Manickbag automobiles pvt ltd at belgaum

Manickbag Automobile Pvt ltd
KARNATAKA LAW SOCIETY’S

INSTITUTE OF MANAGEMENT EDUCATION AND RESEARCH.

BELGAUM-590011

[Affiliated to Karnataka University, Dharwad & Recognized by AICTE, New Delhi]

A

PROJECT REPORT

ON

“Impact of organizational climate”

At

“Manickbag Automobiles Pvt Ltd at Belgaum”

SUBMITTED BY

MISS. DEVIKA S HULBATTE

EXAM-NO: MBA09003023

UNDER THE GUIDANCE OF

INSTITUTE GUIDE ORGANISATION GUIDE

Prof. Shailja Hiremath Mr.Mahantesh Hiremath

KLS IMER College (MBA) Belgaum Page 1


(Faculty KLS IMER Belgaum) (Sales Manager Manickbag Automobiles Pvt
Ltd)

KLS’s

INSTITUTE OF MANAGEMENT EDUCATION AND RESEARCH, BELGAUM.

[Affiliated to Karnataka University, Dharwad & Recognized by AICTE, New Delhi]

CERTIFICATE

This is to certify that Miss. Devika S Hulbatte has satisfactorily completed her

concurrent project On “Impact of organizational climate” at Manickbag Automobiles

Pvt Ltd at Belgaum”, in partial fulfillment Of the requirement for the Award of Masters

Degree in Business Administration from Karnataka University Dharwad, during the

Academic year 2009-2010.



Prof. Shailja Hiremath Dr.

A.B.Kalkundrikar

INSTITUTE GUIDE DIRECTOR

DECLARATION

I hereby declare that this project report entitled “Impact on organizational climate” for
Manickbag Automobiles Pvt Ltd at Belgaum has been prepared by me during the year 2009-
2010 under the guidance of Prof.Shailja Hiremath, management faculty of KLS Institute of
Management of Education & Research, Belgaum.

I also hereby declare that this project has not been submitted at any time to any other institute or
university for award of any degree or diploma.

EXAM.No: MBA09003023

Place: Belgaum

Date:



Miss
Devika S Hulbatte

ACKNOWLEDGEMENT

This report entitled “Impact on organizational climate” at Manickbag Automobiles Pvt Ltd at
Belgaum is the result of my concurrent project. The project would not have been completed
without the kind co-operation and help of certain individuals to whom I owe this heartfelt
gratitude. I am very thankful to Dr Shirish Shah. (Managing Director) for granting me
permission to do my project at Manickbag Automobiles Pvt Ltd.

I would like to thank Dr Shirish Shah. (Managing Director) of Manickbag Automobiles Pvt Ltd
Industries Belgaum, and my external guide Mr. Mahanatesh Hiermath (Sales manager) for
giving me an opportunity to work for the esteemed & reputed firm & guiding, motivating me
through all the difficulties that came my way & spending enormous amount of time discussing
about the project.

I am also grateful to all the employees of Manickbag to help me complete my project. I am very
thankful to all the members of the company who have helped me in making my project report
complete.

I express my immense thanks to our honorable Director Dr. A.B.Kalkundrikar for allowing me
to do my concurrent project at Manickbag Automobiles Pvt Ltd, Belgaum.

My sincere thanks to my internal guide Prof. Shailja Hiermath for her valuable guidance in the
completion of this project successfully.



Last but not the least I would like to thank Mr. Udai Pareek Author of the Book “Training
Instruments for HRD & OD” whose well designed instrument on organization climate has
helped me to carry at my project.

I also want to thank each & everyone who directly or indirectly helped me in making my project
successful.

EXECUTIVE SUMMARY

S Manickbag Group was founded in 1920 by 2 families, Dharmappa Mirji and Manickchand

Shah. The name Manickbag was adopted because it was started on a land, which was donated by
one Mr .Manickchand P. Zaveri of Bombay to Jain boarding and it, was full of bamboo jungle
and hence the area was known as Manickbag.

The survey on impact on the organizational climate provided the employees to communicate
their view on a wide range of issues in total confidence.

This survey on the organizational climate was conducted to find out about the organizational
climate & how an individual perceive the organization on his experience of the Manickbag
Company. The other objective is to know the influence of organizational climate in implementing
the organizational climate .

The organization climate survey helps the companies to know the notion of the organizational
climate & provides managers and others with a picture of how things could be within an
organization. It provides a Linkage of individual performance with organizational performance.
The company will also come to know about how an individual perceive an organization from
his/her experience. The data collection was through Questionnaire & personal interview. The
analysis was done through the MAO-C ANALYSIS, where in I have done a detail study of the
organization climate at Manickbag automobile Pvt ltd.



PART -I
ABOUT AUTOMOBILE INDUSTRY

The history of the automobile industry in India actually began about 4,000 years ago when the
first wheel was used for transportation. In the early 15th century, the Portuguese arrived in China
and the interaction of the two cultures led to a variety of new technologies, including the creation
of a wheel that turned under its own power. By the 1600s, small steam-powered engine models
were developed, but it was another century before a full-sized engine-powered automobile was
created. The dream a carriage that moved on its own was realized only in the 18th century when
the first car rolled on the streets. Steam, petroleum gas, electricity and petrol started to be used in
these cars. The automobile, as it progressed, was a product of many hands, of revolutionary
concepts, and of simple, almost unnoticed upgrading.

India's transport network is developing at a fast pace and the automobile industry is growing too.
Also, the industry has strong backward and forward linkages & the automobile industry also
provides employment to a large section of the population. Thus the role of automobile industry
cannot be overlooked in Indian Economy. All kinds of vehicles are produced by the automobile
industry. It includes the manufacture of trucks, buses, passenger cars, defense vehicles, two-
wheelers, etc. The industry can be broadly divided into the car manufacturing, two-wheeler
manufacturing and heavy vehicle-manufacturing units.



The major car manufacturers in India are Hindustan Motors, Maruti Udyog, Fiat India
Private Ltd., Ford India Ltd., General Motors India Pvt. Ltd., Honda Siel Cars India Ltd.,
Hyundai Motors India Ltd., Skoda India Private Ltd., Toyota Kirloskar Motor Ltd., to name just
a few. The two-wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle
& Scooter India (Pvt.) Ltd., Hero Honda, Yamaha, Bajaj, etc. The heavy motors like buses,
trucks, defense vehicles, auto rickshaws and other multi-utility vehicles are manufactured by
Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra, etc.
The Indian automobile industry is now striding inroads into the rural middle class after its
inroads into the urban markets and rural rich. It is trying to bring in varying products to suit
requirements of different class segments of customers.

ECONOMIC IMPORTANCE’S

Automobile manufacturers are among the largest companies in the world. These
corporations are often multinational, meaning they are partially owned by several
foreign companies. These companies often share parts, use parts made in foreign
factories, or assemble entire cars in foreign countries. The three major automobile
manufacturers in the United States—General Motors Corporation, Ford Motor
Company, and Daimler Chrysler AG—provide much of the industry's total direct
employment in the United States, but increasingly foreign automakers, such as Toyota
Motor Corporation and Nissan Motor Co., Ltd.—are building automobile assembly
plants in the United States.
Foreign automakers are taking advantage of tax incentives and laws that discourage union
organization in the Southern United States, in particular. Eleven foreign-owned auto plants
operated in the United States in 1993. By 2006 that number had grown to 28. Many of these
plants were located in such states as Alabama, Mississippi, South Carolina, Tennessee, and
Texas.

Automotive parts manufacturers are another large section of the U.S. auto industry, comprising
about 5,000 firms, including Japanese, European, and Canadian companies. These firms supply



the original equipment market (for manufacture) and the replacement parts market (for
maintenance and repair). By some estimates, for every job created in the automobile assembly
industry, three to four jobs are created in the automotive parts industry. Numerous other
industries support the automobile industry. These include the insurance, security, petroleum,
and roadway design and construction industries. Still other industries, such as motels, drive-in
theaters, and fast-food restaurants, owe their existence to the mobility provided by the
automobile.

DOMESTIC IMPACT

The automobile industry directly influences the economies of the United States and other
countries around the world. In a typical year, the U.S. automobile industry generates between
12 and 14 percent of manufacturers' shipments of durable goods (products designed to last at
least three years). Automobile production consumes large amounts of iron, steel, aluminum,
and natural rubber. The automobile industry also consumes more copper, glass, zinc, leather,
plastic, lead, and platinum than any other U.S. industry.

Rising imported car sales in the United States during the 1980s threatened the economic
strength of U.S. automakers. Domestic sales rebounded in the 1990s, but as the 21st century
began, foreign carmakers resumed making inroads in U.S. car sales. Ford saw its car and truck
market share in North America fall to about 17 percent in 2005, returning to its percentage
share in the 1980s, and General Motors saw its North American market share drop to 26
percent in 2005.

FOREIGN TRADE

Sales of U.S. motor vehicles to Americans are expected to remain near the same level in the
future, with about 1 to 2 percent growth per year, while foreign markets are expanding at rates



that are two, three, and even ten times faster. Because exports will be essential to expanding
the auto and auto parts industries, U.S. trade officials have negotiated trade agreements such as
the Memorandum of Understanding with Korea (1993), the North American Free Trade
Agreement (NAFTA, 1994), and the U.S.-Japan Automotive Framework Agreement (1995). These
and other agreements have increased automobile and other exports to Japan, Mexico, and
Korea many times over.

In 1994 the United States successfully promoted the Uruguay Round of the General Agreement
on Tariffs and Trade (GATT), which helped American auto export potential because it improved
access to both major and developing markets. These initiatives have helped the U.S. automotive
industry achieve the highest level of exports on record.

INDIAN AUTOMOBILE INDUSTRY

The automobile industry has got its momentum back with April's overall vehicle sales rising
by 9.83 per cent, thanks to reduced excise duty in the 2008-09 Budget.
According to figures released by the Society of Indian Automobile Manufacturers (SIAM), the
overall sale car sales managed a growth of 30% in May 2010 TO 1,208,851 units and a growth of
8% in last April 2010.

Total domestic vehicles sale in April stood at 8,06,238 units, against 7,34,103 units in
the same month last year The Union Budget 2008-09 proposed a reduction in excise duty on
small cars to 12 per cent from 16 per cent and a similar cut on two and three wheelers, and
buses and chassis. The passenger car segment clocked a sale of 98,740 units during the
month, against 84,283 units in the same month a year ago, SIAM said.

Segment leader Maruti Suzuki India registered an increase of 22.30 per cent at 51,766 units,
against 42,326 units in the same month in 2007. Rival Hyundai Motors sold 21,492 units
during the month, against 15,697 units last year, up 36.92per cent. Tata Motors, however,
recorded a decline of 17.10 per cent at 11,193 units, against 13,502 units in the same month
previous year.



General Motors India had a 21.65 per cent jump in its sales with its hatchback 'Spark'
continuing a good run. The company's overall sales stood at 3,411 units, compared to 2,804
units last year. On the motorcycles front, the industry witnessed a reasonably good growth in
April with the segment registering a jump of 8.31 per cent at 5, 01,592 units, against

4, 63,091 units during the year-ago month, SIAM said.

Destination India

India is on every major global automobile player's roadmap, and it isn't hard to see why:

• India is the second largest two-wheeler market in the world
• Fourth largest commercial vehicle market in the world
• 11th largest passenger car market in the world
• Expected to be the seventh largest by 2016
Robust production

The cumulative growth of passenger vehicles segment during April-February 2007
compared to the corresponding period in the last year was 22.91 per cent, while that of
passenger cars in the same duration was 24.76 per cent, says the Society of Indian Automobile
Manufacturers (SIAM). The commercial vehicles segment grew by 36.12 per cent during the
April-February 2007 period, while three wheeler sales grew by 14.5 per cent, it added.

India is the second-biggest market for small cars after Japan. It accounts for 60% of the
domestic market.



TATA MOTORS IN INDIA

Tata Motors Limited

Type Public (NYSE: TTM)

Founded 1960

Headquarters India

Industry Automotive

Products Commercial vehicles

Website http://www.tatamotors.com



PROFILE
Tata Motors established in 1945, Tata Motors is India's largest automobile company.
The company began manufacturing commercial vehicles in 1954 with a 15-year collaboration
agreement with Daimler Benz of Germany. It is the leader by far in commercial vehicles in each
segment, and the second-largest in the passenger vehicles market with winnimidsize and utility
vehicle segments. The company is the world's fifth-largest medium and heavy commercial
vehicle manufacturer

Tata Motors Limited, formerly known as TELCO (TATA Engineering and Locomotive
Company), is India’s largest passenger automobile and commercial vehicle manufacturing
company. It is also the world's 5th largest commercial vehicle manufacturer. It is part of the Tata
group. Tata Motors is widely credited for putting India on the automotive map by designing and
developing its own range of cars.

Tata Motors date back to 1945 when they started making Trains. Tata Motors was first
listed on the NYSE in2004. Tata Motors had created the wealth Rs 320bn during 2001-2006 and
stood among top 10 wealth creators in India.. In 2004 it also bought Daewoo's truck
manufacturing unit in South Korea. In March 2005, it acquired a 21% stake in Hispano carrocera
SA, giving it controlling rights in the company. Tata Motors and the Fiat group have signed a new
memorandum of understanding (MoU) to establish a 50:50 joint venture to manufacture
passenger vehicles, engines and transmission systems for both domestic and export markets



Tata Motors is a company of the Tata and Sons Group, founded by Jamshetgi Tata. It is
currently headed by Ratan Tata., The company has the workforce of 22000 employees working
in its three plants and other regional and zonal offices across the country.Tata Motors' range of
passenger cars is still not comprehensive by international standards. In commercial vehicles,
Tata Motors commands an imposing 65% market share in the domestic heavy commercial
market. The company is trying to modernize its range of commercial vehicles. Tata Motors hived
off its vehicle finance business into a separate subsidiary, TML Financial Services (TMLFS), in
September 2006.

The company plans to build a car that will cost just under Rs 1,00,000 considering that 2
wheelers in India cost Rs 50,000/-. Indigenously developed mini-truck. Tata motors
manufacturing units are located at Jamshedpur, Lucknow and Pimpri-Chinchwad (Pune). The
Pune plant manufactures the passenger cars.

Research and development

Tata Motors invests approximately up to 2 per cent of its annual turnover on research and
development, with an emphasis on new product / aggregates development and technology up
gradation. Its Engineering Research Center in Pune employs over 1,400 scientists and engineers
and has India's only certified crash-test facility and hemi-anechoic chamber for testing of noise
and vibration.

The company also draws on the resources of leading international design and styling
houses like the Institute of Development in Automotive Engineering, SPA, Italy, and Stile
Bertoni, Italy. The company has also been implementing several environmentally sensitive
technologies in manufacturing processes and uses some of the world's most advanced equipment
for emission checking and control.

Environmental responsibility

Tata Motors has led the Indian automobile industry's anti-pollution efforts through a
series of initiatives in effluent and emission control. The company introduced emission control



engines in its vehicles in India before the norm was made statutory. All its products meet
required emission standards in the relevant geographies. Modern effluent treatment facilities, soil
and water conservation programmers and tree plantation drives at its plant locations contribute to
the protection of the environment and the creation of green belts.

Global Competition

Tata Motors have some distinct advantages in comparison to other MNC competitors.
There is definite cost advantage as labor cost is 8-9 per cent of sales as against 30-35 per cent of
sales in developed economies. Tata motors have extensive backward and forward linkages and it
is strongly interwoven with machine tools and metals sectors. India is an excellent source for IT
based engineering solution for products & process Integration. There are strong supporting
industries.

Exports
Tata Motors' vehicles are exported primarily to Europe, Africa, the Middle East,
South and South East Asia and Australia. The company also has assembly operations in
Malaysia, Bangladesh, Ukraine, Kenya and Russia. Over the years, the company has received
more than 50 awards from the government of India's Engineering Export Promotion Council, for
its export initiatives. While currently about 14 per cent (as on March 31, 2005) of its revenues
are from its international business, the company intends to increase its international business
through organic and inorganic growth routes.



Awards

• Tata Motors has been chosen as India's Most Trusted Brand in cars in a Readers Digest-
AC Nielsen consumer survey in 2006.
• Tata Motors' mini-truck, Ace, which has created an all-new category in the commercial
vehicles market, received the BBC-Top Gear' Design of the Year 2006. The company's Starbus
low-floor city bus and the Novus heavy truck were adjudged second and third respectively.
• For the second consecutive year, Auto Monitor as the ‘Commercial Vehicle Manufacturer
of the Year’ rated Tata Motors for 2006.
• The Commercial Vehicle Business Unit won the CII-Exim Bank Award for 2005 for
Business Excellence, for being a role model of excellence in management. The award
particularly recognises excellence in the management of quality as a fundamental process.
• The two divisions of the company also won the Tata Group's JRD QV Awards for
Business Excellence in 2005.
• The Jamshedpur plant and the car plant at Pune received the Union Ministry of Power's
National Energy Conservation Award, which recognise significant initiatives to reduce energy
intensity and improve energy efficiency. The Jamshedpur plant won the award for the fourth year
in a row. The Commercial Vehicle Business Unit and the Passenger Car Business Unit also
received the CII's National Award for excellence in energy management. The Foundry Division
at the Pune plant received the Gargi Huttenes Albertus Green Foundry of the Year Award.



Manufacturing
Tata Motors owes its leading position in the Indian automobile industry to its strong
focus on indigenisation. This focus has driven the Company to set up world-class
manufacturing units with state-of-the-art technology. Every stage of product evolution-
design, development, manufacturing, assembly and quality control, is carried out
meticulously. Our manufacturing plants are situated at Jamshedpur in the East, Pune in
the West and Lucknow in the North.

Jamshedpur:
This was the first unit of the Company established in 1945 and is spread over an area
of 822 acres. It consists of 3 divisions - Truck, Engine (including the Gear Box division) and
Axle. The divestments in March 2000

Pune:
The Pune unit is spread over 2 geographical regions- Pimpri (800 acres) and
Chinchwad (126 acres). It was established in 1966 and has a Production Engineering
Division, which has one of the

Lucknow:
Established in 1991 and covering an area of 600 acres, the Lucknow Plant was
established to assemble Medium Commercial Vehicles (MCVs) to meet the demand in the
Northern Indian market. In 1995, the unit started manufacturing bus
Products
:: Passenger Cars- Indica, Indigo
:: Utility Vehicles- Safari, Sumo
:: Trucks- NOVUS and others
:: Bus- Starbus, Globus and others
:: Defense Vehicles

PART II



COMPANY PROFILE

Organization profile:

Name: Manickbag Automobiles pvt.ltd.

Authorized dealers for

Tata motors cars [PCD]

Location: Khanapur road

Udyambag

Belgaum.

Telephone: 0831-4219999

Fax: 0831-4219901

History of Manickbag Group and concerns:
Two families, Dharmappa Mirji and Manickchand Shah founded Manickbag Group in
the year 1920. The name Manickbag was adopted because it was started on a land, which was
donated by one Mr.Manickchand P. Zaveri of Bombay to jain boarding and it, was full of



bamboo jungle and hence the area was known as Manickbag. When we delve in to the history of
this magnificent Group, one is stunned by its performance, efficiency, simplicity and character.
Like the grand Himalayas, this Group has remained like a solid rock overbearing the automotive
sales and services facilities for decades. Another specially of this group is all the
partners/director themselves involve and take full interest in day-to-day activities an customer
contacts and have full knowledge of dealerships.

Absolute Honesty and hard work is the motto of this organization that has been the only
tradition set by the pioneers of the two families.

Initially, they started a Rice Mill in1920 at Belgaum soon in 1930 they diversified to
Manickbag soap factory. Due to some policy matter it was closed in 1935, they started an edible
oil mill at Belgaum this group believes in honesty and quality so they were successful in
producing the product, which was accepted abroad also Manickbag oil mills exported the
groundnut oil.

In the year 1950 two young family members turned their focus to the business.
Manickbag owned a few petrol-fueled trucks, so to maintain these trucks small workshop
was started as Manickbag Engineers. Soon Diesel engines came in market. Taking
advantage of this opportunity Manickbag Engineers started converting petrol trucks in to
diesel by changing the engine assembly.
Simpson’s was the leading manufacturer of diesel engine then and they offered the dealership
for their engines to Manickbag in the year 1951. The MICO dealership was acquired in 1956. At
same time Ashok Leyland sub dealership under sundram motors was taken in 1956 in name of
Manickbag Automobiles. Then for engine rebuilding a full-fledged Machine shop was started. In
the year 1965 separate firm as Manickbag diesel started exclusive for Mico product and
Manickbag Garage and Industries for Machine shop and Leyland service for repairs service of
Leyland vehicles.

In the year 1974 a branch of Manickbag Diesels for MICO was opened in Bijapur. In the
year 1984 Manickbag Automobiles opened a branch for Ashok Leyland at Hubli. In the year
1980 [24-9-190] Sundram Clayton TVS Moped dealership was taken. The TVS Motor Co Ltd



[Ind-Suzuki] motorcycle dealership was started on 28-5-1984 in Manickbag Engineers. Further
branches were opened at Bijapur and Ankola.

In 1991 Manickbag Automobiles shifted from Ashok Leyland to TATA MOTORS. They
got dealership for TELCO, now TATA MOTORS vehicles and spare parts for North Karnataka
region, and hence had to give up the sub-dealership of Ashok Leyland. And in the year 1993
under its sister concern Manickbag Industries they got appointed for SESA-GOA agency.

In the year 1995-1996, Manickbag was awarded BEST DEALER of TVS SUZUKI for
Karnataka and Goa. And in the succeeding year 1996-1997, TVS SUZUKI was awarded the Best
service-providing dealer for Karnataka and Goa region. These landmark achievements show the
company’s strategy towards the customer i.e.” TO SERVE BETTER”.

The Manickbag has grown rapidly and today seven sister concerns and many branches outside
Belgaum are operating. The sister concerns are as follows:

1. Manickbag Automobiles Pvt. Ltd
2. Manickbag Engineers.
3. Manickbag Services
4. Manickbag Oil mills.
5. Manickbag Industries.
6. Manickbag diesel
7. Manickbag Garages.

BOARD OF MANAGEMENT
1. Mr. Shashikant Mirji [Chairman]
2. Mr. Ashok Mirji [Executive Director]



3. Mr. Bhushan Mirji [Executive Director]
4. Mr. Sheel Mirji [Executive Director]
5. Mr. Ramesh shah [Executive Director]
6. Mr. Sarang Shah [Executive Director]
7. Mr. Sanjot Shah [Executive Director]
8. Mr. Ashok Shah [Executive Director]

Present Business Lines
1. Hindustan Petroleum --- Since 1950
2. Simpson --- Since 1951
3. MICO --- Since 1956
4. Kirloskar Bearings --- Since 1975
5. Tvs Motor Co. --- Since 1980
6. Sesa Goa. Pig iron ,coke &coal --- Since 1990
7. Tata Motors --- Since 1992

It has its branches operating at following places in Karnataka
BRANCHES OF MANICKBAG:



Head Office : Belgaum

Branch :

• Belgaum,
• Bijapur.
• Ankola.
• Gulbarga.
Service Setup

• Bagalkot
• Bidar
• Chikodi
MAN POWER:

• Workshop :59
• Sales teams : 28
• Drivers : 4
• Contract employees : 30

The group was converted in to private limited on 1st April 2002

ACHIEVEMENTS:

1. Best dealership award from Tata motors [TELCO]



2. Best dealership award from MICO
3. Best dealership award from TVS Motors Co.

ACTIVITIES:

1. Sales of Tata motors Cars.
2. Service/Repair of all range of Tata Cars.
3. Sales of Tata Cars Spares Parts.
COMPETITORS:

The main competitors for Manickbag Automobiles are:

1. Shantesha Motors Belgaum , for Maruti Suzuki
2. Bellad Motors, Belgaum ,for Chevrolet
3. Ashanti Motors Belgaum, for Hyundai

THERE ARE TWO MAIN DIVISIONS IN THE FIRM. THOSE ARE:

• Commercial Vehicle Division(CVD)
• Passenger Car Division(PCD)

DEPARTMENT PROFILE: There are mainly four departments in Manickbag Auto mobiles
Pvt Ltd. They are

1. Sales Department.
2. Service Department.
3. Spares Department.
4. Accounts/ Finance Department.



PART III
SWOT ANALYSIS ON MANICKBAG AUTOMOBILES
STRENGHTS:
1) The customers can ask test drive.
2) The customers are attended as soon as they come.
3) They have their own finance.
4) The dealers have high goodwill in the market for their service.
5) Presence of effective flow of communication between the departments of Manickbag is the
greatest strength, which ensures smooth flow of operations.

WEAKNESS:

1) Tough competition from other companies
2) The dealers prefer experience rather than talent for higher post.
3) Difficulty in marketing Petrol cars as it is set in minds of public that Tata is for diesel
vehicles.

OPPORTUNITIES:

1) Can capture rural areas when they are going to launch their new vehicle.
2) The dealers can go for diversification.
3) The dealers can conduct exchange promotional activities to increase its sales.
4) Potential marker in low-income group and rural areas.

THREATS:

1) Ever changing market trends.
2) Competition from other models.
3) Globalization and privatization
4) Any sudden change in Government policy may affect the sales.



5) New incentive from competitors like price and quality.
ORGANIZATION STRUCTURE
M
ANAGING DIRECTOR

ASSITANT GENERAL MANAGER

Service

Account

Spares

Sales

Manager

Manager

Manager

Manager

ASM

Sales Executive



Service Staff

Administration Staff

Store Keeper

Service Advisor

Supervisor

Works I/C

Biller

Supervisors

Cashier

Mechanics

ORGANISATION STUDY OF THE MANICKBAG AUTOMOBILE PVT LTD



HUMAN RESOURCE (HR) DEPARTMENT:

It is a nodal department for all the concerns & departments. Its area of functions is quite large.
Operations of HR department are centralized in the Manickbag & are headed by senior Personnel
officer.

The HR Department Structure:

PERSONNEL & ADMINISTRATOR

Personnel Officer Receptionist Security Officer

Assistants Contract Guards

HR Department Functions Includes:

1. Recruiting & Selecting.
2. Maintaining the attendance.
3. Sanctioning leave, calculating wages & salary.
4. Training.
5. Performance appraisal.



The working hours are morning 9 am to 6 pm. Lunch hour is from 1 pm to 2 pm. The employees
carry out total 8 hours of work every day. Workers are been provided with identity card to
register their presence in the work place where the work signs the register at the gate everyday at
9 am. Before leaving the work place every worker is checked by security guard & only then is
allowed to leave the work place. Spare parts or any other material is allowed out of work place
only after the issue of gate pass.

Human Resource Planning:

The organization follows a formal HR plan when they to take any decisions regarding their
work/project or whenever they want to start a new work/project.

Recruitment:

Recruitment involves attracting & obtaining as many applications as possible from eligible
job seekers. The process begins when new recruits are sought & ends when their applications
are submitted. The result is a pool of applicants from which new employees are selected.

Personal officer keeps the track record of suitable people for future vacancies,
submits the manpower status report to M.D. directly. The sources of recruitment are,

1. Internal source:
 Promotion.
 Transfer.
2. External source:
 Campus interviews.
 Advertisement in local Newspaper
In Manickbag two factors are usually considered for giving promotions,

 Productivity.
 Merit includes conduct, behavior, educational qualification, and attendance



Selection:
Selection is the process of differentiating between applicants in order to identify & hire those
with a greater likelihood of success in a job. The management committee after the recruitment
procedure is completed conducts interviews to select an employee. Most of the time local
candidates are been preferred rather than from other city/states.

Induction:

Induction is done to provide new employees with the information he/she needs to function
comfortably & effectively in the organization.

During the induction this organization provides candidate with general information like,

 About the daily work routine.
 Rules & regulations of the organization.
 Organizational objectives, its operations & product.

Training at Manickbag Automobiles:

At Manickbag Automobiles Tata Motors, employees are invaluable assets and their career and
personal growth are of prime concern to the Company.

Manickbag Automobiles provides a congenial atmosphere to work, learn and grow. The
Company conducts various programmes to train their staff in the latest and the best
technology and management practices. The Organization through its in-house vocational
training and apprenticeship programmes trains the technicians. Numerous talented
Youngsters, honed by such rigorous programmes, have achieved appreciation for themselves
as well as the organization

They also have expansion projects which offer numerous growth opportunities. Structured
training programmes, rotational assignments and cross-functional mobility allow employees to



grow. Movement across functions is encouraged to help employees develop a wider perspective
and gain expertise in manifold functions.

Human Resource Maintenance:

The organization provides the welfare facilities to its employees like,

Accident care: In case any accident takes place with the employees while working in the
organization the injured employee will receive medical treatment free of cost that is they get
E.S.I.

Compensation: in case of death, accidents, injuries etc the organization gives compensation to
the suffered employees. The organization also provides group insurance welfare facility to its
employees.

FINANCE DEPARTMENT:

The main office at Belgaum maintains the accounts of all sister concerns i.e. centralized in the
main office.

The subordinate to managing partner for finance department is an Asset Manager Accounts who
is in charge of routine finance functions. Separate accounts books are maintained for each sister
concern & branches & at the end of financial year annual report is declared calculating profit &
loss by considering total sales & expenses incurred.

The expenses include wages salaries advertisement etc.



MANICKBAG AUTOMOBILES PVT LTD

Tata Motors brand of vehicles can be classified into,

1. Commercial Vehicles.
 LCV (Light Commercial Vehicles).
 HCV (Heavy Commercial Vehicles).
2. Utility Vehicles.
3. Passenger Cars.
Manickbag Automobiles Pvt Ltd deals with these entire brands of vehicles & are also
authorized Tata spare parts dealers & distributors. Manickbag Automobiles has the following
departments,

1. Vehicles Sales Department.
2. Spare Parts Sales Department.
3. Service department.

VEHICLES SALES DEPARTMENT:

It performs following functions as listed below,

1. Handling Enquiries.
2. Collection of customer information.
3. Giving Vehicles demo to Customers
4. Customer’s follow-up.
5. Responsible for sales of the sales.



SPARE PARTS SALES DEPARTMENT:

In Manickbag there is separate department of spare parts, it sells around 25,000 types of genuine
spare parts. Manickbag follows two methods of spare parts sales.

1. Direct sales: Under this method sale at the department counter sales & retailing of spare
parts in & around Belgaum district is taken.
2. Workshop sales: Includes sales of spare parts at the service department. So to respond
quickly to the requirements of service department.

MANICKBAG SERVICES DEPARTMENT:

Manickbag has a service station under its sister concern Manickbag services with proper
infrastructure. The Manickbag services are operated on the guidelines of Tata Motors. Facilities
available at Manickbag services,

 All repairs are carried out all under one roof.
 Availability of complete machine shop for engine rebuilding.
 All time mobile service facility.
 Telco trained mechanics.
 Same day delivery facilities accept major blocks.



PART-IV

TITLE OF THE STUDY:

“IMPACT OF ORGANISATION CLIMATE AT MANICKBAG AUTOMOBILE
PVT LTD”

NEED FOR THE STUDY:

1) It helps to know how an organization focuses mainly on the cultural dimension.
2) To know how an organization favors individual and collective learning processes
at all levels of the organization.
3) It helps the organization for capturing the intangible knowledge base of the

organization and making it visible.
4) It helps the organization for aligning and developing the capacities of a team to

create the results its members truly desire’
5) To know how the leaders lead an organization at every level, make the decisions

& how effectively they communicate with all members of the internal and
external community.

STUDY OBJECTIVES:

1) To understand the concept of organization climate.



2) To understand organization climate of Manickbag automobiles Pvt Ltd.Belgaum.
3) To understand the influence and impact of organizational climate for better functioning of
the organization.

SCOPE FOR THE STUDY:

1) This project is aimed at understanding functional aspects of the organization in general.
2) The study of personnel department function in the organization, which is the lifeblood of
any organization.
3) This project helps for the practical knowledge about the impact of organization climate.
4) This will help me to know how the significant members of the organization experience &
perceive their organization

RESEARCH DESIGN:

• The research design of this project is a study was conducted by the survey method.
• Taking sample of 50 employees by convenience sampling using the research instrument as
the questionnaire which is designed by Mr. Udai Pareek.
• Personal interview is considered as the sample plan.
• For this project area of research is Belgaum City.

RESEARCH METHODOLGY:

SAMPLING:

Sample plan to know the organization climate in this project is through the data received from
the questionnaire and secondary data



SAMPLING METHOD: Using Convenience Sampling. And Sample size for this project is 50
employees at Manickbag automobiles.

DATA COLLECTION METHOD:

I have collected the data from the following sources:

A. PRIMARY DATA:

 The data collected from the company persons.
 Questionnaires.
 Interviewing with the employees of the organization.

B. SECONDRY DATA:

 Internet
 Reference books
 Manickbag data source
 Magazines, Catalogues, etc.

TOOLS OF DATA COLLECTION:

The questionnaire prepared after discussion with the guide, is the tool for primary
data collection. The questionnaire used to obtain the response from the employees.

Secondary data was collected from Magazines, Website and catalogues of the
company.



FIELD WORK:

After the approval of the questionnaire the field work carried out within the premises
of Manickbag Automobile Pvt ltd of Belgaum.

DATA ANALYSIS PROCEDURE:

Completed questionnaires were used for various tables. The data gathered was
tabulated and classified and their means were calculated. Each and every suggestion and
points are considered and the findings are analyzed.

Graphs and charts were used to illustrate the findings and statistics. Through these analyses the
suggestions are given so that as and when they are needed they can be analyzed by the company.

LIMITATIONS:

1. Due to time limitations only 50 sample size was considered.

2. More sample size would have given more accuracy.



CONCEPT OF ORGANIZATION CLIMATE

Organizational Climate

“Organizational Climate is the atmosphere of the organization, a “relatively enduring quality of
the internal environment of an organization, which is experienced by its members and influences
their behavior.” The organizational climate can be measured in terms of trust, morale, conflict,
and equity in rewards, leader credibility, and resistance to change.

Using the competing values framework, four organizational climates emerge:

a. Internal process, which is high on tension and resistance to change,
b. Rational goal, which is high on tension and low on resistance to change,
c. Developmental, which is low on tension and low on resistance to change, and
d. Group, which is low on tension and high on resistance to change.
One of the key factors that may influence employee’s perceptions of involvement is
organizational climate. This article examines the relationship between employee perceptions of
involvement and organizational climate. Data were collected using a survey of 2employees of an
information technology company. The authors argue that employee involvement is composed of
three essential variables, namely, participation in decision-making, teamwork, and
communications. Three hierarchical regression analyses were carried out with each of the
employee perception of involvement variables as dependent variables. Employee demographic
data, employee affective attitudes (job satisfaction, commitment, and stress), and three



dimensions of organizational climate (bureaucracy, innovation, and support) were entered into
the regression analyses. The results showed that supportive climates and commitment
significantly predicted each of the employee involvement variables. The results are related to
current research literature on organizational climate and involvement, and the implications for
managers are discussed.

Organizational climate is a useful tool for understanding the complexities of organizations. It
was defined as an accumulation of tangible perceptions that individuals had about various
aspects of the work environment. Extensive research about it attested to the importance of this
variable regarding how organizations functioned. Researchers and authors repeatedly cited
organizational culture as a fundamental factor, which impacted organizational performance.

Organizational climate is a concept used to identify characteristic attitudes and behaviors of
workers such as degree of job satisfaction, leadership styles, motivation factors, work
atmosphere, and role perceptions. Under traditional management concepts the worker is
perceived as having little intrinsic motivation to work and, therefore, little interest in or capacity
for innovation, problem-solving, assumption of responsibility, or achievement of organizational
goals. An organizational climate rich in opportunities for the fulfillment of motivation needs
results in high worker motivation, morale, and innovation, and relative desensitization to unmet
maintenance needs. A climate poor in these opportunities results in regressive preoccupation with
unmet maintenance needs, work dissatisfaction, and a tendency to find fault.

Conclusion: It is the leaders who must pave the way to the creation of the organizational climate,
and they must also model the process. The learning that goes on between individuals in an
organization. It is an intangible process, but one that can be enhanced by taking certain measures
to foster development. The organizational climate discovers how to best work with individual
styles, allowing for reflection and other individual needs. It becomes a safe place to take risks,
make mistakes, and learn from the results. The organizational climate approach is the key to both



greater revenue and better working conditions as well as greater gains to all stakeholders
including social partners. The research shows that in the bureaucratic environment, economic
successes are gained at the expense of the humane values whereas in the organizational climate
approach both can be achieved at the same time. The organizational climate approach is not just
about improving productivity and work satisfaction; it is also about the fundamental ethics of the
workplace and the marketplace.

“IMPACT OF ORGANIZATIONAL CLIMATE”

Organizations where people continually expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is
set free, and where people are continually learning to see the whole together.

Organizational climate: It is a relatively enduring quality of the internal Environment of an
organization that

a) Is experienced by its members,
b) Influences their behavior, and
c) Can be described in terms of the values of a particular set of characteristics (or attitudes) of
the organization.” (Taguiri and Litwin, 1968, p. 27).

Contains of Climate: Organization climate of an organization can be study with the help of the
following 6 motives and 12 dimensions of organization climate which are a result of
various studies and discussions with the managers. These dimensions were proposed by
Likert in 1967, Litwin & Stringer in 1968.

1. Achievement: The setting of challenging goals for oneself awareness of obstacles that
might be encountered in attempting to achieve these goals.
2. Expert Influence: A desire to make people do what one thinks is right & an urge to
change situations & develop people.



3. Control: An urge to monitor events & to make corrective actions when needed & a need
to develop a personal power.
4. Extension: This is characterized by concern for others & an urge to be relevant & useful
to large groups including society.
5. Dependency: A tendency to submit ideas or proposals or approval & an urge to maintain a
relationship based on the other person’s approval.
6. Affiliation: A tendency to express one’s emotions & an emphasis on friendship.

 The dimensions of organization climate suggested are as follows:
1. Orientation: This is the main concern of the members of an organization. If the dominant
orientation or concern is to adhere to established rules, the climate will be charterised by control,
if it is to excel the climate will be characterized by achievement.
2. Interpersonal Relationship: Organizations interpersonal relations are reflected in the way
informal groups are formed. If the groups are formed for the purpose of protecting their own
interest they may develop a climate of control that may result similarly, if employees develop an
informal relationship with their supervisors, a climate of dependency may result.
3. Supervision: Supervisory practices contribute significantly to the climate and the atmosphere.
If the supervisor is helping the subordinates to improve personal skills and chance of
advancement, a climate on extension motive may result, if supervision is more concern with
maintaining good relation with their subordinates, a climate of affiliation motive may result.
4. Problem Management: Problems can be as challenges or irritants .these different prospective
and ways of handling the problems contribute to the creation of organization climate and
atmosphere.
5.Management of Mistake: A supervisors attitude towards a subordinate mistakes develop the
organizational orientation ,which is generally one of annoyance ,concern or tolerance .an
organization’s approach to mistakes influences the climate and atmosphere.
6. Conflict Management: Conflicts may be seen as an embarrassing annoyance to be covered
up, or as problems to be solved. The process of dealing with the conflicts has a significant effect
on climate and atmosphere.



7. Communication: Communication is concerned with the flow of information, its direction, its
dispersion, or its type and its mode.
8. Decision Making: An organizations approach to decision making can be focused on
maintaining good relations or achieving results, the issue is who makes the decision. These
elements of decision making are relevant to a particular climate.
9. Trust: The degree of trust or its absence among the various members and group in the
organization affect the climate, the issue here again is of who is trusted by the management and
to what degree is of relevance.

10. Management of Rewards: Rewards reinforce specific behavior, there by arousing and
sustaining specific motives. Consequently, what is rewarded in an organization influences
organization climate.
11. Risk Taking: How people respond to risk, and whose help is sought in situations involving
risk, are important determinants of climate.
12. Innovation &Change: Who initiates change, how change and innovations are perceived and
how change in implemented are all critical in establishing climate

WHY CLIMATE IS ESSENTIAL FOR DEVELOPING THE ORGANIZATION:
Climate is essential for developing organizational because Organizational climate is a concept
used to identify characteristic attitudes and behaviors of workers such as degree of job
satisfaction, leadership styles, motivation factors, work atmosphere, and role perceptions. So the
level of performance and improvement needed today requires learning, lots of learning. The
organizational climate in an organization that takes a step back to look at the big picture of how
it benefits from new ideas and errors with the intention of continuous improvement & an
organizational climate nurtures that learning. In today’s climate of rapid change, organizations
are more interested in becoming organizational climate s in order to meet rapidly emerging
challenges. The proponents of the organizational climate believe that it enables organization to
foresee and respond to today’s globally competitive business environment.



DIMENSIONS OF
ORGANISATION MMOTIVES DOMINANT BACK
CLIMATE -UP
Column1 Achievement Expert Extension Control Dependency Affiliation
Influence
1.Orientation 3.92 3.14 3.82 2.58 4.02 3.3 4.02 3.92

2.Interpersonal 3.48 3.26 3.76 2.78 4.1 3.56 4.1 3.76
Relationship
3.Supervision 3.28 3.3 3.52 3.46 4.16 3.34 4.16 3.52

4.Problem 4.04 3.72 3.28 2.54 3.56 3.4 4.02 3.72
Management
5.Management 4.32 3.16 3.82 2.5 4.08 3.34 4.32 4.08
of Mistake
6.Conflict 3.44 3.52 3.8 3.44 3.22 3.52 3.8 3.52
Management
7.Communication 3.9 3.82 3.64 2.46 3.12 4 4 3.9

8.Decision 3.5 3.94 2.54 3.64 3.62 3.71 3.94 3.71
Making
9.Trust 2.8 3.32 3.74 3.28 3.52 4.2 4.2 3.74

10. Management 4.86 3.78 3.08 2.92 3.52 3.06 4.86 3.78
of Rewards
11.Risk Taking 3.5 2.88 3.8 3.7 3.76 3.24 3.8 3.76

12.Innovation 2.98 3.7 3.48 4.3 3.64 2.9 4.3 3.7
&Change

TOTAL 44 41 42 38 44 42 50 45
SCORES

MAO-C INDEX 53 48 50 43 53 50 63 55

PART V: FINDING, ANALYSIS & INTERPRETAION:

MAO-C MATRIX ANALYSIS FOR MANICKBAG AUTOMOBILE PVLTD
The findings given below are the MAO-C matrix which helps to know which of the motive is
strong in the organization climate and which of the motive is weak.



The MAO-C graph below represents which of the motive is stronger as whole in Manickbag
Automobile Pvt ltd

As per the instrument suggested by Mr.Udai Pareek the MAO-C Matrix graph helps us to asses
which of the motive is stronger , as he mentioned that the advantage of index is to show the
relative strength of the climate with regard to the motives . The cut-off point is 50. If the index
no for a particular motive is greater than 50, the climate is relatively stronger for that motive & if
the index is less than 50, the climate is relatively weak for that motive.

INFERENCE:

In the above table & graph we see that 4 motives namely ACHIVEMENT , EXTENSION ,
DEPENDENCY & AFFILIATION have index above 50 that is the climate for these motives is
relatively high in Manickbag Automobile Pvt ltd. Whereas EXPERT INFLUENCE AND
CONTROL are weak as the index is less than 50.

The interpretation comes as that at Manickbag the concern for excellence, competition in terms
of achieving high standards and also taking up challenging goals and achieving them is high.

Also the concern for others and an attempt to be helpful to their fellow members is high

CORELATION BETWEEN DIMENSIONS OF ORGANISATION CLIMATE AND THE
MOTIVES OF ORGANISATION CLIMATE:

MOTIVE
Dimension of org Achievement Expert Extension Control Dependency Affiliation
climate Influence
1.Orientation 3.92 3.14 3.82 2.58 4.02 3.3

1. ORIENTATION



INFERENCE:

The interpretation is that according to the graph above the dependency motive is strong for
orientation & from the reference of the questionnaire hence it shows that employees here are
mainly concerned in following established rules and procedure.

Whereas the employees here do not consolidate one’s own personal position and influence seems
not to be exiting here.

2. INTERPERSONAL RELATON:

MOTIVES
Dimension of org Achievement Expert Extension Control Depend Affiliation
climate Influence ency

2.Interpersonal 3.48 3.26 3.76 2.78 4.1 3.56
Relationship



INFERENCE:
Interpersonal relation is maintained in an organization when the employees form informal
group for better functioning. Form the above analysis and graphical
representation it can be interpreted that dependency motive is strong in
interpersonal relation which concludes that employees here have strong association
mostly with their supervisors and look to them for suggestion and guidance.

3. SUPERVISION

MOTIVES
Dimension of org Achievement Expert Extension Control Depend Affiliation
Climate Influence ency
3.Supervision 3.28 3.3 3.52 3.46 4.16 3.34

INFERENCE:

In this dimension dependency motive is stronger which shows that here supervisors Influence
their subordinates with their expertise to compete and achieve their targets. Also it can be noticed
that achievement is a weaker motive which indicates that supervisor her do not reward the
outstanding employees.



4. PROBLEM MANAGEMENT

MOTIVE

Index
Dimension of org
Score Index Score Index Score Index Score Index
climate s
4.Problem
Management

INFERENCE:

Achievement motive
interpreted that employees here take problems as challenges and try to find better solution. In the above
graph it can be interpreted that the control motive is weaker than the rest of the motive which indicates
that problems here are usually solved by supervisors; subordinates are not involved.



5. MANAGEMENT OF MISTAKE:

Dimension of org
climate
5.Management of
Mistake

INFERENCE

The observation that notice is that achievement and dependency motive are much stronger than the
rest of the motive for management of mistake, hence reference from the questionnaire it can said
that when a subordinate makes a mistake, the supervisor treats like a learning experience which
helps in preventing mistake and improves the performance in the future also it is also that
subordinates expect guidance from the supervisor in correcting or preventing mistake.

6. CONFLICT MANAGEMENT:

Dimension of org
climate



6.Conflict
Management

INFERENCE:

From the graph above it can be interpreted that extension motive is stronger and the rest

7. COMMUNICATION:

Dimension of org
climate
7.Communication



INFERENCE:

Communication is one of the strongest dimensions of organization climate for Manickbag
automobiles, as 4 of the motives are ranging in considerable range, which shows that
communication here is their strength; here the communication is more of informal and friendly
type which contributes to better communication channel and climate. Also relevant information
is made available to all who need it and can use it for the purpose of achieving high
performance.

8. DECISION MAKING

Dimension of org
climate
8.Decision Making

INFERENCE:

The above statistics show that the expert influence motive is strong for decision



making. This is because decisions here are made influenced by specialist and
knowledgeable person. Also decisions here are made keeping in mid the good
of employees and the society.

9. TRUST

Dimension of org
climate

9.Trust

INFERENCE:

Trust being an very important factor for maintaining a better organization climate in Manickbag it is seen that it
been given a lot of importance which the interpretation can be made that in the above graph . Here trusting an
friendly relations are highly valued.



10. MANAGEMENT OF REWARDS

Dimension of org
climate
10. Management of
Rewards

INFERENCE:

The strongest dimension is the management of rewards where the achievement motive is
come out to be the strongest in all the dimensions of organization climate. Here the main
thing that is rewarded is the excellence of the performance and accomplishment of tasks.

11. RISK TAKING

MOTIVE

Dimension of org



climate

11.Risk Taking

INFERENCE:

In the above graph it can be notice that there is a steady impact of all the motives which
almost are in the same range, where affiliation is the strongest motive a Hence risk taking
has a normal impact on the organizational climate. Here supervisors have strong tendency
to rely on expert specialist for their advice also in responding to risky situations
supervisors here show great concern for the people working for the organization.

12. INNOVATION &CHANGE

Dimension of org
climate

12.Innovation &Change



INFERENCE:

In the above
mentioned analysis
the observations is
that the control
motive is stronger
for the innovation
and change
dimension, hence
the interpretation is
that say that
innovation here is
primarily arising
from the top
management
employees are not
much of involved.

FINDINGS:

I. According
to the graph
(1) above



the
dependency
motive is
strong for
orientation
& from the
reference
of the
questionnai
re the
interpretati
on is that
the
employees
here are
mainly
concerned
in
following
established
rules and
procedure.
Whereas
the
employees
here do not
consolidate
one’s own
personal



position
and
influence
seems not
to be
exiting
here.

II. Interperso
nal
relation is
maintaine
d in an
organizati
on when
the
employees
form
informal
group for
better
functionin
g. Form
the above
analysis
and
graphical
representa
tion (2) the
interpretat



ion can be
made that
dependenc
y motive is
strong in
interperso
nal
relation
which
concludes
that
employees
here have
strong
association
mostly
with their
supervisor
s and look
to them for
suggestion
and
guidance.
III. In this
graph (3)
dimension
dependency
motive is
stronger



which
shows that
here
supervisors
Influence
their
subordinate
s with their
expertise to
compete
and achieve
their
targets.
Also it is
interpreted
that
subordinate
s do not
reward the
outstanding
employee.

IV. Achieveme
nt motive
strong for
the
problem
manageme
nt
dimension



of the
organizatio
nal climate.
The
interpretati
on can be
made that
employees
here take
problems
as
challenges
and try to
find better
solution. It
can be
interpreted
that seeing
the above
graph (4)
that the
control
motive is
weaker
than the
rest of the
motive this
most of the
decision for



the
problems is
taken by
the
supervisors
and upper
authority
only
employees
are not
involved.

V. Achieveme
nt motive
strong for
the
problem
manageme
nt
dimension
of the
organizatio
nal climate.
The
interpretati
on can be
made that
employees
here take
problems



as
challenges
and try to
find better
solution. It
can be
interpreted
that seeing
the above
graph (5)
that the
control
motive is
weaker
than the
rest of the
motive.

VI. From the
graph (6)
above we
see that
extension
motive is
stronger
and the rest
of the
motives for
this
particular



dimension
are very
low and do
not
contribute
to the
organizatio
nal climate
when it
comes
conflict
manageme
nt, it can
interpreted
that asses
that in
resolving
the
conflicts
employees
here
consider
the
principles,
organizatio
nal ideals
and the
larger goals
of the



organizatio
n which
indeed is a
good point
which
favors the
organizatio
n at large.

VII. Communic
ation is one
of the
strongest
dimensions
of
organizatio
n climate
for
Manickbag
automobile
s, in graph
(7) as 4 of
the motives
are ranging
in
considerabl
e range,
which
shows that
communica



tion here is
their
strength;
here the
communica
tion is more
of informal
and
friendly
type which
contributes
to better
communica
tion
channel
and
climate.
Also
relevant
information
is made
available to
all who
need it and
can use it
for the
purpose of
achieving
high



performanc
e.

VIII. The above
statistics
graph (8)
shows that
the expert
influence
motive is
strong for
decision
making.
This is
because
decisions
here are
made
influenced
by
specialist
and
knowledge
able
person.
Also
decisions
here are
made
keeping in



mid the
good of
employees
and the
society

IX. Trust being
a very
important
factor for
maintaining
a better
organizatio
n climate in
Manickbag
the
interpretati
on can be
made that
it’s been
given a lot
of
importance
which the
interpretati
on can be
made that
in the
above
graph (9).



Here
trusting and
friendly
relations
are highly
valued.

X. The
strongest
dimension
is the
manageme
nt of
rewards
where the
achievemen
t motive is
come out to
be the
strongest in
all the
dimensions
of
organizatio
n climate.
Here the
main thing
that is
rewarded is
the



excellence
of the
performanc
e and
accomplish
ment of
tasks
reference
graph (10).

XI. In the
above
graph (11)
we can
notice that
there is a
steady
impact of
all the
motives
which
almost are
in the same
range,
where
affiliation
is the
strongest
motive a
Hence risk



taking has a
normal
impact on
the
organizatio
nal climate.
Here
supervisors
have strong
tendency to
rely on
expert
specialist
for their
advice also
in
responding
to risky
situations
supervisors
here show
great
concern for
the people
working for
the
organizatio
n

XII. In the



mentioned
analysis
graph (12)
it is been
observed
that the
control
motive is
stronger for
the
innovation
and change
dimension,
hence it can
be
interpreted
that
innovation
here is
primarily
arising
from the
top
manageme
nt and
employees
are not
involved.



PART VI:

SUGGESTIONS















CONCLUSION

In order to make
the organization,
have a better
climate, the
organization must
give importance to
acquiring and
generating young
talent in the
organization for
better results in
near future. There
must be great
understanding
between old and
young employee
for the exchange of
ideas and also for



creating good
communication
channel within the
organization.

Mentoring of
employee by
supervisors is a
great deal in the
organization.
Therefore leaders
must lead and
mentor their team
with well-planned
programs for
achieving better
results within
specified results.
Current leaders
must give right
platform to the
young employee in
the organization,
so that young
employee must
cultivate good
leadership
characteristics for
the future.



For the
development of
good organization
climate, there must
be good channel of
communication for
the exchanges of
ideas and also
employee must
free to feel to
express his
problems infornt of
his supervisor. This
helps to avoid
giving comments
on others infornt of
other employee.
The good
communication
helps to create and
maintain healthy
environment
within the
organization.

Also as the study
that was conducted
at Manickbag
Automobiles Pvt
Ltd, Belgaum the



observation that
were made are,
that the
organization has a
strong optimistic
climate which has
a major effect from
the 4 motives as
achievement,
extension,
dependency &
affiliation. Also it
was studied that
expert influence
and control
motives are weaker
and hence they
should mainly see
into these regions
and work on that.

This summer
implant project has
helped me gain a
detail knowledge
about the effects of
organization
climate and its
impact as well the
importance of



having an
optimistic
organizational
climate and the
support it provides
to smooth
functioning of the
organization.

PART VI:
ANNEXURE:
QUESTIONNAIR
E:
QUESTIONNAI
RE FOR
MOTIVATIONA
L ANALYSIS OF
ORGANIZATIO
NS – CLIMATE
(MAO-C)
Dear Respondent,

I am pleased

to introduce

myself as MBA



student of IMER,

as a part of

curriculum I here

undertaken

research study “A

Project report on

organizational

climate”

Information

provided by you

will be strictly

kept confidential

and used for

academic purpose

only.

Thanking in

advance.

Name:

Role:

Organization:
Date:
Completing this
instrument will



help you to assess
the climate of your
organization. There
are 12 categories
within each
category there are
six statements, you
are to rank the
statements in each
category from
1(Most) to 6(least).
Do not give the
same rank to more
than one statement.

1. Orientation

.



2. Interperson

al

Relationshi

p.
a. In this
organizatio
n most
informal
groups are
formed
around
experts.
b. The
atmosphere
here is very
friendly &



people
spend
enough
time in
informal &
social
relations.
c. In this
organizatio
n strong
cliques
protect
their own
interest.
d. Businesslik
e
relationship
s prevail
here;
people are
warm, but
get together
primarily to
ensure
excellence
in
performanc
e.
e. People here



have strong
association
s mostly
with their
supervisors
& look to
them for
suggestions
&
guidance.
f. People here
have a high
concern for
one another
& tend to
help one
another
spontaneou
sly when
such help is
needed.

3. Supervision

:



4. Problem

Management:



5. Management

of Mistakes:



.



6. Conflict

Management:



7.

Communication:



8 Decision

Making:


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