes
through its life stages of start-up, growth, maturity, and revival, organizational culture
evolves through corresponding mechanisms of inspiration, implantation, negotiation,
and transformation. This framework also contributes to the literature on the dynamic
view of culture and suggests that human resource development professionals need to
be perceptive of the life stages of their organizations and intentionally leverage
different cultural mechanisms to respond to critical organizational needs.

3.1 TYPE OF RESEARCH:
The type of research is descriptive research and the primary data was collected
with a structured questionnaire based on the careful investigation of organizational
culture in the organization. A structured questionnaire has predetermined information
to find out facts and to bring out varied opinion rating scale which was the intention.
3.2 SOURCES OF DATA:
Primary source includes interview with project guide, referring journals and
research studies. Secondary source collected from previous projects done in the
organization, articles, magazines and websites.
3.3 COLLECTION OF DATA:
Method of data collection:
Data collected in the form of questionnaire and personal interview with
employees. Questionnaire includes several factors in scaling order to know the
employees opinion.
Data collection tool:
Survey method and data from articles were used as the tools for data
collection. The HR executive has helped for collection of data from primary
and secondary sources.
3.4 PRE-TESTING- TEST OF RELIABILITY:
It has to do with the accuracy and precision of a measurement procedure. It is
considered that, when the outcome of a measuring process is reproducible then the
scale is reliable. Reliable measuring scales provide stable measures at different times
under different conditions. Thus reliability can be defined as the degree to which the
measurements of a political instrument are free from errors and as a result produce
consistent results. However in certain situations, poor data collection methods give
rise to low reliability. The quality of data collected can become poor if the
respondents do not understand the questions properly and give irrelevant answers to
them.

Determining the reliability of a scale is somewhat different from determining
the validity of a scale. Unlike validity, reliability is a precisely defined mathematical
concept. Reliability is measured on a scale of 0 to 1, where higher values represent
greater reliability.
The most popular of these reliability estimates is Cronbach’s alpha,
Where, α= Cronbach’s alpha
K= Number of items in a scale
r= Mean inter item correlation.
From the equation, one can see that α increasing r as well with increasing K.
Calculating Cronbach’s α is the most commonly used procedure to estimate
reliability. It is highly accurate and has the advantage of only requiring a single
application of the scale. For example, 10 items that have an average inter item
correlation of only 0.2 will produce reliability of 0.714. However the benefit of
adding additional item decreases as the scale grows larger and mostly disappears after
20 items.
In this project the reliability test has been conducted and the table is shown
below. The calculated alpha value is 0.851. The value shows the internal consistency
of Cronbach’s alpha is acceptable.
3.5 SAMPLING TECHNIQUES:
A process used in statistical analysis in which a predetermined number of
observations will be taken from a larger population. The methodology used to sample
from a larger population will depend on the type of analysis being performed, but will
include simple random sampling, systematic sampling and observational sampling.
Cronbach's
Alpha
No. of
Items
.851 20

a) POPULATION:
The total number of employees working in TNPL is around 2000 in various
categories and in various departments.
b) SAMPLING ELEMENT:
Sampling element chosen from Employees belongs to Human resource,
Marketing, Purchase and Accounts department.
c) SAMPLE SIZE:
A Sample size of 123 employees was taken for the study from the four
departments.
d) SAMPLING METHOD:
Convenient sampling method was selected for this project. Questionnaire
distributed to employees of selected four departments among various
departments in the organization. The sample is selected because they are
convenient. This is one of non-Probability Sampling Method.
3.6 STATISTICAL TOOLS USED IN DATA ANALYSIS:
a) Chi-Square Test:
A test that uses the chi-square statistic to test the fit between a
theoretical frequency distribution and a frequency distribution of observed data
for which each observation may fall into one of several classes.
Degrees of freedom= (Rows-1) (Column-1)
b) Frequency tables with Bar cone charts were used.
X2
= Σ
(observed value-Expected value)2
(Expected value)

c) Correlation and Regression Analysis:
Correlation coefficient:
A measure that determines the degree to which two variable's movements are
associated. The correlation coefficient is calculated as:
Correlation =
NΣXY-(ΣX)(ΣY)
√[ NΣX²-(ΣX)²] √[NΣY2
-(ΣY)²]

TABLE 5.1
TABLE SHOWING THE AGE WISE CLASSIFICATION OF RESPONDENTS:
Classification of Age
Number of
respondents Percentage
Between 20 - 30 Years 59 48.0
30 - 40 Years 31 25.2
Above 40 Years 33 26.8
Total 123 100.0
INTERPRETATION:
 48% of the respondents are in the age group of 20-30 years.
 25.2% of the respondents are in the age group 30-40 years.
 26.8% of the respondents are in the age group more than 40 years.
0
10
20
30
40
50
60
Between 20-30 Years 30 - 40 Years Above 40 Years
59(48%)
31(25.2%)
33(26.8%)
CHART 5.1
AGE

TABLE 5.2
TABLE SHOWING GENDER WISE CLASSIFICATION OF THE RESPONDENTS
Classification of Gender
Number of
Male 77 62.6
Female 46 37.4
Total 123 100.0
INTERPRETATION:
 62.6% of the respondents are male.
 37.4% of the respondents are female.
0
10
20
30
40
50
60
70
80
Male Female
77(62.6%)
46(37.4%)
CHART 5.2
Gender

TABLE 5.3
TABLE SHOWING CLASSIFICATION OF THE RESPONDENTS BY THEIR
EDUCATIONAL QUALIFICATION WISE
Classification of Educational
Qualification
Number of
School Level 1 .8
Diploma Level 14 11.4
Graduation Level 70 56.9
Post-Graduation 38 30.9
Total 123 100.0
INTERPRETATION:
 0.8% of the respondents are in school level.
 11.4% of the respondents are in diploma level.
 56.9% of the respondents are in graduation level.
 30.9% of the respondents are in post-graduation level.
0
10
20
30
40
50
60
70
1(0.8%)
14(11.4%)
70(56.9%)
38(30.9%)
CHART 5.3
Educational Qualification

TABLE 5.4
TABLE SHOWING CLASSIFICATION OF THE RESPONDENTS BASED ON
THEIR WORK EXPERIENCE
Classification of Experience
Number of
Less than 5 Years 56 45.5
5 - 10 Years 27 22.0
10 - 15 Years 9 7.3
More than 15 years 31 25.2
Total 123 100.0
INTERPRETATION:
 45.5% of the respondents have experience less than 5 years.
 22% of the respondents have experience between 5-10 years.
 7.3% of the respondents have experience between 10-15 years.
 25.2 of the respondents have experience more than 15 years.
0
10
20
30
40
50
60
<5 years 5-10 Years 10-15 Years > 15 Years
56(45.5%)
27(22%)
9(7.3%)
31(25.2%)
CHART 5.4
Experience

TABLE 5.5
TABLE SHOWING CLASSIFICATION OF THE RESPONDENTS BASED ON
THEIR MARITAL STATUS
Classification of Marital
Status
Number of
Single 12 9.8
Married 110 89.4
Others 1 .8
Total 123 100.0
INTERPRETATION:
 9.8% of the respondents are single
 89.4% of the respondents are married
 0.8% are the other respondents
0
20
40
60
80
100
120
Single Married Others
12(9.8%)
110(89.4%)
1(0.8%)
CHART 5.5
Marital Status

TABLE 5.6
TABLE SHOWING CLASSIFICATION OF THE RESPONDENTS BY THEIR
DEPARTMENT WISE
Classification of Department
Number of
Human Resource 48 39.0
Materials 35 28.5
Accounts 29 23.6
Marketing 11 8.9
Total 123 100.0
INTERPRETATION:
 39% of the respondents are from human resource.
 28.5% of the respondents are from materials.
 23.6% of the respondents are from accounts.
 8.9% of the respondents are from marketing.
0
5
10
15
20
25
30
35
40
45
50
Human
Resource
Materials Accounts Marketing
48(39%)
35(28.5%)
29(23.6%)
11(8.9%)
CHART 5.6
Department

TABLE 5.7
TABLE SHOWING OPINION OF EMPLOYEES TOWARDS WORKING
CONDITIONS
Sl.No Factors Good Not so good poor
1 SALARY
88
(71.5%)
26
(21.1%)
9
(7.3%)
2 HOUSING ALLOWANCES 80
(65%)
33
(26.8%)
10
(8.1%)
3 OTHER ALLOWANCES
75
(61%)
39
(31.7%)
9
(7.3%)
4 SECURITY OF JOB
100
(81.3%)
15
(12.2%)
8
(6.5%)
5 PROMOTION
77
(62.6%)
26
(21.1%)
20
(16.3%)
6
APPRECIATION & RECOGNITION
OF WORK
82
(66.7%)
29
(23.6%)
12
(9.8%)
7 POWER & RESPECT
68
(55.3%)
45
(36.6%)
10
(8.1%)
8
DEVELOPMENT OF PERSONAL
WORTH
70
(56.9%)
42
(34.1%)
11
(8.9%)
This table shows that respondent’s opinion towards the working conditions in the
organization in various categories.

INTERPRETATION:
 71.5% of the respondents are feeling good with their salary.
 21.1% of the respondents are not happy with their salary.
 7.3% of the respondents are feeling the salary was poor.
INTERPRETATION:
 65% of the respondents are feeling good with their Housing Allowances.
 26.8% of the respondents are not happy with their Housing Allowances.
 8.1% of the respondents are feeling the Housing Allowances was poor.
0
10
20
30
40
50
60
70
80
90
Good Not so Good Poor
88(71.5%)
26(21.1%)
9(7.3%)
CHART 5.7A
Salary
0
10
20
30
40
50
60
70
80
80(65%)
33(26.8%)
10(8.1%)
CHART 5.7B
housing allowances

INTERPRETATION:
 61% of the respondents are feeling good with their Other Allowances.
 31.7% of the respondents are not happy with their Other Allowances.
 7.3% of the respondents are feeling the Other Allowances was poor.
INTERPRETATION:
 81.3% of the respondents are feeling secure in their Job Security.
 12.2% of the respondents are not happy with their Job Security.
 6.5% of the respondents are feeling their Job Security was poor.
0
10
20
30
40
50
60
70
80
75(61%)
39(31.7%)
9(7.3%)
CHART 5.7C
Other Allowances
0
10
20
30
40
50
60
70
80
90
100
100(81.3%)
15(12.2%)
8(6.5%)
CHART 5.7D
Security of the Job

INTERPRETATION:
 62.6% of the respondents are feeling good in their Promotion Facilities.
 21.1% of the respondents are not happy with their Promotion Facilities.
 16.3% of the respondents are feeling their Promotion Facilities was poor.
0
10
20
30
40
50
60
70
80
77(62.6%
26(21.1%)
20(16.3%)
CHART 5.7E
Promotion
0
10
20
30
40
50
60
70
80
90
82(66.7%
29(23.6%)
12(9.8%)
CHART 5.7F
Appreciation &
Recogonition of work

INTERPRETATION:
 66.7% of the respondents are feeling good for the Appreciation and
Recognition for them by the Organization
 23.6% of the respondents are not happy the Appreciation and
Recognition for them by the Organization.
 9.8% of the respondents are feeling Appreciation and Recognition for
them by the Organization was poor.
INTERPRETATION:
 55.3% of the respondents are feeling good for the Power and Respect for
them given in the Organization
 36.6% of the respondents are not happy the Power and Respect for them
given in the Organization
 8.1% of the respondents are feeling Power and Respect for them given in
the Organization was poor
0
10
20
30
40
50
60
70
68(55.3%)
45(36.6%)
10(8.1%)
CHART 5.7G
Power and Respect

INTERPRETATION:
 56.9% of the respondents are feeling Development of their Personal
Worth in the organization is good.
Worth in the organization is not good.
Worth in the organization is poor.
0
10
20
30
40
50
60
70
70(56.9%)
42(34.1%)
11(8.9%)
CHART 5.7H
Development of Personal
Worth

TABLE 5.8
TABLE SHOWING OPINION OF THE EMPLOYEES TOWARDS PHYSICAL
FACTORS
Sl.No Factors Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1 You feel comfortable with
working environment
60
(48.8%)
48
(39.0%)
15
(12.2%)
0
(0)
0
(0)
2 The quality of material provided
by the organization to perform
your job is good
68
(55.3%)
42
(34.1%)
13
(10.6%)
0
(0)
0
(0)
3 New technologies and
methodologies introduced in the
work
52
(42.3%)
61
(49.6%)
10
(8.1%)
0
(0)
0
(0)
4 The organization providing
appropriate and adequate training
50
(40.7%)
61
(49.6%)
12
(9.8%)
0
(0)
0
(0)
5 You can talk freely and openly to
your colleagues about issues,
problems in the organization
53
(43.1%)
51
(41.5%)
11
(8.9%)
5
(4.1%)
3
(2.4%)
INTERPRETATION:
 48.8% of the respondents strongly agree, 39% respondents agree and
15% respondents neither agree nor disagree with regard to the
comfortable with the working environment.
 55.3% of the respondents strongly agree, 34.1% respondents agree and
10.6% neither agree nor disagree with regard to the quality of material
provided by the organization.
8.1% neither agree nor disagree with regard to the new technologies and
methodologies introduced in the organization.

9.8% neither agree nor disagree with regard to training provided by the
organization.
 43.1 of the respondents strongly agree, 41.5% respondents agree, 8.9%
respondents neither agree nor disagree, 4.1% respondents disagree and
2.4% respondents strongly disagree with regard to talking freely about
issues with colleagues.

TABLE 5.9
TABLE SHOWING OPINION OF THE EMPLOYEES TOWARDS SOCIAL
FACTORS
Agree
Disagree
1 You receive proper appreciation
for your work
49
(39.8%))
40
(32.5%)
26
(21.1%)
5
(4.1%)
3
(2.4%)
2 Cordial relationship with your
sub-ordinates
56
(45.5%)
43
(35.0%)
19
(15.4%)
3
(2.4%)
2
(1.6%)
3 Your attitude towards work
become more positive
57
(46.3%)
59
(48.0%)
7
(5.7%)
0
(0)
0
(0)
4 The organization is willing to
listen to feedback from employees
55
(44.7%)
42
(34.1%)
18
(14.6%)
5
(4.1%)
3
(2.4%)
5 Your roles and jobs are quite clear 69
(56.1%)
41
(33.3%)
10
(8.1%)
1
(0.8%)
2
(1.6%)
INTREPRETATION:
 39.8% of the respondents strongly agree, 32.5% respondents agree,
21.1% respondents neither agree nor disagree, 4.1% respondents
disagree, and 2.4% strongly disagree with regard to appreciation for the
work.
 45.5% of the respondents strongly agree, 35% respondents agree, 15.4%
respondents neither agree nor disagree, 2.4% respondents disagree, and
1.6% strongly disagree with regard to cordial relationship with the sub-
ordinates.

 46.3% of the respondents strongly agree, 48% respondents agree, and
5.7% respondents neither agree nor disagree with regard to Positive
attitude towards work.
disagree and 2.4% strongly disagree with regard to listening feedback
from employees.
 56.1% of the respondents strongly agree, 33.3% respondents agree, 8.1%
respondents neither agree nor disagree, 0.8% respondents disagree, and
1.6% strongly disagree with regard to having clear ideas about roles and
goals.

TABLE 5.10
TABLE SHOWING OPINION OF THE EMPLOYEES TOWARDS
ORGANIZATIONAL COMMITMENT FACTORS
Agree
Disagree
1 Intention to leave the job & search
for job alternatives
24
(19.5%)
26
(21.1%)
51
(41.5%)
15
(12.2%)
7
(5.7%)
2 Employee organization high on
morale, team work &
Participation in decision making
48
(39.0%)
47
(38.2%)
21
(17.1%)
2
(1.6%)
5
(4.1%)
3 Are you satisfied in the job 58
(47.2%)
51
(41.5%)
13
(10.6%)
1
(0.8%)
0
(0)
4 Education , status, position are
involved in commitment of
decision making in organizations
59
(48.0%)
40
(32.5%)
22
(17.9%)
2
(1.6%)
0
(0)
5 Organizational structure &
processes influence, commitment
among employees
61
(49.6%)
38
(30.9%)
20
(16.3%)
2
(1.6%)
2
(1.6%)
INTERPRETATION:
 19.5% of the respondents strongly agree. 21.1% respondents agree,
disagree and 5.7% respondents strongly disagree with regard to intention
to leave the job & search for job alternatives.
 39% of the respondents strongly agree. 38.2% respondents agree, 17.1%
respondents neither agree nor disagree, 1.6% respondents disagree and
4.1% respondents strongly disagree with regard to high morale, team
work & participation in decision making among employees.
 47.2% of the respondents strongly agree. 41.5% respondents agree,

10.6% respondents neither agree nor disagree and 0.8% respondents
disagree with regard to satisfaction in the job.
 48% of the respondents strongly agree. 32.5% respondents agree, 17.9%
respondents neither agree nor disagree and 1.6% respondents disagree
with regard to Education , status, position are involved in commitment
of decision making in organizations.
 49.6% of the respondents strongly agree. 30.9% respondents agree
disagree and 1.6% respondents strongly disagree with regard to
Organizational structure & processes influence, commitment among
employees.

TABLE 5.11
TABLE SHOWING OPINION OF THE EMPLOYEES TOWARDS CULTURE
FACTORS
Agree
Disagree
1 Your organization culture is
competitive
44
(35.8%)
39
(31.7%)
31
(25.2%)
5
(4.1%)
4
(3.3%)
2 You are proud to work in the
organization
55
(44.7%)
44
(35.8%)
18
(14.6%)
3
(2.4%)
3
(2.4%)
3 The work has become more
interesting
63
(51.2%)
46
(37.4%)
13
(10.6%)
1
(0.8%)
0
(0)
4 You have been informed
about all management policies
57
(46.3%)
41
(33.3%)
22
(17.9%)
3
(2.4%)
0
(0)
5 You are happy with your
leadership abilities
56
(45.5%)
38
(30.9%)
23
(18.7%)
3
(2.4%)
3
(2.4%)
INTERPRETATION:
competitive organization culture.
disagree and 2.4% respondents strongly disagree with regard to proud to
work in the organization.

10.6% respondents neither agree nor disagree, and 0.8% respondents
disagree with regard to having interesting work.
17.9% respondents neither agree nor disagree, and 2.4% respondents
disagree with regard to have knowledge about management policies.
leadership abilities.

CHI-SQUARE TEST
TABLE 5.12
TABLE SHOWING THE CROSS TABULATION BETWEEN GENDER WITH
WORK COMMITMENT OF THE EMPLOYEES
H0: There lies no significant difference between Gender and Work Commitment
H1: There lies significant difference between Gender and Work Commitment
WORK COMMITMENT
TOTAL
LOW
<=31
MEDIUM
31-40
HIGH
>40
GENDER MALE 35
74.5%
24
60.0%
18
50.0%
77
62.6%
FEMALE
12
25.5%
16
40.0%
18
50.0%
46
37.4%
TOTAL 47
100%
40
100%
36
100%
123
100%

CHI-SQUARE TEST:
Dimensions value d.f
Asymp.Sig.
(2-sided)
Pearson chi square 5.384 2 0.068
P (0.068) > 0.05
INFERENCE:
Since the calculated value is greater than the table value, P (0.068)>0.05, then
null hypothesis H0 is Rejected. Hence there lies significant difference between gender
and work commitment

TABLE 5.13
TABLE SHOWING THE CROSS TABULATION BETWEEN AGE WITH WORK
COMMITMENT OF THE EMPLOYEES
H0: There lies no significant difference between Age and Work Commitment
H1: There lies significant difference between Age and Work Commitment
AGE
WORK COMMITMENT
TOTAL
LOW
<=31
MEDIUM
31-40
HIGH
>40
BETWEEN 20-30
YEARS
19
40.4%
28
70%
12
33.3%
59
48%
30-40 YEARS 16
34%
4
10%
11
30.6%
31
25.2%
ABOVE 40 YEARS 12
25.5%
8
20%
13
36.1%
33
26.8%
TOTAL
47
100%
40
100%
36
100%
123
100%

CHI-SQUARE TEST:
Asymp.Sig.
(2-sided)
P (0.009) < 0.05
INFERENCE:
Since the calculated value is less than the table value, P (0.009) <0.05, then
null hypothesis H0 is Accepted. Hence there lies no significant difference between age
and work commitment.

TABLE 5.14
TABLE SHOWING THE CROSS TABULATION BETWEEN EDUCATIONAL
QUALIFICATION WITH WORK COMMITMENT OF THE EMPLOYEES
H0: There lies no significant difference between Educational Qualification and Work
Commitment
H1: There lies significant difference between Educational Qualification and Work
Commitment
EDUCATIONAL
QUALIFICATION
WORK COMMITMENT
TOTAL
LOW
<=31
MEDIUM
31-40
HIGH
>40
SCHOOL 1
2.1%
0
0%
0
0%
1
0.8%
DIPLOMA 7
14.9%
4
10%
3
8.3%
14
11.4%
GRADUATION 25
53.2%
27
67.5%
18
50%
70
56.9%
POST-
GRADUATION
14
29.8%
9
22.5%
15
41.7%
38
30.9%

CHI-SQUARE TEST:
Asymp.Sig.
(2-sided)
P (0.426) > 0.05
INFERENCE:
Since the calculated value is greater than the table value, P (0.426) >0.05, then
null hypothesis H0 is Rejected. Hence there lies significant difference between
educational qualification and work commitment.

Organizational culture

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (12)

Similar to Organizational culture

Similar to Organizational culture (20)

Recently uploaded

Recently uploaded (20)

Organizational culture