MBA Study On Organisational Culture and Its Impact On Employees Behaviour - 237652089

A Study On Organisational Culture And Its
Impact On Employees Behaviour
By
G. HARINI
Reg.No. 71103631009
Of
KONGU ENGINEERING COLLEGE,

Perundurai, Erode 638 052.
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment of the requirements

for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
June, 2005
BONAFIDE CERTIFICATE
Certified that this project report titled A Study on Organisational

Culture and Its Impact on Employees Behaviour is the bonafide work of
Miss. G. Harini who carried out the research under my supervision. Certified
further, that to the best of my knowledge the work reported herein does not
form part of any other project report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other
candidate.
SUPERVISOR DIRECTOR
Viva - Voce held on _______________.
INTERNAL EXAMINER EXTERNAL EXAMINER

ABSTRACT
The topic of the project is A Study on Organizational Culture and its

Impact on employees behaviour. It brings out the behavioural aspect of the
employees working in Hyundai Motors India Ltd. The main objective of the
study is to find the overall performance of the employees.
The research design used in this study is descriptive research design.

Data from 100 people were collected as population study. Data was collected
by survey method through structured questionnaire with close ended questions.
The primary data was obtained through questionnaire and secondary data from
the company records and through internet.
The purpose of the survey process is to provide a more accurate

assessment of the existing culture from the employees point-of-view and also
to assess their behaviours with respect to that of the existing culture.
The culture of an organisation consists of the values and beliefs of the

people in an organisation. The organisational culture usually has values and
beliefs that support the organisational goals. Organizational culture has an
impact on employees satisfaction.
The analysis was done through simple percentage analysis and

weighted average method. From the analysis it was found that the employees
of HMIL were much satisfied with their interpersonal relationships, co-ordination
and integration between various departments of the organization, and also the
rewards & incentives given by their management. But the management has to
provide more practical sessions in training programmes to improve their
performance in their respective fields. Such training programmes will help them
to enhance their knowledge in the respective fields.
CONTENTS
Chapter No. Particulars Page No.
LIST OF TABLES
LIST OF CHARTS
1. INTRODUCTION
1.1 Industry Profile 1

1.2 Company Profile 4
2.
OBJECTIVES, SCOPE AND LIMITATIONS
OF THE STUDY
2.1 Objectives of the study 10

2.2 Scope of the study 11
2.3 Limitations of the study 12
3.
RESEARCH METHODOLOGY
3.1 Research Design 13

3.2 Population Size 13
3.3 Data Source 14
3.4 Analysis and Interpretation 14
4. DATA ANALYSIS AND INTERPRETATION
4.1 Analysis of the Data 15

4.2 Weighted Average 48
5. RESULTS AND DISCUSSIONS
5.1 Findings 50
5.2 Suggestions 53
5.3 Conclusions 54
APPENDIX
REFERENCES
Table. No. Particulars Page No.

1 Highly involved in their work 15
2 Ability to manage my their own work 17
3 Others cooperate to get work done 19
4 Members have good interpersonal 20

relationship
5 Employee consulted on important maters 21
6 Effective utilization of skills and abilities 22

by the company
7 Capabilities are viewed as important 23

source of competitive advantage
8 Work related suggestions are valued 24
9 The organization values diversity 25
10 Organization has clear and consistent set 27

of values
11 While disagreements occurs employee 28

work hard to achieve solutions
12 Easy for the employee to reach consensus 29

even on difficult issues
13 Feel happy to work with people from other 30

parts of the organization also
14 Its easy for me to coordinate with different 31

departments of the organization
15 Employee respond well to the 33

organizational change
16 Employees continually adopt new and 35

improved ways to do work
17 Companys current activities reflect a 36

strong focus on clients.
18 Employees given a real opportunity to 37

improve their skills in the organization
19 Employees view failure as an opportunity 38

for learning and improvement
20 Organization has clear mission that gives 39

meaning and direction to their work
21 Employees are clear with organization 41

long-term purpose and direction
22 Employees have clear idea about my 42

companys goal
23 Employees continuously track their 43

progress against the stated goal
24 Employees have shared vision about the 45

future of organization
25 Organizations vision creates motivation 46

for the employees
26 Opinion about the organizational factors 48

with respect to employees behavioral
aspects
Chart .No. Particulars Page No.
1 Highly involved in their work 16
2 Ability to manage my their own work 18
3 The organization values diversity 26
4 Employee respond well to the 33

organizational change
5 Employees continually adopt new and 35

improved ways to do work
6 Organization has clear mission that gives 40

meaning and direction to their work
7 Employees continuously track their 44

progress against the stated goal
8 Organizations vision creates motivation 47

for the employees
CHAPTER 1
INTRODUCTION
1.1 INDUSTRY PROFILE
AUTOMOBILE INDUSTRY
Automobile Industry, industry that produces automobiles and other

gasoline-powered vehicles, such as buses, trucks, and motorcycles. The
automobile industry is one of the most important industries in the world,
affecting not only the economy but also the cultures of the world. It provides
jobs for millions of people, generates billions of dollars in worldwide revenues,
and provides the basis for a multitude of related service and support industries.
Automobiles revolutionized transportation in the 20th century, changing forever
the way people live, travel, and do business.
The automobile has enabled people to travel and transport goods

farther and faster, and has opened wider market areas for business and
commerce. The auto industry has also reduced the overall cost of
transportation by using methods such as mass production (making several
products at once, rather than one at a time), mass marketing (selling products
nationally rather than locally), and globalization of production (assembling
products with parts made worldwide). Between 1886 and 1898, about 300
automobiles were built, but there was no real established industry. A century
later, with automakers and auto buyers expanding globally, auto making
became the world's largest manufacturing activity, with nearly 58 million new
vehicles built each year worldwide.
As a result of easier and faster transportation, the United States and
world economies have become dependent on the mobility that automobiles,
trucks, and buses provide. This mobility allowed remote populations to interact
with one another, which increased commerce. The transportation of goods to
consumers and consumers to goods has become an industry in itself. The
automobile has also brought related problems, such as air pollution, congested
traffic, and highway fatalities. Nevertheless, the automobile industry continues
to be an important source of employment and transportation for millions of
people worldwide.
INDIA AUTOMOBILE INDUSTRY
Following India's growing openness, the arrival of new and existing

models, easy availability of finance at relatively low rate of interest and price
discounts offered by the dealers and manufacturers all have stirred the demand
for vehicles and a strong growth of the Indian automobile industry.
The data obtained from ministry of commerce and industry, shows high
growth obtained since 2001- 02 in automobile production continuing in the first
three quarters of the 2004-05. Annual growth was 16.0 per cent in April-
December, 2004; the growth rate in 2003-04 was 15.1 per cent the automobile
industry grew at a compound annual growth rate (CAGR) of 22 per cent
between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the
turnover of the automobile industry exceeded Rs. 59,518 crore in 2002-03.
Including turnover of the auto-component sector, the automotive industry's
turnover, which was above Rs. 84,000 crore in 2002-03, is estimated to have
exceeded Rs.1,00,000 crore ( USD 22. 74 billion) in 2003-04.
Automobile Dealers Network in India
In terms of Car dealer networks and authorized service stations,

Maruti leads the pack with Dealer networks and workshops across the country.
The other leading automobile manufactures are also trying to cope up and are
opening their service stations and dealer workshops in all the metros and major
cities of the country. Dealers offer varying kind of discount of finances who in
tern pass it on to the customers in the form of reduced interest rates.
Major Manufacturers of Automobiles in India

Maruti Udyog Ltd.
General Motors India
Ford India Ltd.
Eicher Motors
Bajaj Auto
Daewoo Motors India
Hero Motors
Hindustan Motors
Hyundai Motor India Ltd.
Royal Enfield Motors
Telco
TVS Motors
DC Designs
Swaraj Mazda Ltd
Government has liberalized the norms for foreign investment and

import of technology and that appears to have benefited the automobile sector.
The production of total vehicles increased from 4.2 million in 1998- 99 to 7.3
million in 2003-04. It is likely that the production of such vehicles will exceed 10
million in the next couple of years.
1.2 COMPANY PROFILE
ABOUT HYUNDAI MOTORS INDIA LIMITED
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of

Hyundai Motor Company, South Korea and is the second largest and the
fastest growing car manufacturer in India. HMIL presently markets over 25
variants of passenger cars in six segments. The Santro in the B segment, Getz
in the B+ segment, the Accent in the C segment, the Elantra in the D segment,
the Sonata in the E segment and the Terracan in the SUV segment.
The company recorded combined sales of 215,630 cars during the

calendar year 2004 with a growth of 43% over year 2003. HMIL is Indias
fastest growing car company having rolled-out over 700,000 cars in just over 70
months since its inception and is the largest exporter of passenger cars with
exports of over Rs. 1,700 crores. HMIL has recorded a staggering growth of
149% in exports over the year 2003.
HMILs fully integrated state-of-the-art manufacturing plant near

Chennai boasts some of the most advanced production, quality and testing
capabilities in the country. In continuation of its investment in providing the
Indian customer global technology, HMIL has announced plans for its second
plant, which will produce 150,000 units per annum, raising HMILs total
production capacity to 400,000 per annum by 2007. The plant will be built on a
2.1 million square meter site adjacent to the existing facility with an investment
of $450-$500 million on its new integrated facility. HMIL is investing to expand
capacity in line with its positioning as HMCs global export hub for compact
cars. Apart from expansion of production capacity, HMIL plans to expand its
dealer network, which will be increased from 146 to 180 this year. And with the
companys greater focus on the quality of its after-sales service, HMILs service
network will be expanded to over 1,000 in 2005.
ABOUT HYUNDAI MOTOR COMPANY
The parent company of HMIL is the Korean Car giant Hyundai Motor
Company (HMC), a part of the Hyundai Motor Group comprising Hyundai Motor
Company, Kia Motors, Hyundai Mobis and other affiliated companies, with a
combined turnover of over US$ 50 Billion. The Hyundai Motor Group with a
presence in over 185 countries and with a combined annual sale of over 3
million units is one of the fastest growing auto manufacturers in the world.
Hyundai Motor and its sister concern Kia Motor achieved global
sales of over 3.16 million cars worldwide in 2004. The target for 2005 is an
ambitious 3.7 million vehicles.
HYUNDAIS FULLY INTEGRATED MANUFACTURING CAPABILITIES
The Press Shop
A computer controlled line that converts sheet metal to body panels

of high dimensional accuracy and consistency.
The Body Shop
A hi-tech line that builds full body shells from panels. Automated
robotic arms are used for intricate welding operations that ensure superior and
consistent build quality.
The Paint Shop
This is one of the most modern paint shops in the country and uses
the environment friendly water based process for superior and lasting exteriors.
A unique process management system followed here helps us deliver the most
extensive colour range, independent of minimum batch requirements, helping
customers get their preferred colour anytime.
The Aluminium foundry
Forges the engine cylinder blocks for our cars to exacting design
specifications.
The Engine and Transmission Shop
One of the biggest engine shops in the country, this unit is equipped
with the most modern tooling and testing facilities to make a wide range of
engines in house.
The Plastic Extrusion Unit
Moulds the dashes, bumpers and other plastic components to

perfect fit and finish.
The Plastic Paint Shop
One of the very few manufacturing units in India to have this facility
in-house, Hyundai's plastic paint shop delivers a high grade finish on exterior
plastic components.
The Test Track
With comprehensive performance testing facilities like rattle

testing and ABS brake testing; this track is designed to meet pre-delivery
(PDI) certification standards to exacting Euro specifications.
R&D FACILITIES
Hyundai and Kia together have R&D centres in the United States,
Europe, and Japan apart from the global R&D headquarters at Ulsan, Korea.
The Hyundai Motor Group has recently dedicated an annual R&D

spend of close to US$ 2 Billion, up from US$ 1.2 Billion to enhance its thrust on
new product development and achieve global quality benchmarks by year
2005. This includes the $30 Mn Hyundai-Kia Design and Technical Center in
Irvive, California.
ENVIRONMENT MANAGEMENT
Hyundai Motor India has been awarded the benchmark ISO 14001
certification for its sustainable environment management practices. Living up to
its commitment of providing global standards of qualityand process
management in India, Hyundai had put in place an Environment Management
System (EMS) at its manufacturing plant in Chennai right from its project stage.
The certification process was completed in a record time of 10 months with
'Zero NCRs'. The assessment was done by TUV SUDDEUTSCHLAND and
covered areas like Awareness Training, Technology Upgradation, Recycling,
Waste Management and fulfilling Government Regulations.
HMI is also working on a backward integration strategy that will

support vendors of the company in implementing EMS.
Hyundai Motor Company, S.Korea, the parent of HMI, has been

doing considerable work on sustainable Environment Management. The
company has a well-defined framework in place for developing products that
reduce pollutant emissions and processes for preservation of natural resources
and energy along all the stages of the product lifecycle from production, sales,
and use to disposal. The company has also been in the forefront of
development of environment friendly technologies like Hybrid Electric Vehicles
(HEVs), and Fuel Cell Electric Vehicles (FCEVs) and has been awarded the
ISO 14001 certification for all its three major plants in Ulsan, Asan and Jeonju
in S.Korea.
SOCIAL RESPONSIBILITY
Hyundai, as a responsible corporate citizen is committed to

sustainable social development and the preservation of the environment. All the
company's key manufacturing units, including the Indian plant has the ISO
14001 certification for its Environment management practices. As a part of its
social responsibility programs, the company conducts various campaigns to
spread awareness of in-car safety and safe driving practices, particularly
targeted against drunken driving, speeding, etc.
As a part of its community development projects, the company has

adopted a few villages around its factory in Tamilnadu and has been working
towards the social and economic development of these villages, assisting them
in the areas of primary health care, education, basic amenities and employment
opportunities.
CHAPTER 2
OBJECTIVES, SCOPE AND

LIMITATIONS OF THE STUDY
2.1 OBJECTIVES OF THE STUDY
This study is undertaken with the following objectives.
1. To assess the existing culture of the organization and to find its

impact on employees behaviour.
2. To analyse the overall performance of the employees.
3. To learn the employees relationship with their peers.
4. To study the employees feel about the management.
5. To understand how the employer encourages participation in

decision making.
6. To find out the employees motivational factor.
2.2 SCOPE OF THE STUDY
1. It helps the management
To understand the causes of performance problems.

To understand how to assess the effectiveness of motivational
practices in the organization.
2. This study focuses on today's turbulent, often chaotic, environment,

commercial success depends on employees making use of their talents
in full.
3. The management can create the work environment in which their

employees will thrive.
4. The management can
Enhance the professional perception of the employees

Foster a team oriented cooperative environment
Enhance employee relationship
Provide constructive feedback to their performance
Encourage the resolve of the employees to change the
negative behavior pattern
2.3 LIMITATIONS OF THE STUDY
It is difficult to elicit responses from employees who do night

shifts.
The attitude of the worker changes from time to time. Hence the
result of the project may be applicable only at present.
We cannot get exact information because some of the employees

are reluctant to share the information.
CHAPTER 3
RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
A research design is an arrangement of condition for collection and

analysis of the data in a manner that aims to combine relevance to the
research purpose with economy in procedure.
The study is descriptive in nature i.e., descriptive research. Descriptive

research is concerned with describing the characteristics of a particular
individual or group. This includes surveys and fact-finding enquiries of different
kinds. The main characteristic of this method is that the researcher has no
control over the variables; one can only report what has happened or what is
happening. Thus, the research design in case of descriptive study is a
comparative design throwing light on all the areas and must be prepared
keeping the objectives of the study and the resources available. This study
involves collection of data from Junior level Executives.
3.2 POPULATION SIZE
The universe of the study consists of employees (Junior level

Executives) of Hyundai with a total number of 105. Out of the total population
data could be collected from 100 persons.
3.3 DATA SOURCE
This study involves collection of primary data from the employees of

Hyundai. This survey method is used considering the size of the universe and
time factor. Data are collected through structured Questionnaire. Questionnaire
has been designed and personally administered.
3.4 ANALYSIS AND INTERPRETATION
As the questions generate direct information the data were analyzed

using Statistical tools such as,
1. Simple percentage
2. Weighted average
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS OF THE DATA
TABLE NO. 1
HIGHLY INVOLVED IN THEIR WORK
No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 53 53.0
2. Agree 24 24.0
3. Neutral 14 14.0
4. Slightly Disagree 9 9.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
From the above table it is clear that 53% of the respondents have
strongly agreed that they are highly involved in work, followed by 24% of the
respondents who agreed, 14% of the respondents are neutral and 9% of the
respondents slightly disagreed.
TABLE NO. 2
ABILITY TO MANAGE THEIR OWN WORK
No. of
Respondents
2. Agree 34 34.0
3. Neutral 15 15.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
strongly agreed about managing their own work, followed by 34% of the
respondents who agreed, 15% of the respondents are neutral and 4% of the
TABLE NO. 3
OTHERS COOPERATE TO GET WORK DONE
No. of
Respondents
2. Agree 65 65.0
3. Neutral 23 23.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
From the above table it is clear that 65% of the respondents are
agreeing about cooperation in doing work, 12% of the respondents strongly
agree and 23% of the respondents are neutral. This shows that majority of the
employees feel that there is interpersonal cooperation.
TABLE NO. 4
MEMBERS HAVE A GOOD INTERPERSONAL

RELATIONSHIP
No. of
Respondents
2. Agree 41 41.0
3. Neutral 32 32.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
From the above table it is clear that 41% of the respondents agree
on that they have good relationship with other members, 22% of the
respondents have strongly agreed, 32.7% of the respondents are neutral and
5% of the respondents slightly disagreed.
TABLE NO. 5
EMPLOYEE CONSULTED ON IMPORTANT MATERS
No. of
Respondents
2. Agree 26 26.0
3. Neutral 50 50.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
From the above table it is clear that 50% of the respondents are
neutral about the boss consult the employee on important matters, followed by
15% of the respondents who strongly agreed, 26% of the respondents have
agree and 9% of the respondents slightly disagreed.
TABLE NO. 6
EFFECTIVE UTILIZATION OF SKILLS AND

ABILITIES BY THE COMPANY
No. of
Respondents
2. Agree 56 56.0
3. Neutral 26 26.0
5. Disagree 4 4.0
Total 100 100.0
INFERENCE
that their skills and abilities are utilized effectively by the company, 9% of the
respondents strongly agree, 26% of the respondents are neutral, 5% of the
respondents slightly disagreed and 4% of them disagreed.
TABLE NO. 7
CAPABILITIES ARE VIEWED AS IMPORTANT

SOURCE OF COMPETITIVE ADVANTAGE
No. of
Respondents
2. Agree 39 39.0
3. Neutral 27 27.0
5. Disagree 10 10.0
Total 100 100.0
INFERENCE
that their capabilities are viewed as important source of competitive advantage,
18% of the respondents strongly agree, 27% of the respondents are neutral,
6% of the respondents slightly disagreed and 10% of them disagreed.
TABLE NO. 8
WORK RELATED SUGGESTIONS ARE VALUED
No. of
Respondents
2. Agree 44 44.0
3. Neutral 30 30.0
5. Disagree 7 7.0
Total 100 100.0
INFERENCE
that their work related suggestions are valued in the organization, 13% of the
respondents strongly agreed, 30% of the respondents are neutral, 6% of the
TABLE NO. 9
THE ORGANIZATION VALUES DIVERSITY
No. of
Respondents
2. Agree 50 50.0
3. Neutral 28 28.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
that the organisation values diversity, 13% of the respondents have strongly
agreed, 28% of the respondents are neutral and 9% of the respondents slightly
disagreed.
TABLE NO. 10
ORGANIZATION HAS CLEAR AND CONSISTENT

SET OF VALUES
No. of
Respondents
2. Agree 35 35.0
3. Neutral 33 33.0
5. Disagree 4 4.0
Total 100 100.0
INFERENCE
that the organization has clear and consistent set of values, 22% of the
respondents have strongly agreed, 33% of the respondents are neutral, 6% of
the respondents slightly disagreed and 4% of them disagreed.
TABLE NO. 11
WHILE DISAGREEMENTS OCCUR THE EMPLOYEE

WORK HARD TO ACHIEVE SOLUTIONS
No. of
Respondents
2. Agree 58 58.0
3. Neutral 19 19.0
5. Disagree 4 4.0
Total 100 100.0
INFERENCE
that they will work hard to achieve win-win solutions when disagreements
occur, 17% of the respondents strongly agree, 19% of the respondents are
neutral, 2% of the respondents slightly disagreed and 4% of them disagreed.
TABLE NO. 12
EASY FOR THE EMPLOYEE TO REACH CONSENSUS

EVEN ON DIFFICULT ISSUES
No. of
Respondents
2. Agree 49 49.0
3. Neutral 31 31.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
that its easy for them to reach consensus even on difficult issues, 12% of the
respondents strongly agree, 31% of the respondents are neutral and 8% of the
TABLE NO. 13
FEEL HAPPY TO WORK WITH PEOPLE FROM OTHER

PARTS OF THE ORGANIZATION ALSO
No. of
Respondents
2. Agree 35 35.0
3. Neutral 13 13.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
strongly agreed that they feel happy to work with people from other part of the
organization also, followed by 35% of the respondents who agreed, 13% of the
respondents are neutral, and 8% of the respondents slightly disagreed.
TABLE NO. 14
IT IS EASY TO COORDINATE WITH DIFFERENT

DEPARTMENTS OF THE ORGANIZATION
No. of
Respondents
2. Agree 46 46.0
3. Neutral 11 11.0
5. Disagree 2 2.0
Total 100 100.0
INFERENCE
that it is easy for them to coordinate with other departments, 41% of the
respondents strongly agree, 11% of the respondents are neutral and 2% of the
respondents disagreed.
TABLE NO. 15
EMPLOYEES RESPOND WELL TO THE

ORGANIZATIONAL CHANGES
No. of
Respondents
2. Agree 47 47.0
3. Neutral 11 11.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
that they respond well to the organisational changes, 42% of the respondents
strongly agree and 11% of the respondents are neutral.
TABLE NO. 16
EMPLOYEES CONTINUALLY ADOPT TO NEW

AND IMPROVED WAYS TO DO WORK
No. of
Respondents
2. Agree 46 46.0
3. Neutral 16 16.0
5. Disagree 1 1.0
Total 100 100.0
INFERENCE
that they continually adopt new and improved ways to do work, 33% of the
TABLE NO. 17
COMPANYS CURRENT ACTIVITIES REFLECT

A STRONG FOCUS ON CLIENTS
No. of
Respondents
2. Agree 45 45.0
3. Neutral 23 23.0
5. Disagree 0 0.0
Total 100 100.0
INFERENCE
From the above table it is clear that 45 of the respondents agree

that the companys current activities reflect a strong focus on clients, 22% of
the respondents strongly agree, 23% of the respondents are neutral, 10% of
the respondents slightly disagreed.
TABLE NO. 18
EMPLOYEES GIVEN A REAL OPPORTUNITY TO IMPROVE

THEIR SKILLS IN THE ORGANIZATION
No. of
Respondents
2. Agree 41 41.0
3. Neutral 15 15.0
5. Disagree 8 8.0
Total 100 100.0
INFERENCE
that they are given real opportunity to improve their skills in the organization,
31% of the respondents strongly agree, 15% of the respondents are neutral,
5% of the respondents slightly disagreed and 8% of them disagreed.
TABLE NO. 19
EMPLOYEES VIEW FAILURE AS AN OPPORTUNITY FOR

LEARNING AND IMPROVEMENT
No. of
Respondents
2. Agree 52 52.0
3. Neutral 18 18.0
5. Disagree 4 4.0
Total 100 100.0
INFERENCE
that they view failure as an opportunity for learning and improvement, 25% of
the respondents strongly agreed, 18% of the respondents are neutral, 1% of
TABLE NO. 20
ORGANIZATION HAS A CLEAR MISSION THAT GIVES

MEANING AND DIRECTION TO THEIR WORK
No. of
Respondents
2. Agree 48 48.0
3. Neutral 23 23.0
5. Disagree 7 7.0
Total 100 100.0
INFERENCE
that the organization has a clear meaning and direction to their work, 20% of
the respondents strongly agree, 23% of the respondents are neutral, 2% of the
TABLE NO. 21
EMPLOYEES ARE CLEAR WITH THE ORGANIZATIONS

LONG TERM PURPOSE AND DIRECTION
No. of
Respondents
2. Agree 46 46.0
3. Neutral 17 17.0
5. Disagree 6 6.0
Total 100 100.0
INFERENCE
that they are clear with the organization's long term purpose and direction, 29%
of the respondents strongly agree, 17% of the respondents are neutral, 2% of
TABLE NO. 22
EMPLOYEES HAVE CLEAR IDEA ABOUT THE

COMPANYS GOAL
No. of
Respondents
2. Agree 49 49.0
3. Neutral 15 15.0
5. Disagree 2 2.0
Total 100 100.0
INFERENCE
that they have clear idea about the companys goal, 32% of the respondents
strongly agree, 15% of the respondents are neutral, 2% of the respondents
slightly disagreed and 2% of them disagreed.
TABLE NO. 23
EMPLOYEES CONTINUOUSLY TRACK THEIR PROGRESS

AGAINST THE STATED GOALS
No. of
Respondents
2. Agree 48 48.0
3. Neutral 22 22.0
5. Disagree 1 1.0
Total 100 100.0
INFERENCE
that they continuously track their progress against the stated goals, 26% of the
TABLE NO. 24
EMPLOYEES HAVE A SHARED VISION ABOUT

THE FUTURE OF ORGANIZATION
No. of
Respondents
2. Agree 30 30.0
3. Neutral 17 17.0
5. Disagree 3 3.0
Total 100 100.0
INFERENCE
strongly agreed that they have a shared vision about the future of the
organization, followed by 30% of the respondents who agreed, 17% of the
respondents are neutral, 4% of the respondents slightly disagreed and 3% of
them disagreed.
TABLE NO. 25
ORGANIZATIONS VISION CREATES MOTIVATION

FOR THE EMPLOYEES
No. of
Respondents
2. Agree 57 57.0
3. Neutral 10 10.0
5. Disagree 5 5.0
Total 100 100.0
INFERENCE
that organizations vision creates motivation for them, 25% of the respondents
strongly agree, 10% of the respondents are neutral, 3% of the respondents
slightly disagreed and 5% of them disagreed.
4.2 WEIGHTED AVERAGE
TABLE NO. 26
OPINION ABOUT THE ORGANIZATIONAL FACTORS WITH

RESPECT TO EMPLOYEES BEHAVIORAL ASPECTS
Weightage
S.No. Factors
Score
1. I am highly involved in my work 4.21
2. I have the ability to manage my own work 4.24

3. The people I work with cooperate to get work done 3.89
4. My team members have a good interpersonal 3.80
relationship with me
5. My boss consults me on important maters 3.47
6. My skills and abilities are utilized effectively by the 3.61
company
7. My capabilities are viewed as an important source 3.49
of competitive advantage
8. My work related suggestions are valued 3.50
9. The organization values diversity 3.67
10. There is a clear and consistent set of values 3.65
11. When disagreements occur, I work hard to achieve 3.82
win-win solutions
12. It is easy for me to reach consensus, even on 3.65
difficult issues
13. I feel happy to work with people from other parts of 4.07
the organization also
14. It is easy for me to coordinate with different 4.24
departments of the organization
15. I respond well to the organizational changes 4.31
16. I continually adopt new and improved ways to do 4.06
work.
17. The companys current activities reflect a strong 3.79
focus on clients
18. I am given a real opportunity to improve my skills 3.82
in this organization
19. I view failure as an opportunity for learning and 3.93
improvement
20. There is a clear mission that gives meaning and 3.75
direction to my work
21. I am clear with the organizations long-term 3.90
purpose and direction
22. I have clear idea about my companys goal 4.07
23. I continuously track my progress against the stated 3.95
goals
24. I have a shared vision of what the organization will 4.12
be like in the future
25. Organizations vision creates motivation for me 3.94
INFERENCE
From the above table it is clear that most of the respondents gave
more weightage for the statement I respond well to the organizational
changes, secondly respondents give more weightage for two statements I
have the ability to manage my own work & It is easy for me to coordinate with
different departments of the organization , third weightage for statement I am
highly involved in my work, fourth weightage for the statement I have a shared
vision of what the organization will be like in the future and the fifth position is
for two statements I feel happy to work with people from other parts of the
organization also & I have clear idea about my companys goal.
CHAPTER 5
RESULTS AND DISCUSSIONS

5.1 FINDINGS
Majority (53%) of the respondents strongly agreed that they are highly
involved in their work.
Sizable number (47%) of the respondents strongly agreed that they have
ability to manage their own work.
Majority (65%) of the respondents agreed that the people they work with
are cooperating to get work done.
Sizable number (41%) of the respondents agreed that they have good
relationship with other members.
Half (50%) of the respondents are neutral that their boss consult them
on important matters.
Majority (56%) of the respondents agreed that the company utilizes their
skills and abilities effectively.
A good number (39%) of the respondents agreed that their capabilities

are viewed as an important source of competitive advantage.
Sizable number (44%) of the respondents agreed that their work related
suggestions are valued by the company.
Half (50%) of the respondents agreed that the organization values

diversity.
A good number (35%) of the respondents agreed that there is clear and
consistent set of values in the organization.
Majority (58%) of the respondents agreed that while disagreements

occur they work hard to achieve win-win solutions.
Sizable number (49%) of the respondents agreed that its easy for them
to reach solutions even on difficult issues.
Sizable number (44%) of the respondents strongly agreed that they feel
happy to work with people from other parts of the organization also.
Sizable number (46%) of the respondents agreed that its easy for them
to coordinate with other departments.
Sizable number (47%) of the respondents agreed that they respond well
for the organizational changes.
Sizable number (46%) of the respondents agreed that they continuously

adopt to new & improved ways to do work.
Sizable number (45%) of the respondents agreed that companys

current activities reflect a strong focus on clients.
Sizable number (41%) of the respondents agreed that they are given a
real opportunity to improve their skills in the organization.
Majority (52%) of the respondents agreed that they view failure as an

opportunity for learning and improvement.
Sizable number (48%) of the respondents agreed that the organizations

clear mission gives meaning and direction to their work.
Half (50%) of the respondents agreed that they are clear with
organizations long term purpose and direction.
Sizable number (49%) of the respondents agreed that they have clear
idea about the companys goal.
Sizable number (48%) of the respondents agreed that they continuously

track their progress against stated goals of the company.
Sizable number (46%) of the respondents strongly agreed that they have
shared vision on organizations future.
Majority (57%) of the respondents agreed that the organizations vision

creates motivation for them.
Most of the respondents gave more weightage for the statement I
respond well to the organizational changes.
5.2 SUGGESTIONS
In training programmes practical sessions must receive greater

emphasize.
The management may enhance the frequency of employees

feedback on their performance.
Now, only the employees who belong to committees can

participate in decision-making. The management may encourage
all the employees to participate in decision-making process.
5.3 CONCLUSION
The study about the organizational culture and behaviour on

employees reveals that the workers were satisfied with their ability, co-
operation, team work, involvement, supervisors, utilization of their skills
and rewards etc. They are highly satisfied with the current culture of
HMIL.
Because of this favourable culture the employees show positive

behaviours like high involvement, highly commitment to the organization,
highly motivated and highly flexible to the organizational changes etc.
1-15,17,19-25,27-31,32,34,36-39,41-43,45,46,48-54

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A Study On Organisational Culture And Its

Impact On Employees Behaviour

KONGU ENGINEERING COLLEGE,

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

MASTER OF BUSINESS ADMINISTRATION

Certified that this project report titled A Study on Organisational

Viva - Voce held on _______________.

INTERNAL EXAMINER EXTERNAL EXAMINER

The topic of the project is A Study on Organizational Culture and its

The research design used in this study is descriptive research design.

The purpose of the survey process is to provide a more accurate

The culture of an organisation consists of the values and beliefs of the

The analysis was done through simple percentage analysis and

Chapter No. Particulars Page No.

1.1 Industry Profile 1

2.1 Objectives of the study 10

3.1 Research Design 13

4. DATA ANALYSIS AND INTERPRETATION

4.1 Analysis of the Data 15

5. RESULTS AND DISCUSSIONS

Table. No. Particulars Page No.

2 Ability to manage my their own work 17

3 Others cooperate to get work done 19

4 Members have good interpersonal 20

5 Employee consulted on important maters 21

6 Effective utilization of skills and abilities 22

7 Capabilities are viewed as important 23

8 Work related suggestions are valued 24

9 The organization values diversity 25

10 Organization has clear and consistent set 27

11 While disagreements occurs employee 28

12 Easy for the employee to reach consensus 29

13 Feel happy to work with people from other 30

14 Its easy for me to coordinate with different 31

15 Employee respond well to the 33

16 Employees continually adopt new and 35

17 Companys current activities reflect a 36

18 Employees given a real opportunity to 37

19 Employees view failure as an opportunity 38

20 Organization has clear mission that gives 39

21 Employees are clear with organization 41

22 Employees have clear idea about my 42

23 Employees continuously track their 43

24 Employees have shared vision about the 45

25 Organizations vision creates motivation 46

26 Opinion about the organizational factors 48

1 Highly involved in their work 16

2 Ability to manage my their own work 18

3 The organization values diversity 26

4 Employee respond well to the 33

5 Employees continually adopt new and 35

6 Organization has clear mission that gives 40

7 Employees continuously track their 44

8 Organizations vision creates motivation 47

1.1 INDUSTRY PROFILE

Automobile Industry, industry that produces automobiles and other

The automobile has enabled people to travel and transport goods

INDIA AUTOMOBILE INDUSTRY

Following India's growing openness, the arrival of new and existing

In terms of Car dealer networks and authorized service stations,

Major Manufacturers of Automobiles in India

Government has liberalized the norms for foreign investment and