My ppt tells you about the firo-b in treditional level

1. FIRO-B :
An Empirical Study On
“Organization Culture & Development”
At AmaraRaja Batteries Ltd.,Thirupathi.
A Prashanth Raj’s Presentation

3. The Fundamental Interpersonal Relations
Orientation–Behavior (FIRO-B) instrument is a short but
powerful self-report tool designed to measure behavior that
derives from interpersonal needs. It can be used to address a
variety of issues including one-to-one relationships, team work,
career development , organizational culture, and leadership
development. When used properly, it provides individuals and
teams with increased insight into and appreciation of
interpersonal behaviors. This in turn can lead to increased
interpersonal effectiveness and satisfaction in working with or
relating to others
The FIRO-B instrument can be used with individuals,
couples, and groups in any situation where insight into
interpersonal behaviors may prove useful. This assessment is
most commonly used to help people.

4. The FIRO-B instrument was created in the late 1950s by
William Schutz (1958). FIRO-B theory was developed in the
context of understanding and predicting how high performance
military teams would work together. Schutz started from the
premise that “people need people”—that in addition to physical
needs such as food and shelter, interpersonal needs also
motivated the behavior of individuals.
The FIRO-B instrument can be used in organizations to
• Identify organizational culture and its implications
• Identify potential sources of conflict between two cultures

6. Background of Battery Industry
A battery is an electrochemical device in which the free
energy of a chemical reaction is converted into the electrical
energy. The chemical energy contained in the active materials is
converted into electrical energy by means of electrochemical
oxidation-reduction reaction. It is the only device, which can
store electrical energy in the form of chemical energy, and
hence it is called as a storage battery.
Sealed Maintenance Free (SMF) batteries and Value
Regulated Lead Acid (VRLA) technology are leading the
battery sector around the globe VRLA batteries have become
the preferred choice in various application such as uninterrupted
power supply, emergency lights, security system and weighing
scales.

7. Major Manufacturers in the battery industry in India
1. 1.Exide industries
2. Standard Batteries
3. Amco batteries
4. Tudor India
5. Amara raja Batteries Ltd.
6. Hyderabad Batteries Ltd.

8. Prospects of SMF/VRLA batteries in India
The following factors are influencing the demand for
VRLA technology batteries.
 Entry to multinational in Telecom Industry
 DOT’s policy decision to upgrade the over technology
base
 Constraints in the use of conventional battery in Radio
paging and//cellular segments.
Due to project expansion in Telecom and Railways, the
demand for VRLA batteries is greater than other industrial
batteries.

10. Amara Raja batteries private
limited (ARBL) incorporated under the company’s act, 1956 in
13th February,1985 and converted into public limited company
on 6th September,1990.
Sri Galla Ramachandra Naidu who
is an Electrical Engineer with an experience promoted Amara
Raja. ARBL is the first company in India. The company is
manufacturing good quality of Sealed Maintenance
Free(SMF). The company is setting up to Rs. 1920 lakhs plant
is in 18 acres in Karakambadi village, Renigunta Mandal.

11. Mission, mantra, way of
thinking, philosophy, what we live for… call it what
you want, you'll find it below. Introduce yourself to the
way we think."To transform our spheres of influence
and to improve the quality of life by building
institutions that provide better access to better
opportunities, goods and services to more people…all
the time."
MISSION :
QUALITY POLICY :
ARBL’s main policy is to
achieve customer satisfaction through the collective
commitment of employees in design, manufacture and
marketing of reliable power systems, batteries allied
products and services.

12. Awards
“The Spirit of Excellence” – awarded by academy of fine arts,
Tirupati.
“Best Entrepreneur of the year 1998 award by Hyderabad
Management Association.
“Industrial Economist Business Excellence Award”—1991
award by the Industrial Economist, Chennai.
“Excellence Award”—by Institution of Economic Studies,
New Delhi
“Udyog Rattan Award”—by Institution of Economics
Studies, New Delhi.

14. BENEFITS OF THE RESEARCH
The findings of the research would give
the managers a point to start exploring ways to strengthen their
relationships with others in order to improve their interpersonal
relationships in an organization.
This FIRO-B analysis would serve as
an integral part of an organization’s initiatives in leadership and
coaching, team building and conflict management. The findings
from this research would also serve as a guide for the top
management to form compatible teams. Individuals undergoing
the FIRO-B analysis would be able to identify the options for
increasing their job satisfaction and productivity.

15. OBJECTIVES OF THE STUDY:
•To construct a measure of how an individual acts in
interpersonal situation
•To construct a measure that will lead to the prediction of
interaction between people
•To study of the FIRO-B instrument with internal
relationship.

16. TOOLS AND TECHNIQUES :
1. Matrix (3x2 grid).
2. FIRO-B Instrument descriptive statistical method.
3. Scaling:
By Strength of the interpersonal needs [overall need
score]
& Total behavior comparison.

17. Scaling format by Strength of the
interpersonal needs [overall need score]:
By the matrix right hand corner score, the scaling as follows
0-7 (low) = The involvement with others not at all
satisfactory and some interaction sessions are recommended.
8-13 (medium-low) = The involvement with others just
satisfactory and need to increase their interaction levels in
their relations.
14-19 (medium-high) = The involvement with others is
satisfactory and should be enhanced for more inter personal
relations.
20-30 (high) = The involvement with others is highly
satisfactory and these people are very much interactive in
their relations and these are the best of all.

18. Total behavior comparison :-
Comparison of Expressed and Wanted:
Where Expressed > Wanted
It states that the person always keep others at distance to avoid
unwanted behaviors and accepts behaviors from particular
people only.
Where Expressed = Wanted
It states that the person always cautious in maintain relation
with others.
Where Expressed < Wanted
It states that the person may be dissatisfied that they are not
getting what they want from others and they have to grow
attached to people who give to them what they really want.

20. I
E
I
W
C
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C
W
A
E
A
W
I
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M
Eligibl
e item
for
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e item
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ble
item
for
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1
S
C
O
R
E
1
3
5
7
9
4,5,6
3,4,5,6
3,4,5,6
4,5,6
5,6
1
0
1
0
1
16
19
22
25
27
5,6
5,6
5,6
6
6
0
1
1
1
1
18
21
24
29
30
4,5,6
4,5,6
5,6
4,5,6
5,6
1
1
0
1
1
2
6
10
12
14
3,4,5,6
3,4,5,6
4,5,6
4,5,6
3,4,5,6
1
1
1
1
1
4
8
11
13
15
5,6
5,6
6
5,6
1,2,3
1
1
1
0
1
17
20
23
26
28
5,6
5,6
1,2
5,6
1,2
0
1
1
1
0
T
o
t
al
3 4 4 5 4 3
EMPLOYEE INTERPERSONAL SCORE BOARD

21. THE MATRIX I C A TOTA
L
E 3 4 4 11
W 4 5 3 12
TOTAL 7 9 7 23
INTERPRETATION:
Strength of the personal need {overall need score} =23(high)
Total behavior {expressed} =11(high)
Total behavior {wanted} = 12(high)
Here the behavior comparison = Expressed <Wanted
CONCLUSION:
The above table represents the
employee code 003. The employee strength of his/her personal need
score is high(23) .It means involvement of this employee in interaction
is highly satisfactory where as total behavior of employee expressed
(11) less than wanted(12) meanwhile the employee may be dissatisfied
that he/she is not getting what they want and this employee should
grow attached to people who give them what they want.

22. I
E
I
W
C
E
C
W
A
E
A
W
I
T
E
M
Eligibl
e item
for
Point
1
S
C
O
R
E
I
T
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M
Eligibl
e item
for
Point
1
S
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Eligi
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item
for
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Eligibl
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for
Point
1
S
C
O
R
E
1
3
5
7
9
4,5,6
3,4,5,6
3,4,5,6
4,5,6
5,6
1
1
1
0
0
16
19
22
25
27
5,6
5,6
5,6
6
6
0
0
0
0
0
18
21
24
29
30
4,5,6
4,5,6
5,6
4,5,6
5,6
0
0
0
1
0
2
6
10
12
14
3,4,5,6
3,4,5,6
4,5,6
4,5,6
3,4,5,6
1
1
0
1
0
4
8
11
13
15
5,6
5,6
6
5,6
1,2,3
1
1
0
1
0
17
20
23
26
28
5,6
5,6
1,2
5,6
1,2
0
0
1
0
0
T
ot
al
3 0 1 3 3 1
EMPLOYEE INTERPERSONAL SCORE BOARD

23. THE MATRIX I C A TOTAL
E 3 1 3 7
W 0 3 1 4
TOTAL 3 4 4 11
INTERPRETATION:
Strength of the personal need {overall need score} = 11 (medium low)
Total behavior {expressed} = 7(medium)
Total behavior {wanted} = 4(low)
Here the behavior comparison = Expressed > Wanted
CONCLUSION:
The above table
represents the employee code 004. The employee strength of his/her
personal need score is medium low(11) .It means involvement of this
employee in interaction is just satisfactory where as total behavior of
employee expressed (7) more than wanted(4) meanwhile this employee
behavior states that he/she keep others at a distance to avoid unwanted
behaviors and accept behaviors from particular people only.

25. FINDINGS:
•As per the Total score of the employees most of the
employees are having satisfactory level of interaction.
•As per the comparison between expressed and wanted
most of the employees behavior is more expressive than
they wanted.
•As per the employees ratings some of the employees
wanted nature is more than the expressive nature.

26. RECOMMANDATIONS:
•As their expressive and wanted behavior comparison the most
of the employees are much expressive but these people need
some more interactive sessions to develop their interactive
levels.
•I recommend some more sessions like management games
,some interactive classes to make Amar raja employees to be
high in their interactive levels where they are already well in
their

28. As per my study and
findings I concluded that the interaction levels of
the employees of Amara raja batteries are
satisfactory .and when compared with behaviors
most of the employees are expressive in their
nature
CONCLUSION