A comperative study of organizational culture of sbi, icici, hdfc bank

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MENTORING REPORT ON ORGANIZATIONAL CULTURE
ComparativeStudy on Organizational Culture of SBI, ICICI Bank and HDFC
Bank
“Submitted In the Partial Fulfillment for the Requirement Of
Post Graduate Diploma In Management”
Submitted to: Submitted by:
Mr. Kush Sharma Shweta Mukherjee
Roll No. 110
Batch: 2015-2017
Jagannath International Management School
Kalkaji, New Delhi

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Shweta Mukherjee of PGDM batch (2015-17) has successfully
completed her Mentoring Project on the topic “Comparative Study on Organizational Culture of
SBI, ICICI Bank and HDFC Bank” under my guidance.
Her work is up to my satisfaction and worth appreciation.
I wish her all the best for future endeavors.
Kush Sharma
Project Guide

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Shweta Mukherjee of PGDM batch (2015-17) has successfully
completed her Mentoring Project on the topic “Comparative Study on Organizational Culture of
SBI, ICICI Bank and HDFC Bank” under my guidance.
Her work is up to my satisfaction and worth appreciation.
I wish him/her all the best for future endeavors.
Divya Gupta
Project Guide

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ACKNOWLEDGEMENT
The sense of contentment and elation that accompanies the successful working of this project
would be incomplete without mentioning the names of the people who helped me to
accomplish this project, people whose constant guidance, support and encouragement resulted
in its realization. I am highly indebted to JIMS, Kalkaji for providing me with the
opportunity to be able to do my Mentorship project in Yes Bank.
My earnest thanks to my External Mentor, Mr. Kush Sharma, for his valuable guidance and
support in ensuring me a free hand during the course of the work.
I owe much to my Internal Mentor Prof. Divya Gupta for the inspiration and guidance which
enabled me to take up work which made me learn new things and concepts.
Shweta Mukherjee
JIMS, Kalkaji

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Table of Content
Serial
No.
Topic Page No.
1 Introduction 6
2 Objective of the Study 7
3 Rationale of the Study 8
4 Organizational Culture 9-13
5 Importance of Organizational culture 14
6 Organizational Effectiveness 15
7 Organizational Profiles 16-21
8 Data Collected, Quantification and Inference 22-70
9 Conclusion 71
10 Appendix 72-73
11 Bibliography 74

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INTRODUCTION
Culture, at workplace, is a very powerful force, which is consciously and deliberately cultivated
and is passed on to the incoming employees. It is the very thread that holds the organization
together. The stronger the culture, the more it is directed to the marketplace, the less need is there
for policy manuals, organization charts, detailed procedures or rules. In these companies, people
way down the line know what they are supposed to do in most situations because the handful of
guiding values is crystal clear.

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Objectives of this study are to determine-
1. The study of current culture of the three organizations.
2. The comparison of the culture in these three organizations.
3. To find the best bank to follow high organizational culture.

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Rationale for the study
The three companies SBI, ICICI and HDFC Bank are the top banking organizations of the
country. The companies have been providing valuable banking services to the entire nation for
many years. They are now at the top of the list in the ranking. This study would generate
valuable information on the current culture of these organizations. It would also provide
management with the employees’ outlook of the work culture that is prevalent within these
companies.

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ORGANIZATIONAL CULTURE
Organizational culture has assumed considerable importance in the 21st century, because of its
impact on employee performance and job satisfaction. It is imperative of every organization to
understand its own dynamic culture so that managers can capitalize on the insights generated by
the cultural perspective to wield greater control over their organizations. The culture of an
organization has an important impact on its performance. Robbins postulates that culture, as a
concept, has had a long and chequered history. In the last decade, it has been used by some
organizational researchers and managers to indicate the climate and practices that organizations
develop around their handling of people or to refer to the espoused values and credo of an
organization.
 Schein (1999:200) defines culture as a pattern of shared basic assumptions that the group
learned as it solved problems of external adaptation and internal integration that has
worked well enough to be considered valid and, therefore, to be taught to new members
as the correct way to perceive, think, and feel in relation to those problems.
 Aswathappa refers to culture as a, complex whole which includes knowledge, belief, art,
morals, law, custom, and other capabilities and habits acquired by man in a society.
 Mullins (1999:806) presents a cultural web, as illustrated in the following figure, which
brings together different aspects for the analysis of organizational culture.
Organizational culture is a concept in the field of Organizational studies and
management which describes the attitudes, experiences, beliefs and values of an
organization. It has been defined as "the specific collection of values and norms that
are shared by people and groups in an organization and that control the way they
interact with each other and with stakeholders outside the organization Strong culture is said to
exist where staffs respond to stimulus because of their alignment to organizational values.
Conversely, there is weak culture w he r e t he r e is lit t le a lignme nt w it h
o rganizational values and control must be exercised through extensive procedures and
bureaucracy. Where culture is strong—people do things because they believe it is the right thing
to do—there is a risk of another phenomenon, Groupthink . "Groupthink" was
described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a mode of
thinking that people engage when they are deeply involved in a
cohesiveingroup, when members' strivings for unanimity override their motivati
on torealistically appraise alternatives of action." This is a state where people, even
if they have different ideas, do not challenge organizational thinking, and therefore there is a
reduced capacity for innovative thoughts. This could occur, for example, where there is heavy
reliance on a central charismatic figure in the organization, or where there is an evangelical
belief in the organization’s values, or also in groups where a friendly climate is at the base

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of their identity (avoidance of conflict). In fact groupthink is very common, it happens
all the time, in almost every group. Members that are defiant are often turned down or seen
as a negative influence by the rest of the group, because they bring conflict. Innovative
organizations need individuals who are prepared to challenge the status quo—be it groupthink or
bureaucracy, and also need procedures to implement new ideas effectively.

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The cultural web of an organization
The cultural web, help define and develop the culture of an organization. An organization’s
culture can be disseminated by analyzing each aspect of the cultural web.

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Levels of organizational culture
Hosted (1990) developed a four - layered hierarchical model of culture which helps to identify
and categorize the constituent elements of culture, as reflected in the figure
The least visible or deepest level is that of basic shared assumptions, which represents
beliefs about reliability and human nature that are taken for granted.
The next level of culture is that of cultural values, which represent collective beliefs,
assumptions, and feelings about what things are good, normal, rational, and valuable. Cultural
values might be very different in different organizations; in some, employees may care deeply
about money, but, in others, they may care more about technological innovation or employee
well-being.
The next level is that of shared behaviors, including norms, which are more visible and
somewhat easier to change than values. The reason is that people may be unaware of the values
that bind them together.

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The most superficial level of organizational culture consists of symbols. Cultural symbols are
words (jargon or slang), gestures, and pictures or other physical objects that carry a particular
meaning within a culture.

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The importance of organizational culture
Culture helps to explain why different groups of people perceive things in their own way and
perform things differently from other groups. Culture can help reduce complexity and
uncertainty. It provides a consistency in outlook and values, and makes possible the process of
decision-making, co-ordination and control. There is nothing accidental about cultural strengths
there is a relationship between an organizations culture and its performance.
Types of organizational culture
Harrison and Stokes (1993:13) identify four culture types. These four culture types are power
culture, role culture, achievement culture and support culture.
 The power culture: A power - orientated organization is based on inequality of access to
resources. In other words, the people in power use resources to either satisfy or frustrate
the needs of others, and, by so doing, they control behavior of others.
 The role culture: In a role culture orientated organization, structures and systems give
protection to sub - ordinates and stability to the organization. The duties and rewards of
employees’ roles are clearly defined. This is usually defined in writing as a job
description.
 The achievement culture: The achievement - orientated organization is known as the
‘aligned’ organization because it lines people up behind a common vision or purpose.
This type of organization uses the mission to attract and release the personal energy of its
employees in the pursuit of common goals. There is an inner commitment within these
achievement orientated individuals.
 The support culture: The support culture may be defined as an organization climate that
is based on mutual trust between the individual and the organization. In such
organizations, people are valued as human beings and are not just cogs in a machine. This
culture centers on warmth and even love and it makes people want to come to work in the
morning, not only because they like their work but also because they care for their
colleagues. These four types of culture all have different implications to the success of a
business where the power culture is dependent on a central power source with rays of
power and influence spreading out from the central figure. These types of cultures are
proud and strong and have the ability to move quickly and can react well to threat and
danger, as postulated by Handy.

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ORGANIZATIONAL EFFECTIVENESS
Organizational effectiveness is the concept of how effective an organization is in
achieving theoutcomest he o r ga niza t io n int e nd s t o p r o d uc e . The id e a of
organizational effectiveness is especially important for non-profit organizations as
most people who donate money to nonprofit organizations and charities areinte
rested in knowing whether the organization is effective
inaccomplishingitsgoals.A n o r ga niza t io n' s e ffe c t ive ne s s is a ls o d e p e nd e
nt o n it s c o mmunic a t ive competence and ethics. The relationship between
these three is simultaneous. Ethics is a foundation found within organizational
effectiveness. An organization must exemplify respect, honesty, integrity
and equity to allow communicative competence with the participating members. Along with
ethics and communicative competence, members in that particular group can finally
achieve their intended goals. Organizational effectiveness is an abstract concept and is
basically impossible to
measure. Instead of measuring organizational effectiveness, the organizationde
termines proxy measures which will be used to represent effectiveness. Proxy
measures used may include such things as number of people served, types and
sizes of population segments served, and the demand within those segments for the services the
organization supplies. For instance, a non-
profit organization which supplies meals to house bound people may collect
statistics such as the number of meals cooked and served, the number of volunteers
delivering meals, the turnover and retention rates of volunteers, the
demographics of the people served, the turnover and retention of consumers, the number
of requests for meals turned down due to lack of capacity(amount of food, capacity of meal
preparation facilities, and number of delivery volunteers), and amount of wastage.
Since the organization has as its goal the preparation of meals and the delivery of
those meals to house bound people,
itmeasures its organizational effectiveness by trying to determine what actuala
ctivities the people in the organization do in order to generate the outcomes the
organization wants to create. Activities such as fundraising or volunteer training are
important because they provide the support needed for the organization to deliver its services
but they are not the outcomes per se. These other activities are overhead activities which assist
the organization in achieving its desired outcomes

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State Bank of India
State Bank of India (SBI) is the largest Indian banking and financial services company (by
turnover and total assets) with its headquarters in Mumbai, India. It is state-owned. The bank
traces its ancestry to British India, through the Imperial Bank of India, to the founding in 1806 of
the Bank of Calcutta, making it the oldest commercial bank in the Indian Subcontinent. The State
Bank of India is the largest of the Big Four banks of India, along with ICICI Bank, Punjab
National Bank and HDFC Bank—its main competitors. It is the 29th most reputed company in
the world according to Forbes. Also SBI is the only bank featured in the coveted “top 10 brands
of India” list in an annual survey conducted by Brand Finance and the Economic Times in
2010.
There are seven other associate banks that fall under SBI. They all use the “State Bank of” name
followed by the regional headquarters’ name:
1. State Bank of Bikaner & Jaipur
2. State Bank of Hyderabad
3. State Bank of Indore
4. State Bank of Mysore
5. State Bank of Patiala
6. State Bank of Saurashtra
7. State Bank of Travancore
Foreign Offices
State Bank of India is present in 32 countries, where it has 84 offices serving the international
needs of the bank’s foreign customers, and in some cases conducts retail operations.
Formalization:
The formalization of the State bank of India is as follows:
 All the officers have certain financial powers and administrative powers depending upon
their positions.
 The delegation of financial powers of various grades of officials is decided by the Central
Board which is revised from time to time, depending upon the organization’s requirement
and also Government / RBI guidelines.

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 There is a well defined organizational structure and a clear system of accountability and
control system, which also take into account the RBI / CVC guidelines.
 There are quite a number of documents like manuals, book of instructions, codified
circulars, scheme of delegation of powers, proceedings of the board etc and also the
periodical circulars used by the employees for discharging various functions.
There are quite a number of documents like manuals, book of instructions, codified circulars,
scheme of delegation of powers, proceedings of the board etc and also the periodical circulars
used by the employees for discharging various functions.
Centralization and Decentralization in State Bank of India
 Regarding sanction of loans, each officer of the Bank will consider loan proposals and
take a decision in terms of the scheme of delegation of powers, on the merits of the
proposals.
 If bank need to purchase any kind of equipment like computers or software branch
managers are required to take permission from the high authority.
 So in term of decision making centralization is high and low decentralization, managers
have some power to take decision but it is very limited.

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ICICI Bank:
ICICI Bank is India's second-largest bank with total assets of about Rs. 1trillion and a
network of about 540 branches and offices and over 1,000 ATMs. ICICI Bank
offers a wide range of banking products and financial services to corporate and
retail customers through a variety of delivery channels and through its specialized
subsidiaries and affiliates in the areasof investment banking, life and non-
Banking , venture capital, asset management and information technology.
ICICI Bank's equity shares are listed in India on stock exchanges at Chennai, Muzaffar
nagar, Kolkata and Vadodara, the Stock Exchange, Mumbai and the National Stock
Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New
York Stock Exchange (NYSE).ICICI Bank was originally promoted in 1994 by
ICICI Limited, an
Indianfina nc ia l ins t it ut io n, a nd w a s it s w ho lly o w ne d s ub s id ia r y. I
C I C I ' s shareholding in ICICI Bank was reduced to 46% through a public offering of shares in
India in fiscal 1998, an equity offering in the form of ADRs listed on the N YSE in fiscal
2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock
amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in
fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the
Government of India and representatives of Indian industry. The principal objective was to create
a development financial institution for providing medium-term andlong-
term project financing to Indian businesses. In the 1990s, ICICItransform
ed its business from a development financial institution offering only project finance to a
diversified financial services group offering a wide variety of products and services, both
directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999,
ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the
NYSE. After consideration of various corporate structuring alternatives in thec
ontext of the emerging competitive scenario in the Indian bankingindust
ry, and the move towards universal banking, the managements of ICICI and ICICI
Bank formed the view that the merger of ICICI with ICICI
Bank would be the optimal strategic alternative for both entities, and would
create the optimal legal structure for the ICICI group's universal banking
strategy. The merger would enhance value for ICICI
shareholderst hr o ugh t he me r ge d e nt it y' s a c c e s s t o lo w -
c o s t d e p o s it s , gr e a t e r opportunities for earning fee-based income and the ability to

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participate inthe payments system and provide transaction-
banking services. Themerger would enhance value for ICICI Bank shareholders
through a large capital base and scale of operations, seamless access to ICICI's
strong corporate relationships built up over five decades, entry into new business segments,
higher market share in various business segments, particularly fee- based services, and
access to the vast talent pool of ICICI and its subsidiaries. In October 2001, the
Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and
two of its wholly owned retail finances subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger
was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High
Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai
and the Reserve Bank of India in April 2002. Consequent to
theme r ge r , t he I C I C I gr o up ' s fina nc ing a nd b a nk ing o p e r a t io ns , b o t
hwholesale and retail, have been integrated in a single entity.
I C I C I Ba nk ha s s igne d a n a gr e e me nt t o us e t he N C R s w it c h ma r k t
echnology for online
networking all its ATMs, the officials said they network would come into
place in September. ICICI Bank recently restructured its organizational structure by setting up
strategic business units for retail banking, corporate banking and fore and treasury operations, as
independent profit centers. ICICI is all set to launch a 60-second television commercial on
August 15, 1999. 2000ICICI Bank became the first Indian bank to list on the N ew
York Stock Exc ha nge w it h it s $ 1 7 5
millio n A me r ic a n d e p o s it o r y s ha r e s is s ue generating a demand book 13 times
its size at $2.2
billion.The Bank proposes to bring credit cards to the "large, underserve
d population" in rural and semi-urban areas.

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HDFC Bank
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank
in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994.
The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its
registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled
Commercial Bank in January 1995.
HDFC Bank began operations in 1995 with a simple mission: to be a "World-
class Indian Bank".They realised that only a single-
minded focus on productquality and service excellence would help them get there. Today,
they are proud to say that they are well on our way towards that goal. It is extremely gratifying
that their efforts towards providing customer convenience have been appreciated both nationally
and internationally. HDFC bank has been showered with a number of awards, consisting
of The Best Employer Award in 2007-2008.

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Research Methodology
Methodology refers to more than a simple set of methods; rather it refers to the rationale and
the philosophical assumptions that underlie a particular study. This is why scholarly
literature often includes a section on the methodology of the researchers. For the purpose of
this study, the type of research undertaken was primary
research, which comprised of collecting information through questionnaires from
the selected sample. Primary research is more detailed and it involves
getting close information from the sample directly.
PROCEDURE OF THESTUDY:
The study was conducted by getting questionnaires filled by SBI, ICICI
and HDFC Bank employees. Then the data collected was tabulated and tools like
SPSS was used for the quantification of the data collected.
INSTRUCTIONS GIVEN TO SAMPLE INDIVIDUALS:
The employees of SBI, ICICI and HDFC Bank, who were randomly
selected as a part of the sample, were told to fill the questionnaires with
legitimate details in the questionnaire. The sample individuals were also requested to give
t h e t r u e a n d f a i r p i c t u r e o f t h e o r g a n i z a t i o n a n d t h e
w o r k i n g environment of the organization, as this would help us in getting a fair
picture of the organization and help us get the true findings from the study.

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DATA COLLECTED, ANALYSED AND FINDINGS

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1) Free interaction among employees, each respecting others’ feelings, competence and sense of
judgment.
Response SBI ICICI HDFC
Write 4 if it is highly
valued.
4 4 5
Write 3 if it is given a
fairly high value.
3 2 2
rather low value.
2 3 1
very low value.
1 1 2
TOTAL 10 10 10
SBI:

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INTERPRETATION: After tabulation of the data and SPSS histogram it can be said that
HDFC Bank is more positive in free interaction among employees, each respecting others’
feelings, competence and sense of judgment rather than SBI and ICICI Bank.

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2) Facing and not shying away from problems.
valued.
2 4 6
fairly high value.
5 3 3
rather low value.
3 2 1
very low value.
0 1 0
TOTAL 10 10 10
SBI:

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INTERPRITATION: After tabulation of the data and SPSS histogram it can be said that HDFC
Bank is more positive in facing and not shying away from problems rather than SBI and ICICI
Bank.

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3) Offering moral support and help to employees and colleagues in crisis.
valued.
7 4 6
fairly high value.
2 3 2
rather low value.
1 2 2
very low value.
0 1 0
TOTAL 10 10 10
SBI:

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INTERPRITATION: After tabulation of the data and SPSS histogram it can be said that SBI
Bank is more positive in offering moral support and help to employees and colleagues in crisis
rather than HDFC and ICICI Bank.

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4) Congruity between feelings and expressed behavior (minimum gap between what people say and do).
valued.
4 3 2
fairly high value.
3 5 4
rather low value.
3 1 1
very low value.
0` 1 3
TOTAL 10 10 10
SBI:

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Bank is more positive in Congruity between feelings and expressed behavior (minimum gap
between what people say and do) rather than HDFC and ICICI Bank.

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5) . Preventive action on most matters.
valued.
3 4 3
fairly high value.
5 4 5
rather low value.
2 2 2
very low value.
0 0 0
TOTAL 10 10 10
SBI:

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INTERPRITATION: After tabulation of the data and SPSS histogram it can be said that ICICI
Bank is more positive in preventive action on most matters rather than HDFC and SBI Bank.

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6) Taking independent action relating to their jobs.
valued.
2 3 2
fairly high value.
5 5 5
rather low value.
1 2 1
very low value.
2 0 2
TOTAL 10 10 10
SBI:

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Bank is more positive in taking independent action relating to their jobs rather than HDFC and
SBI Bank.

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7) Team work and team spirit.
valued.
6 5 4
fairly high value.
2 2 3
rather low value.
2 1 2
very low value.
0 2 1
TOTAL 10 10 10
SBI:

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Bank is more positive in team work and team spirit rather than HDFC and ICICI Bank.

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8) Trying out innovative ways of solving problems.
valued.
2 6 4
fairly high value.
6 3 4
rather low value.
2 1 2
very low value.
0 0 0
TOTAL 10 10 10
SBI:

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Bank is more positive in trying out innovative ways of solving problems rather than HDFC and
SBI Bank.

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9) Genuine sharing of information, feelings and thoughts in meetings.
valued.
3 5 3
fairly high value.
4 2 5
rather low value.
2 1 2
very low value.
1 2 0
TOTAL 10 10 10
SBI:

50
Bank is more positive in genuine sharing of information, feelings and thoughts in meetings rather
than HDFC and SBI Bank.

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10) Going deeper rather than doing surface-level analysis of interpersonal problems.
valued.
2 2 2
fairly high value.
3 5 5
rather low value.
4 2 3
very low value.
1 1 0
TOTAL 10 10 10
SBI:

53
INTERPRITATION: After tabulation of the data and SPSS histogram it can be said that all of
the three banks (SBI, HDFC and ICICI Bank) have the same opinion regarding going deeper
rather than doing surface-level analysis of interpersonal problems.

54
11) Interpersonal contact and support among people.
valued.
2 1 3
fairly high value.
4 4 5
rather low value.
3 2 1
very low value.
1 3 1
TOTAL 10 10 10
SBI:

56
Bank is more positive in Interpersonal contact and support among people rather than SBI and ICICI
Bank.

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12) Tactfulness, smartness and even a little manipulation to get things done.
valued.
4 4 4
fairly high value.
5 3 3
rather low value.
1 1 3
very low value.
0 2 0
TOTAL 10 10 10
SBI:

59
INTERPRITATION: After tabulation of the data and SPSS histogram it can be said that all of
the three banks (SBI, HDFC and ICICI Bank) have the same opinion regarding tactfulness,
smartness and even a little manipulation to get things done.

60
13) Seniors encouraging their subordinates to think about their development and take action in that
direction.
valued.
2 2 4
fairly high value.
4 5 2
rather low value.
3 3 3
very low value.
1 0 1
TOTAL 10 10 10
SBI:

62
Bank is more positive in seniors encouraging their subordinates to think about their development
and take action in that direction rather than SBI and ICICI Bank.

63
14) Close supervision of employees, and directing their action.
valued.
5 3 4
fairly high value.
3 5 3
rather low value.
2 1 2
very low value.
0 1 1
TOTAL 10 10 10
SBI:

65
Bank is more positive in Close supervision of employees, and directing their action rather than
HDFC and ICICI Bank.

66
15) Accepting and appreciating help offered by others.
valued.
3 4 7
fairly high value.
4 3 2
rather low value.
1 3 1
very low value.
2 0 0
TOTAL 10 10 10
SBI:

68
Bank is more positive in Accepting and appreciating help offered by others rather than SBI and
ICICI Bank.

69
16) Encouraging employees to take a fresh look at how things are done.
valued.
4 4 5
fairly high value.
3 3 3
rather low value.
2 1 1
very low value.
1 2 1
TOTAL 10 10 10
SBI:

71
and ICICI Bank is more positive in Encouraging employees to take a fresh look at how things are
done rather than HDFC Bank.

72
17) Free discussion and communication between seniors and subordinates.
valued.
4 4 3
fairly high value.
3 3 5
rather low value.
3 3 2
very low value.
0 0 0
TOTAL 10 10 10
SBI:

74
and ICICI Bank is more positive in free discussion and communication between seniors and
subordinates rather than HDFC Bank.

75
18) Facing challenges inherent in the work situation.
valued.
3 2 6
fairly high value.
5 5 2
rather low value.
1 3 0
very low value.
1 0 2
TOTAL 10 10 10
SBI:

77
Bank is more positive in facing challenges inherent in the work situation rather than SBI and
ICICI Bank.

78
19) Confiding in seniors without fear that they will misuse the trust.
valued.
2 4 4
fairly high value.
5 3 6
rather low value.
3 2 0
very low value.
0 1 0
TOTAL 10 10 10
SBI:

80
and HDFC Bank is more positive in Confiding in seniors without fear that they will misuse the
trust rather than SBI Bank.

81
20) Owning up mistakes.
valued.
6 3 4
fairly high value.
3 5 3
rather low value.
1 2 2
very low value.
0 0 1
TOTAL 10 10 10
SBI:

83
Bank is more positive in owning up mistakes rather than HDFC and ICICI Bank.

84
21) Considering both positive and negative aspects before taking action.
valued.
4 3 3
fairly high value.
4 7 5
rather low value.
2 0 1
very low value.
0 0 1
TOTAL 10 10 10
SBI:

86
Bank is more positive in consideringbothpositiveandnegativeaspectsbeforetakingaction rather
than HDFC and ICICI Bank.

87
22) Obeying and checking with seniors rather than acting on your own.
valued.
2 6 2
fairly high value.
5 3 8
rather low value.
3 1 0
very low value.
0 0 0
TOTAL 10 10 10
SBI:

89
INTERPRETATION: After tabulation of the data and SPSS histogram it can be said that ICICI
Bank is more positive in Obeying and checking with seniors rather than acting on your own
rather than HDFC and SBI Bank.

90
23) Performing immediate tasks rather than being concerned about large organisational goals.
valued.
5 2 4
fairly high value.
2 4 3
rather low value.
1 1 2
very low value.
2 3 1
TOTAL 10 10 10
SBI:

92
Bank is more positive in performing immediate tasks rather than being concerned about large
organizational goals rather than HDFC and ICICI Bank.

93
24) Making genuine attempts to change behaviour on the basis of feedback.
valued.
4 2 2
fairly high value.
3 5 5
rather low value.
2 3 3
very low value.
1 0 0
TOTAL 10 10 10
SBI:

95
Bank is more positive in making genuine attempts to change behavior on the basis of feedback
rather than HDFC and ICICI Bank.

96
Conclusion
There is no particular consensus found in the literature regarding the definition of Organizational
culture, but the most important point is that it is the perceptions and values of employees
working in an organization, that constitute the culture of an organization.
As the important point of this study is to compare the organizational culture in three banks (SBI,
ICICI and HDFC) an attempt was made to study the “job related values” and “perception of
employees relating to actual practice in their banks”.
A stratified random sample of 10 employees of each Bank have been interviewed through
OCTAPACE Profile questionnaire, and the data collected were processed using SPSS.
In all three banks culture plays a significant role. All these firms already have a good
organizational culture according to the survey done by me.
But according to the response of the person I interviewed, State Bank of India has the best
organizational culture because the respondents consistently rated highly satisfied in most of the
question asked to them.

97
Appendix
OCTAPACEPROFILE
Name: Role:
Organisation: Date:
Thisinstrumentwill helpyoutolookat some of the valuesandbeliefsof yourorganisations.Given
beloware statementsthatindicate some organisational values.If these are valuesof the top
management,theygenerallywill be sharedinthe organisation.
Readeach statementandindicate howmuchthe spiritcontainedinthe statementisvaluedinyour
organisation.Please be frank.
Write 4 if it ishighlyvalued.
Write 3 if it isgivena fairlyhighvalue.
Write 2 if it isgivena ratherlowvalue.
Write 1 if it isgivena verylowvalue.
_____1.Free interactionamongemployees,eachrespectingothers’feelings,competence andsenseof
judgment.
_____2.Facing and notshyingawayfrom problems.
_____ 3.Offeringmoral supportandhelptoemployeesandcolleaguesincrisis.
_____4.Congruity between feelingsandexpressedbehavior(minimumgapbetweenwhatpeople say
and do).
_____5. Preventiveactiononmostmatters.
_____6. Takingindependentactionrelatingtotheirjobs.
_____7. Team workand teamspirit.
_____8. Tryingout innovative waysof solvingproblems.
_____9. Genuine sharingof information,feelingsandthoughtsinmeetings.
_____10. Going deeperratherthandoingsurface-level analysisof interpersonal problems.
_____11. Interpersonal contactandsupportamongpeople.
_____12. Tactfulness,smartnessandevenalittle manipulationtogetthingsdone.

98
_____13. Seniorsencouragingtheirsubordinatestothinkabouttheirdevelopmentandtake actionin
that direction.
_____14.Close supervisionof employees,anddirectingtheiraction.
_____15.Accepting and appreciatinghelpofferedbyothers.
_____16.Encouraging employeestotake a freshlookathow thingsare done.
_____17.Free discussionandcommunicationbetweenseniorsandsubordinates.
_____18.Facing challengesinherentinthe worksituation.
_____19.Confidingin seniorswithoutfearthattheywill misuse the trust.
_____20.Owning up mistakes.
_____21.Consideringbothpositive andnegative aspectsbefore takingaction.
_____22.Obeying and checkingwithseniorsratherthanactingonyour own.
_____23.Performingimmediate tasksratherthanbeingconcernedaboutlarge organisational goals.
_____24.Making genuine attemptstochange behaviouronthe basisof feedback.

99
Bibliography
1) https://www.wikipedia.org/
2) http://www.blackle.com/
3) http://www.cuil.com/

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