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A PROJECT REPORT ON


ORGANIZATION CULTURE OF SPORTZINTERACTIVE




                SUBMITTED BY
                Kinnar Majithia
                    P1026
               PGDBM 2010-2012




  SYDENHAM INSTITUTE OF MANAGEMENT STUDIES,
                RESEARCH AND
     ENTREPRENEURSHIP EDUCATION (SIMSREE)

                      1
Acknowledgement
I would like to thank Prof. D.I. Cabral for giving me the opportunity to study the concept of Organization
Culture and understand the organization culture of the organization – Sportzinteractive.

I would also like to thank Mr. Karthik Iyer and the other 13 members of Sportzinteractive who helped
me in carrying out this project by sharing their valuable information which formed the content of this
project and the basis for the further analysis.

Lastly, I would also like to thank everyone else who helped me in carrying out this project.




                                                     2
TABLE OF CONTENTS

Synopsis .................................................................................................................................................. 4
Objective ................................................................................................................................................. 5
Methodology........................................................................................................................................... 6
Company Information ............................................................................................................................. 7
Questionnaire ......................................................................................................................................... 8
Tabulated Data and Analyses................................................................................................................ 11
Findings. ................................................................................................................................................ 25
Conclusion ............................................................................................................................................. 27
Recommendations ................................................................................................................................ 28
Bibliography .......................................................................................................................................... 29
Annexure ............................................................................................................................................... 29




                                                                                3
Synopsis
The culture of any organization is like an iceberg. Just as an iceberg has a visible section above the
waterline and a larger, invisible section below the water line, so culture has some aspects that are
observable and others that can only be suspected, imagined, or intuited. Also like an iceberg, the part of
culture that is visible (observable behavior) is only a small part of a much bigger whole.



For any organization, its culture is its identity. It is that one unique thing that the organization possesses
and that differentiate it from other organizations which are in the same business or have the same set of
clients.



The culture is a broad umbrella and encompasses within it, a large number of characteristics which
together are responsible, in their own unique way, in giving a shape to the culture.



The aim of this project was to study and understand the underlying aspects of the culture and the
culture as a whole of a unique organization called SportzInteractive which is a pioneer in providing
Sports content and Live sports feed to clients. The business of the organization, itself is sports, and
hence one would expect its culture to be quite different from that of the other existing organizations.
For this study, a 20-question questionnaire was prepared and a few employees of the organization were
asked to answer them. The questions covered almost all the aspects that define the culture of any
organization, though not in detail but at the peripheral level so as to gauge an idea about the cultural
overview. The responses were then collected and analyzed. This was followed by presenting the findings
from the analyses and them by the conclusion about the general culture that exists in SportzInteractive.




                                                      4
Objective
The objective of the study was ‘Major shaping forces of the culture at SportzInteractive’.



Different aspects that are responsible in the development of the culture of an organization were
identified as:



Goal awareness, Task-Orientation, People orientation, Team-Orientation, Rewards and Recognition,
Handling Change, Flexibility and Miscellaneous



Each factor was to be analyzed individually based on the responses obtained from the participants of
the survey and then to determine which of them are the major contributors to shaping the culture at
SportzInteractive and what made its culture different from that of the other organizations.




                                                    5
Methodology
The methodology includes the following steps in order to understand the Organization Culture of
SportzInteractive:

   1. Studied the concept of Organization culture and the different aspects that make up the culture
       of any organization.
   2. Prepared an exhaustive questionnaire of 20 questions which were designed in order to gauge
       various parameters that determine the culture of the organization.
   3. The questionnaire (online version) was shared with 14 members of SportzInteractive who
       answered all the questions.
   4. The responses were collected and analyzed. The findings were derived from the analysis and
       also, a few recommendations were made so as to bring about a general improvement in the
       culture of the organization.




                                                  6
ORGANIZATION INFORMATION

Sportz Interactive is one of the world's fastest growing B2B sports content companies, headquartered in
Mumbai and a key member of the STATS Global Network. Founded in 2002, Sportz Interactive boasts of
an enviable list of clients and partnerships with companies, brands and sports organizations from across
the world.


Sportz Interactive specialises in producing rich Internet and mobile products that have revolutionised
the way sports data is consumed.


Clients: ICC, SET MAX, YAHOO, ESPN STAR, Times of India, Cricket Nirvana, IBIBO, Zapak, Zee etc.


Sports covered: Cricket, Football, Formula 1, Moto GP.


Websites: www.sportzinteractive.net, www.f1pulse.com




                                                   7
QUESTIONNAIRE
Name: ___________________________
Age:     __________
Team: __________
Designation: ______________________
Experience in the organization (Months): _________


Choose one from the two statements:
1.
[A] I am aware of my organization’s mission and the organization helps me to align my plans with its
plans.
[B] I am unable to relate my goals with the goals of my organization.


2.
[A] The management believes that ‘It is the final result that counts’
[B] My supervisor is equally concerned with the way I have done the task as the outcome of the task
itself


3.
[A] How well I work with other people in the team, forms an important component of my performance
evaluation
[B] My performance evaluation focuses only upon my individual contribution


4.
[A] In case of mistakes, the supervisor reprimands me in front of everyone.
[B] My supervisor discusses my mistakes in privacy.

5.
[A] There is a certain dress-code that is to be followed while working in the organization.
[B] We are free to wear any outfit which we are comfortable with.

6.
[A] Everyone in the team gets the same/similar rewards for any valuable contribution.
[B] Rewards are given out to suit the preference of the recipients.




                                                      8
In the following Questions, indicate the frequency of the event by choosing appropriate option:
    1 – Never           2 – Rarely      3 – Sometimes           4 – Frequently        5 - Always

        1. The organization surprises us with non-monetary rewards as a token of appreciation for our
           excellence - ___

        2. Top executives in this company are innovative and approachable - ___

        3. When problems emerge, there is a willingness to fix them - ___

        4. We have team outings that enable us to spend some quality time together and know one-
            another well. - ___




Select Yes or No in each of the following questions:

    1. I feel hesitant while asking for help from other members of the organization
       Yes/No

    2. The management ensures due recognition in the organization as a testimonial for our valuable
       contributions
       Yes/No

    3. In my organization, change is viewed as a challenge and an opportunity
       Yes/No

    4. My supervisor is unmindful about my goals and is only concerned with the task at hand.
       Yes/No

    5. We can and do make 'midway' corrections without much difficulty.
       Yes/No


    6. Our HR department is creative in finding new ways to attract top talent among diverse groups.
       Yes/No

    7. Client servicing is the top-most priority and I do not mind working at unusual hours to make an
       on-time delivery
       Yes/No

    8. "We've always done it that way" is a philosophy that describes my company's response to new
       ideas.
       Yes/No


                                                   9
9. My organization shows respect for a diverse range of opinions, ideas, and people.
   Yes/No

10. I can talk to my supervisor about my personal problems.
    Yes/No




                                              10
TABULATED DATA AND
                 ANALYSIS
1. EMPLOYEE DATA

     Teams participated in the survey


                                                         Team Members
                                            8
                                            7
                                                                   7
       Team                                 6
                   Frequency                         6
      Members                               5

    Content Team            6               4
                                            3
    Data Team               7               2

    Admin                   1               1
                                                                                 1
                                            0
                           14                   Content Team   Data Team       Admin


        The Data team and the Content team members were the major participants in the
         assessment.




                                          11
 Age of the Participants

                                                          Employee Age
                                                6
          Employee Age Frequency                5
                                                          5           5
                                                4
          20-24                    5                                               4
                                                3
          25-29                    5            2
                                                1
          30-34                    4
                                                0
                                  14                     20-24       25-29        30-34


           The participants were evenly distributed in the age-groups 20-24 years, 25-29 years, 30-
            34 years


       Designation of the participants

                                                              Designations
                                       7
Designations     Frequency
                                       6
Associate -                                               6
                         4             5
Live Content
Associate -                            4
                         6
Data Team                                     4
                                       3
Associate -
                         1
Admin                                  2
Team Lead -                            1
                         1
Content Team                                                     1           1         1     1
Team Lead -                            0
                         1                 Associate Associate Associate Team       Team    Team
Data Team
Team Manager -                               - Live   - Data - Admin Lead -         Lead - Manager
                         1                 Content Team                 Content      Data   - Data
Data Team
                                                                         Team       Team    Team
                        14

           Majority of the participants were associate members with a few of them in managerial
            positions




                                                    12
 Experience (in Years) of the participants

                                                        Experience(Years)
                                              8
                                              7
                                                         7
      Experience                              6
                 Frequency
      (Years)                                 5
                                                                         5
      0 to 2                7                 4
                                              3
      2 to 3                5
                                              2
                                                                                    2
      More than 3           2                 1
                                              0
                            14                         0 to 2          2 to 3   More than 3


          Almost of the number of participants had around 2 years’ experience in the organization
           while the remaining half had more than 2 years’ experience.




2. Goal awareness

                                          Awareness of organizational
                                           goals and alignment with
                                                personal goals
                                                                0%
  Awarenes of
Org. Goals and
                Frequency                                                                     Yes
alignment with
 personal goals                                                                               No
Yes                    14                                       100%
No                      0
                       14

          Every participant is aware of the Organization’s goal and agrees that the organization
           helps him to align his personal goals with those of the organization.




                                                  13
3. Task Orientation
       Manner of performing the task

                                                   Manner of performing task
                                                     Outcome-
                                                     Oriented
                                                       21%




                    Frequency                                              Process-
   Manner of
                                                                           Oriented
performing Task                                                              79%
Process-Oriented                11
Outcome-Oriented                 3
                                14




           More than 2/3rd of the participants agree that the supervisor is equally concerned with
                 the way I have done the task as the outcome of the task itself and is not just outcome-
                 centric.




       Willingness to fix the problem


                                                  Willingness to fix problems



                                                              No                 Yes
                                                             50%                 50%
                  Frequency
Willingness to
 fix problems
Yes                         7
No                          7
                           14



           There is a 50-50 opinion that whenever there is a problem there is willingness to fix it.


                                                    14
 Client-servicing & extra working hours
                                                       Client servicing top-most priority +
                                                    No      Extended working hours
                                                    0%




 Client servicing top-
     most priority +
                         Frequency
   extended working
         hours                                                                 Yes
Yes                               14                                          100%
No                                 0
                                  14



           All the participants have client-servicing as their top-most priority and are willing to
            work an extra-mile towards achieving the objective.




4. People Orientation
        Top executives being innovative and approachable

                                                 Top executives innovative and
                                        Rarely           approachable
                                         0%                           Never
                                                 Sometimes             0%
                                                    14%


 Top executives
  innovative and    Frequency
   approachable                                                                 Always
Always                        7                          Frequently              50%
Frequently                    5                             36%
Sometimes                     2
Rarely                        0
Never                         0
                             14



           86% of the participants are in the favor of the top executives being innovative and
            approachable.


                                                  15
 Hesitation while asking for help

                                                        Feeling of hesitance while
                                                              asking for help

                                                                             Yes
                                                                             7%



   Feeling of
hesitance while Frequency
 asking for help                                                        No
Yes                     1                                              93%
No                     13
                       14



           A vast majority do not feel the hesitation to ask for help while doing the tasks.



         Supervisor being only Task-oriented and not employee-oriented

                                                Supervisor is only
                                          Yes
                                                  task-oriented
                                          0%




 Supervisor is
   only task-    Frequency
    oriented                                                No
Yes                       0                                100%
No                       14
                         14




           None of the participants feel that their supervisor is only task-oriented.




                                                 16
 Personal problem discussion with the Supervisor

                                                     Personal problem discussion
                                                           with supervisor

                                                                    No
                                                                    7%




Personal problem
 discussion with Frequency
    supervisor                                                           Yes
Yes                     13                                               93%
No                       1
                        14




          A vast majority of them feel that they can discuss their personal problems with their
           supervisor.




                                               17
5. TEAM ORIENTATION

       Team orientation consideration during performance evaluation

                                               Team Orientation consideration
                                                 in performance evaluation
                                                          Considered        Not considered

                                                                       0%



     Team
  Orientation
consideration in Frequency
 performance
   evaluation
Considered              14                                             100%
Not considered           0
                        14

              Everybody amongst the participants feels that his contribution as a team member plays
               a vital role during his performance evaluation



       Team Outings


                                             Never
                                                              Team Outings                   Frequently
                                                                         Always
                                              0%                                                 7%
                                                                           0%


 Team Outings        Frequency


                                                              Rarely
Always                          0                                              Sometimes
                                                               50%
Frequently                      1                                                 43%
Sometimes                       6
Rarely                          7
Never                           0
                               14

              A huge chunk of the participants are of the opinion that it is only sometimes or on rare
               occasions that they have team outings.



                                                     18
6. REWARDS AND RECOGNITION

       Customized rewards

                                                 Rewards customization
                                                                         Customized
                                                                            14%




     Rewards                                              Same for all
  customization     Frequency                                86%
Customized                      2
Same for all                   12
                               14

           A large majority of the participants feel that the rewards for excellence are not
            customized to the liking of the receiver of the award.



       Surprises in the form of non-monetary rewards


                                        Always   Non-monetary Rewards
                                          0%                       Never Frequently
                                                                    0%       0%




  Non-Monetary                                        Rarely              Sometimes
    Rewards       Frequency                            50%                   50%
Always                     0
Frequently                 0
Sometimes                  7
Rarely                     7
Never                      0
                          14

           All the participants fell that receive surprises in the form of non-monetary benefits only
            rarely or sometimes.

                                                 19
 Recognition by management for excellence

                                                 Recognition for Excellence

                                                                  No
                                                                  7%




      Recognition for                                                  Yes
        Excellence      Frequency
                                                                       93%
Yes                             13
No                               1
                                14

              A huge chunk of the participants feel that the management gives them the due
               recognition for excellence at work.




                                                 20
7. HANDLING CHANGE


       Viewing change as a challenge and an opportunity

                                              Viewing Change as a challenge and
                                                       an opportunity                          No
                                                                                               0%




 Viewing Change
as a challenge and
  an opportunity   Frequency                                       Yes
Yes                        14                                     100%
No                          0
                           14

           All the participants feel that the organization views change as a challenge and takes it as
            an opportunity to move forward.


       Resistance to change – “We have always done it that way”

                                                Resistance to Change - "We have
                                                    always done it that way"

                                                                      Yes
                                                                      7%



   Resistance to
Change - "We have
always done it that
       way"         Frequency                                    No
                                                                93%
Yes                          1
No                          13
                            14

           Except for 1 participant, the rest feel that the organization does not resist change.


                                                 21
8. FLEXIBILITY


        Task Flexibility




    Midway
  Corrections       Frequency
Yes                         10
No                           4
                            14

            A fraction less than 3/4th of the participants feel that it is not difficult to do mid-course
             corrections while performing task.



        Dress-Code




     Dress-Code           Frequency
Dress-Code exists                     1
No restrictions                      13
                                     14

            Majority participants say that they can wear clothes in which they are comfortable.


                                                    22
9. MISCELLANEOUS


        HR Department being creative and spotting special talent




 HR dept. creative
  and spots talent    Frequency
Yes                          14
No                            0
                             14

             All the participants say that the HR department is create enough and at it is vigilant to
              spot special talent.



        Reprimanding

                                                                                  Done in
                                                    Reprimandation                front of
                                                                                 everyone
                                                                                     0%




                            Frequen                          Discussio
   Reprimandation              cy                               n in
Done in front of everyone         14                          private
Discussion in private              0                           100%
                                  14


                                                   23
 All the participants are of the opinion that in case they commit mistakes, the supervisor
             does not reprimand them in front of the others, instead chooses to have a private
             discussion about the issue.



        Respect for diverse range of opinions, ideas and people




    Respect for a
  diverse range of
opinions, ideas and
       people             Frequency
Done in front of everyone         14
Discussion in private               0
                                  14

          Each and every participant agrees that the organization shows respect to diversity in the
           form of opinions, ideas and people.




                                                  24
FINDINGS
     100% of the participants are aware of the Organization’s goals and also feel that the
      organization helps them in aligning their personal goals with those of the organization – This
      means that they have faith in the organization that while they do well for the
      organization, it will reciprocate them by taking them up with it.



     21% of the participants feel that the management is only concerned with the outcome of
      the task and not the process. This proportion is not too small to be ignored and if a few
      more start feeling this way then the attitude might soon change to ‘By hook or by crook’.

     50% of the participants feel that there is no willingness to fix a problem when one arises.
      This again, is a discomforting sign and indicates that the organization does not believe in
      quick-fix indicating that the responsiveness is slower that it should normally be.

     100% of the participants say that client-servicing is their top-most priority and that they are
      ready to put in extra efforts to meet the deadlines. Thus, the culture reflects dedication and
      devotion to the mission of the organization and the acceptance of such a mission by the
      employees.

     86% of the participants feel that the top executives are approachable; 100% & 93%
      respectively feel that their supervisor is not just task-oriented but also cares to listen to their
      problems. This means that the culture of the organization is such that the employees are
      not intimidated to discuss with the management people and there is a healthy level of
      candidness existing.

     100% of the participants feel that during their performance evaluation, their role as a team
      member and their contributions to the development of the team play a vital role. This
      means the organization is making it a point for the employees to be a team player.

     Only 7% of the participants feel that they have frequent team outings. Thus, the
      organization might not be doing enough to create the extra-special bond between the
      players of the team. This again, is countered by the fact that 93% of the participants do not
      feel the hesitation to ask for help from the others indicating that they have that comfort
      level to ask for help when in need.




                                               25
   86% of the participants say that the rewards they receive are the same for all the employees
    without any customization to suit their preferences. Thus, the organization might not be
    really caring about knowing whether its rewards are motivating the employees or not.

   93% of the participants feel that the organization gives them the due recognition apart from
    the rewards for excellence at work. Thus, the organization believes in giving true
    satisfaction to its employees. However, this is done only rarely (50%) or sometimes (50%)
    indicating that the organization does not stress much importance on the non-monetary
    benefits.

   93% of the participants feel that the organization does not believe in “We have always done
    it this way” and 100% of them feel that the organization views change as a challenge and an
    opportunity – This means that the organization’s resistance to change is minimal and it is
    flexible to adapt to the environment indicating the maturity in the thinking of the
    management of the organization.

   71% of the participants say that it is not difficult to make ‘mid-course’ to the tasks in
    progress which means that there is enough flexibility and room to make urgent
    modifications without any adverse effects on the outcomes. This emphasizes the task-
    structure which has been designed to be flexible.

   93% of the participants say that there is no restriction on the dressing style in the
    organization which means that they can wear whatever they like and whatever makes
    them feel comfortable.

   100% of the participants believe that that the HR department is creative enough and is
    vigilant to spot special talent – This means that the personnel are being constantly
    evaluated not only by their supervisors but also by the HR dept.

   100% of the participants say that the supervisor discusses their mistakes in private and not
    in front of everyone else – This means that while their successes receive due recognition in
    front of all, their mistakes are not highlighted before everyone to avoid embarrassment and
    humiliation.



   100% of the participants feel that the organization respects diversity of opinions, ideas and
    people – This means that they believe in the organizations ability of not discriminating and
    treating all of them equally, on the same grounds.




                                           26
CONCLUSION
From the analyses and the findings we can conclude that the major shaping factors for the culture at
SportzInteractive are:

    1.   Awareness of Goals
    2.   Client Servicing
    3.   People-orientation
    4.   Perception of the adaptation to change capabilities of the organization
    5.   Team-orientation
    6.   The inherent flexibility
    7.   Acknowledgement by the organization of the existence of diversity in different forms and
         respecting it.



Not only are these the major contributing factors but also they are firmly in place and hence are there to
stay ensuring that the culture of the organization stays intact withstanding the test if time.




                                                   27
RECOMMENDATIONS
 The organization might suffer badly on occasions if it maintains the attitude of slow response
  and unwillingness to fix problems immediately. For this the management could assign additional
  responsibilities to a few senior members of a team and ask them to work on fixing the
  problems on priority by delegating their work to some other capable person.



 Though, not alarming, the organization would be better off by putting in more efforts to
  concentrate on the manner in which the task is carried out. This can be done by segregating the
  task into parts and analyzing each part separately. This can improve the efficiency of individual
  parts and improve the efficiency of the entire task as a whole.




 The organization could do a bit more on the Team-outing front which can help in creating a
  strong bond between the team members and then have a direct impact on the productivity.
  Perhaps it could also organize office parties to get all the members together with the motive to
  celebrate success.



 A huge chunk of the employees believe that their rewards aren’t customized to suit their
  preferences. This could lead to demotivation. The supervisors could get the information about
  what rewards motivate the individual employees through a one-on-one session like
  performance evaluation sessions and use this information while giving away rewards for
  excellence.




 In order to make ‘mid-course’ change easier, the organization could arrange for training
  sessions for those who believe that it is not easy. They could be trained by the experienced
  employees and this could bring in more flexibility as far as effective carrying out of tasks is
  concerned.




                                               28
BIBLIOGRAPHY
   Organizational Behavior by Stephen P. Robbins, Prentice Hall International



   www.sportzinteractive.net




ANNEXURE

   Response sheets of all the 14 participants




                                                 29

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Ob project report org culture

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