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CHAPTER 1
INTRODUCTION
IntroductionAn organization, whether formal or in formal, large or small is
composed of people human resource who come from different walk of life and
who are different from one another in their psychological make-up. Human
resource consist of the total knowledge, skills, creative abilities, talents and
aptitudes of an organizations satisfied workforce, as well as the values and
attitudes and beliefs of the individuals involved in it. The performance of
human being and their behaviors when engaged on a particular job is
influenced by intangible psychological and social factors, such as family
breeding, education, personal likes and dislikes, emotions, job conditions, the
welfare facilities and privileges available to them while at work, recognition of
their work., the wages or salaries they receive and above all employee
satisfactions.
The quantity and quality of human resources are modified by such
environmental factors as education, training and development with the help of
acquired knowledge and talents, a human being is capable of producing new
ideas, developing and improving capital goods and modifying the available
physical and financial resource in order to achieve greater productivity,
satisfaction and the goals set by an organization. Capital national resources
forgin aid and international aid and play important than an efficient pool of well
educated, well trained and highly developed personal through whose creative
efforts the goals of an organization may be achieved. In this fact lies the
importance of human resource.
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The deals with the employees effectively, therefore, are quite a difficult and
at the same time a challenging and different job from that of handling
inanimate resource. Human being have to be handled with great care by the
personal manager, who should be expect in the art of what is usually called
Human Relation or Human Engineering.
Employees have a variety of expectation to fulfill. For the
satisfaction of these expectations, their role as workers and as member of
group should recognize, people feel satisfaction in work not only by getting
money for it, but also prestige, status, independence, security, reward respect.
These must be given when due. Employee participation is essential for higher
production and greater human satisfaction. The satisfaction desired by an
employee may be Economic, social and psychological.
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1.2 STATEMENT OF THE PROBLEM
This study is under taken to analyze the organizational climate in
BSCL, SALEM. It helps in analyzing the present organizational climate
followed in the company and how far does the employees are satisfied with the
present process and do they require any changes in the present process
followed which could help them in modifying and developing present situation.
1.3 OBJECTIVES OF THE STUDY
Primary objective
The objective of the study is to identify the organizational climate
prevailing in BSCL and the way in which that affects the employees in
the organization.
To analyze the relationship between the employer and employees in the
organization.
To identify the areas to be improved in the organization.
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1.4 SCOPE OF THE STUDY
The investigator has made the study to measure the prevailing
organizational climate in BSCL. It helps the management to concentrate
the area which wants to improve for the betterment of organization.
1.5HYPOTHESIS OF STUDY
There is no significant relationship between the different
age group, salary and experience with organizational climate.
1.6LIMITATION OF THE STUDY
1. Study conducted in BSCL Salem, It not applicable in any othercompanies.
2. Bias of the respondents is another problem, as they did not reveal theirreal feelings.
3. Survey is restricted to sample size 75.
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1.6 CHAPTERIZATION OF THE STUDY
The first chapter deals with the introduction that includes,
statement of the problem, objectives of the study, scope of the study,
hypothesis of the study, limitation of the study and chapterization of the study.
The second deals with the concept and review that includes
concepts, company profile and employee profile.
The third chapter deals with the methodology which include
research design, survey details, sampling techniques, data collection details,
data collection methods, sample size and tools of the study.
The fourth chapter deals with the data analysis, which include
analysis of data.
In the last chapter results and findings are presented based
on the findings of the study, suggestions are given and the conclusion is also
included.
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CHAPTER2
CONCEPT AND REVIEW
2.1 CONCEPTS OF THE STUDY
Meaning of HRM Different terms are used to
denote resource management. They are labor management, labor
administration, labor management relations, employee employer relation,
industrial relation, personal administration, personal management, human
capital management, human resource management and the like. Though these
terms can be differentiated widely the basic nature of distinction lies in the
scope or coverage evolutionary stage. In simple sense human resource
management means employing people, developing their resource, utilizing,
maintaining and compensating their service in tune with the job and
organizational requirements.
2.1.1 Human Resource Management
A process consisting of four functions acquisition,
development, motivation and maintenance of human resources
DEVID.A.DECENZO&STEPHEN.P.ROBINS
ORGANIZATIONAL CLIMATE
Organizational climate is an indicator of whether those beliefsand expectations are being fulfilled. Basically organizational climate reflects a
persons perception of the organization to which he belongs. It is a set of
characteristics and factors that are perceived by the employees about their
organizations which serve as a major force in influencing their behavior. These
factors may include job description, organizational style, challenges and
innovations, organizational values and culture and so on.
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Richard M. Hodgetts has classified organizational climate into to major
categories. He has analogy with an iceberg where there is a part of the iceberg
that can be seen from the surface and another part of the under water and is
not visible. The visible part that can be observed or measured include the
structure of hierarchy, goals and objectives of the organization, performance
standards and evaluations, technologies state of the operation and so on. The
second category contains factors that are not visible and quantifiable and
include such values, morale, personal and social interaction with peers,
subordinates and supervisors and a sense of satisfaction with the job. Both of
these categories are shown below in the form of iceberg.
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Financial resourceOvert factors Goals of the organization
Skills and abilities of personalTechnological statePerformance standardsEfficiency measurement
AttitudesFeelingsValues
Covert factors NormsInteractionSatisfaction
While some of the factors are easily measured by
quantitative methods, others have to be assessed subjective simply by asking
employees relevant questions as to how they fell about certain factors relating
to organizational climate.
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2.2 REVIEW OF RELATED LITERATURE
Mr. Lokesh in July 2006 has done a project titled A study on
organizational climate in TVS, Chennai for the partial fulfillment of the MBA
program, afflicted to periyar university. Though the study titled, a study of
organizational climate in TVS the researcher concluded that there is good
satisfaction level of staff members towards their job and also want to
concentrate on certain factors for maintaining the good working involvement
with high level of satisfaction.
2.3 INDUSTRY PROFILE:
Refractory is a term given to a class of materials which are produced
from non-metallic minerals and possess capability to withstand heat and
pressure. These are products that confer properties like high temperature
insulation, resistance to corrosive and erosive action of hot gases, liquids and
solids at high temperature in various kilns and furnaces.
The production of refractories started in India in the form of fire clay
bricks in 1874. Today, a wide variety of refractory products are manufactured
tailor made to suit the requirements of the application in various sectors which
include iron and steel, cement, glass, non-ferrous metal, petrochemical,
fertilizer, thermal power plants etc.
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The fortunes of the refractory industry are linked to the growth of iron
and steel sector which consumes a mammoth 75% of the refractories
produced. The specific refractory consumption is about 27 kg/t in steel
industry, 1.7 kg/t in cement and 55 kg/t in glass industry. These sectors are
giving high thrust on productivity, quality, cost, energy conservation and
cleaner environment which necessitates new generation of refractories with
specific requirements.
2.4 HISTROY OF BSCL
The History of Burn Standard Co Limited dates back to 1781, when Burn &
Co. was established on the West side of River Hooghly in Calcutta. Thereafter,
the company diversified its activities in several areas covering Heavy Steel
Fabrication, Large Turnkey Projects, Oil Processing Platforms, Steel and
Manganese Castings, Refractories and other related products. The Company
now possesses over 10 (ten) manufacturing units spread over the four states
of West Bengal, Bihar, Madhya Pradesh and Tamil Nadu in India. The strength
of over two centuries engineering expertise of erstwhile Burn Standard &
Company Ltd, and the Indian Standard Wagon Co Ltd, were merged in 1976 to
form Burn Standard Company Limited, a Govt. of India undertaking. Burn
Standard (BSCL) today is a leader in the Indian Heavy Engineering Industry
with versatile production facilities and extensive engineering capabilities with 3
(three) Engineering manufacturing units at Howrah, Burnpur and Jellingham,
and 8 (eight)Refractory manufacturing unit all over India.The Howrah &
Burnpur units are engaged in the manufacture of Railway Rolling Stocks and
Components.
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PRODUCTION SCENARIO:
The installation capacity for refractory production in india is 1.65million
tones and today runs at 62.37% of the total capacity. The production was a
mere 47.25% of the installed capacity in 2002 2003. Refractory production in
the country has been showing a growth of 16% per annum from 2002 2003
till now. This is attributed to the stupendous growth in steel production for the
past few years.
Among the refractories, high alumina bricks/shapes constitute 35.13%,
fire clay bricks/shapes about 25.33%, basic bricks/shapes 19.02%, others
comprising of monolithic about 15.43%, special products 2.71% and silica
bricks/shapes about 2.38% of the total refractory production during 2004
2005 in india. A look at the individual refractory wise capacity utilization
indicate that the production of high alumina is running at 88.25%, special
products at 81.60%, monolithic about 62.61%, basic at about 58.31%, fire clay
at 46.60% and silica at 42.65% of the installed capacities.
The above figures reveal the growing popularity of high alumina, special,
monolithic and basic refractory which is attributed to the technological changes
in the steel industry.
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HISTORY OF SALEM BSCL:
An Englishman Henry Turner discovered MAGNESITE at Salem, in India,
in the year 1890, marking the beginning of the Basic Refractory Industry in
India.
Open cast mining of Magnesite began and the first woodfired kiln for
calcining magnesite was put into operation and the calcined Magnesite was
exported to the U.K.
The company registered further growth after Govt. of India took over the
plant in 1976 and put through a programme of Modernisation and Expansion in
order to meet the growing demand of high quality Basic Refractory of the
modern Indian steel plants, non-ferrous, cement and glass industries,
registering phenomenal growth.
The present facilities of the company include captive mines of high quality
deposits of Low Silica Magnesite using modern earth moving equipment. 150
TPD Rotary Kilns for dead burning Magnesite, high capacity Hydraulic Brick
Presses and 1750 deg. C high temperature, High Tech Tunnel Kiln with
complete range of support facilities. The activities are guided by a vibrant R&D
set-up to keep pace with the rapid changes taking place worldwide in the field
of Refractory.
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2.5 Product profile
Burn Standard Company is a subsidiary of Bharath Bhari Udyog Nigam
Limited under the control of central government. Bharath Bhari Udyog Nigam
Limited is a group of companies in which the following are constitutes.
Burn standard company limited Braithwaite and company limited Jessop
and company limited Bharathwgon and engineering company limited. The
bharathwait burn and Jessop construction limited Bharath brakes and values
limited Key roll burn limited.
Burn standard company manufactures refractory products which are
widely used in steel industries, cement industries, etc. Refractory products are
manufactory from magnesite which is commonly available in and around
Salem. The company for the past three years has been in the red and had a
turn around in the previous sales and production performance.
Burn standard company limited is a gem of brilliance in the crown of refractory
industry. It is sprawled over a picturesque of 3500 acres about 6km from
Salem. The reasons for its location can be attributed to be proximity of
magnesite deposits which is the raw material required magnesite was
discovered at salem by an English man, Henry Turner in the year 1890
marketing the beginning of the basic refractory industry in India subsequently
the company become a unit of the famous martin burn house who established
and to manufacture basic refractory bricks to cater to the nascent steel
industries in India assay material for export.
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The company requited further growth after government of India took over
the plant in 1976 and put through a program of modernization and expansion
in order to meet the growing demand of high quality basic refractory of the
modern steel plant of the steel authority of India as well as those of the private
sector processor, cement and glass industry, registering phenomenal growth.
THE MAIN OBJECTIVES OF TE COMPANY ARE:
1. Marketing only high quality products.
2. Follow latest system and methods to maintain consistent quality.
3. Keep unfailing delivery schedule.
4. Provided complete range of support service.
REGISTERED OFFICE:
Registered office of the company is situated at
228, Raja Santhosh Road, Alipore,Kolkatta 700 027.
REGIONAL OFFICE:
Regional office of the company is situated at
104 Akash Deep 26 A,New Delhi 110001.
SHARE CAPITAL OF THE COMPANY
The companys authorized capital is Rs. 5000 lakhs divided into equity
share capital of Rs. 1000 each were as the issued and subscribed of Rs. 4242
lakhs only
OBJECTIVE OF THE FIRM
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Market only high quality products.
Follow latest systems and methods to maintain constant quality.
Keep unfailing delivery schedules..
MISSION STATEMENT OF THE COMPANY
To maintain strict quality control standards.
Eco friendly mining.
Continuous up gradation of technology of mining, quality control measures
and mineral processing.
Providing gainful employment of people in rural factory.
REFRACTORY INDUSTRY ANALYSIS
BIO DATA OR REFRACTORY INDUSTRY
100years old.
80 units in organized sector.
100-150units in small and unorganized sector.
END USERS PROFILE OF REFRACTORY PRODUCT
Iron & Steel plant : 75%
Cement industry : 11%
Glass industry : 5%
Copper industry : 4%
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PRODUCT PROFILE
LIST OF PRODUCTS PROVIDED IN BURN STANDARD COMPANY
LIMITED
1. Magnesite bricks
2. Magnesite chrome bricks
3. Chrome magnesite bricks
4. Chemically bonded bricks
5. Direct bonded bricks
6. Magnesia carbon bricks
7. Refractories for electric arc furnace
8. Refractories for electric arc furnace EBT (UHP)
9. Refractories for LF/VD & VAD ladle
10.Refractories for AOD, OTBC & VODC
11.Refractories for VOD
12.Refractories for BOF
Refractories for hot metal mixer
13.Refractories for open hearth furnace
14.Refractories for glass industries
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15.Refractories for cement industries
16.Refractories for copper industries
17.Caustic magnesia products
18.Monolithic ( Basic more arts, patching masses, spraying & gunning
compounds)
The above said products are in different specifications. But anyway their
core material is the MAGNESE. It is obtained from the magnese mine
located near the plant in Salem. The major product of the BSCL is DBM (Dead
Burnt Magnese). It is of high quality such that it can understand the
temperature of 1750 Deg.C.
CATEGORY OF REFRACTORIES & APPLICATION:
1. FIRE CLAY BRICKS/SHAPES:
These are basically aluminosilicate refractories possessing alumina not
exceeding 42%. Fire clay refractoriness earlier used to find use in lining of
blast furnaces for hearth and bosh portion due to the dense structure, reheat
shrinkage, resistance to slag and load characteristics of these bricks. However,
today, the dense low heat duty fire clay refractoriness find use in top part of
the blast furnace where abrasion resistance is required and upper in wall
portion where slight slagging action & abrasion resistance are necessary,
intermediate duty fire clay bricks are applied. Though these are the most
economical variety of refractoriness but suffer from poor slag resistance & low
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refractoriness characteristics. In many steel plants, these find extensive use in
lining of soaking pits & reheating furnaces, bottom pouring refractories for steel
casting, safety lining of the steel ladles and kilns in cement industry due to their
good insulating, spalling resistance, dense structure preventing erosion
characteristics.
2. ALUMINA BRICKS/SHAPES:
The change in the quality of the raw materials, increased productivity
and higher temperature and increased campaign life in iron/steel making arena
resulted in drastic reduction in consumption of fire clay products and evolution
of high alumina refractories. 60 72% alumina mullite bricks are used in
hearth and bottom of the blast furnaces. The stoves and hot blast system
where the hot blast temperature gradually increased from 800C to 1250C,
72% alumina bricks with improved insulation are used. In steel plants involving
in production of carbon steels, 72% alumina bricks are still used for working
lining of ladles due to high refractoriness and moderate slag resistance
properties.
Well blocks and sleeves used in steel ladles for fixed at gas purging
cones which are subjected to localized turbulence created by flow of gases
through porous requires refractory materials that sustains good number of
thermal cycles and increased campaign life. Here, 96% alumina bearing
materials are used for high temperature abrasion resistance, low porosity, high
mechanical strength and result in uneven erosion on top surface of the block.
Even, slide gate refractories of 96% alumina are in use in steel ladles. The
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increasing trend for production of cleaner steels led to use of 70% alumina
refractories for bottom pouring.
3. SILICA BRICKS/SHAPE:
Silica refractories possess the ability to withstand substantial load
[50lb/sq.in] to within a few degrees of its cone fusion point of 1710C to
1730C, high resistance to attack by steel furnace fluxes comprising iron oxide,
lime etc, freedom form shrinkage at temperature up to melting point and high
thermal shock resistance in temperature ranging from 600C or below 300C.
these refractory products find extensive use in arch roofs of the furnaces, door
jambs of furnaces and in coke ovens due to their excellent resistance to
spalling.
4. BASIC BRICKS/SHAPES:
The need to produce steels of high quality resulted in greater stresses
on refractory as a result of aggressive slag, prolonged turbulence by
rinsing/lancing, high temperature etc. led to adoption of basic refractories to
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resist slag attack while being chemically stable. Broadly, these refractories are
classified as the dolomite variety and magnesite variety.
Dolomite is the most common basic refractory for both metallurgical
and economic reasons. These are further classified as the sintered and
unburnt materials. The high silicon in hot metal led to use of dolor bricks for
working lining of BOF. In steel ladles, dolomite bricks are used but the holding
time of steel in the ladle should be less and should be hot in circulation. In
contact with air, the free lime of the dolomite refractory reacts leading to
crumbling of the refractory
which is the major disadvantage. Ceramic bonded sintered dolomites possess
high mechanical strength and possess good resistance to thermal shock while
enrichment with magnesia lessens sensitivity to slag attack. The high carbon
dolomite products and chemically bonded products emerged in the market as
an alternative to resin bonded ones and are expected to be lower in cost with
absence of fumes during heating. Among the magnesite refractories, magnesia
carbon and magnesia chrome bricks are highly popular. Magnesia-C bricks
find us in hot spot area of EAF and BOF vessel lining as the refractoriness is
high, highly resistance to slag and thermal shock. In LF/VAD steel ladles,
magnesia-carbon variety refractories with high oxidation resistance and high
hot modulus of rupture are applied in strike pad & slag zone areas. These
refractories help in improved lining life under severe operating conditions like
high tapping temperature, longer holding times and highly basic slags. For
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VOD/AOD, dense magnesia chrome co-clinker grains with low apparent
porosity and high hot strength applied for full wear lining in side wall and
bottom for slags of lower basicity [as is the case for stainless steel] and provide
properties such as excellent penetration of low basicity slags, high hot modulus
of rupture excellent thermal spalling resistance and good abrasion resistance.
MONOLITHICS:
These refractories are well known to produce joint less structure
which is stable from dimensional aspect at high temperature and are resistant
to thermal shock and abrasion. It comprises of castables, plastic mass,
ramming mix, mortars, sling or mix and coating material. Magnesia based
gunnitting mix is used for patching of eroded areas in EAF. Mortars of
magnesite and high alumina are applied for patching of steel ladles.
High alumina mortars are used for fixing ladle nozzle with well block,
joint portion of plate and nozzle, fixing well blocks to steel ladle etc. alumina-
silicate [60% A1203] trough and tap whole mixes are used in blast furnaces.
Even in coke ovens, there is extensive use of silica based mortars for hot
patching and gunnitting. Magnetie ramming mass is applied above the safety
lining in EAF and for lining in basic induction furnaces involving in production of
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special/alloy steels. In acidic induction furnaces used for melting cast
iron/carbon steels, silica ramming mass is applied as the lining material.
Another important application is in the form of ceramic coating of
oxygen/rinsing lances for prolonged lancing/rinsing to meet the metallurgical
requirements. Among the monolithic, castables especially of low cement
variety have dominated presence in various application.
This variety of castables possess about 5% - 7.5% calcium aluminate
cement requiring only around 5% casting water and are less prone to
explosion, no loss of col crushing strength at any temperature, low moisture
content enabling faster drying/pre-heating, high degree of volume stability at
high
temperature providing and excellent abrasion resistance. 90% alumina
castable in use for hoods of VAD/AOD/VOD units, delta region of EAF,
permanent lining of tundish, walking beam furnace hearth, precast burner
block of walking beam furnaces etc. 60% - 70% alumina castables are applied
for covers of soaking pits, stand pipes, charging hole blocks and cover of coke
ovens.
SPECIAL PRODUCTS:
In continuous casting, garnex boards of silica/magnesite for cold
tundishes are used to facilitate sequencing of heats. Various flow control
devices such as baffles / dams / weirs made of magnesite are used in
tundishes for improved quality of the steel. For crack and corrosion resistance,
submerged entry nozzles used between tundish outlet and mould are made of
alumina-carbon / magnesia-zirconia refractory. Shrouds and monoblock
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stoppers made of alumina-carbon / alumina-zirconia are used in tundishes of
various bloom/slab/billet casting machines. 95% zirconia metering nozzles are
used for flow of steel into mould of bilet continuous casting machines for
excellent erosion resistance. Also, for eliminating non-metallic inclusions thus
improving the steel quality, ceramic filters in tundishes have evolved recently.
Prefabricated single block launders of high alumina with SiC, Cr203
are used in EAFS to minimize lip jam formation, improved hot load
characteristics with resistance to slag and thermal shock. Ceramic fibers due
to their insulating nature are used in reheating furnaces, blast system/stoves of
blast furnace etc.
FUTURE OUTLOOK:
Refractoriness cost about 8% - 10% of the total cost of steel
production. There is greater possibility in reducing the specific consumption of
refractoriness by 9kg/T in steel industry, 0.4kg/T in cement industry in the
coming 3 to 4 years. However, the refractory production is expected to
increase by 16% per annum in the coming few years due to the major
expansion and green field projects coming up in the steel segment. Refractory
still have many areas in various sectors to enter in and it would be the
monolithic & special products that would dominate the production in future.
PRESENT FACILITIES:
The present facilities at the command of the company include captive
mines of high quality deposit of the low silica magnesite using modern earth
moving equipment, 150TPD rotary kilns for the dead bringing magnesite high
capacity hydraulic brick presses and 1750C high temperature, high tech
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tunnel kiln with complete range of support facilities. The activities are guided
by a vibrant R&D set-up to keep pace with the change taking place world in the
field of refractory.
PRODUCTION DEPARTMENT AND ITS MANAGEMENT:
Production management is concerned with those processes which
convert the input into output. The inputs are various resources like raw
material, men, machines etc and the output are goods and services.
Production section is under the control of production manager and
maintenance manager.
BRICK MAKING PROCESS:
Brick is the premium of burn standard company. Raw materials are used
are
Magnesite
Chromite
Graphite
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Additives
ADDITIVES:
The additives comprise of detriment solution, molasses, Epson salt,
Magnesium sulphate solution etc which service as binders during the brook
making process.
MAGNESITE:
CRUDE:
The crude is extracted from the mines by blasting which compressors
the crude obtained in this process are MgCo3 (Magnesium Carbonate).
STORAGE:
The crude from the mines dumped in the stacking yard where it is
graded manually recording to the silica (impurity) content present in it as.
LIGHT CARBON:
This serves as I class crude with a very low percentage of silica
content
in it.
SMALL CHIPS:
These are the chips of small size obtained during the blasting of the
crude in the mines.
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PROCESS:
The selected grade of magnesite is sized by primary crushing,
screening, and washing before being feed into the high temperature rotary
kilns (100TPD and 50TPD).
THE PROCESS OF PRODUCTION IN BSCL
MINING
CRUDE MANGESITE
SHAFT KILN CRUSHING
RAYMOND MILL ROTARY
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PACKING COOLER
DESPATCH BUNKER
DEPOT GRINDING
TUNNEL KILN FRACTION
DRIER PRESSING MIXER
MARKETING DEPARTMENT AND ITS FUNCTIONS:
Marketing is an integral part of all our lives. A large percentage of
our working hour is taken up by efforts to market something. It is essential to
the survival of most organization, it is highly visible it is rewarding to its
successful practitioners and frustrating to the less fortune and sometimes. It is
controversial in broad sense marketing consist of activities designed to
generate and facilitate exchange intended to satisfy human needs or wants the
people who comprise a market play a numbers of roles first, there is the
decision market, the individual organizational unit that thus the authority to
commit to the exchange. Then there are consumers, those who actually use or
consume the product another role is the consumers, the party who transaction.
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Finally there are influencers who affect the decision of others
because of there expertise position activity do plan, price, promote and
distribute want satisfying product to target market to achieve organization
object according to the marketing concept, a firm is best able to performance
objectives by adopting. Hence marketing is practiced today in all modern
nations, regardless of their, political philosophy. In recent years numerous
service firms and non-profit organization have found market to be necessary
and worth while. The chatting is to do it well and required an understanding of
what marketing is and how to perform. It the role of marketing in the
organization will also have changes traditionally, marketers have to play role of
middleman, changed with understanding customer to various functional areas
in the organization, who then acted upon these needs.
MAINTENANCE DEPARTMENT:
1. On receipt of enquiry from the customers it is scrutinized for
completeness necessary classification is sought from the customer if required.
2. An enquiry number is allotted and noted down in the enquiry register by
the sales staff.
3. The enquiry papers are sent to HOD (R&D) who in turn wills consult
with production, purchase and workshop personnel to provide batch for costing
and delivery time for the product.
4. The pricing will be arrived based on the data provided.
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5. The UH (SW) will approve the proposal wherever required and the
quotation will be sent to customer enquiry.
6. Based on the quotation and order from the customer, the marketing
activities executed.
7. The order can be executed in two ways.
8. First one is the customer has to pay the amount for the product in
advance.
9. Second one is the performance of the product.
PERSONNEL DEPARTMENT:
Personnel management is concerned with the people dimension in
management. The people assigned to deal with issues were often individual
who are past their prime. The personnel department is to develop the
relationship between employer and employee. All the information will bepassed from the top level management to bottom level management.
EXECUTIVE EMPLOYER:
The work is office based and includes duties and responsibilities suchas typing, filing, liaison, indenting, procurement, payment, stock keeping,
printing, coordination with Government/Statutory authorities, routine services to
department. And such other jobs exclusive to each dept and other clerical/
stenographic jobs.
TECHNICAL PERSONNEL:
Their work is in the shop floor of the company and includes operating
machinery and equipment, repairs, services, upkeep and maintenance, quality
testing, customer service jobs etc.
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RECRUITMENT:
Recruitment can be done in two ways through
Internal
External
PRESENT WORK FORCE:
Permanent - 400
Contract - 200
PERFORMANCE APPRAISAL METHOD:
Executive performance management system1. Task & target fulfillment
2. Rating assessment
Non executive performance management system
1. Group appraisal system
OTHER FACILITY:
Welfare Scholarship
Canteen
Employee service
CHAPTER 3
RESERCH METHODOLOGY
Research is logical and systematic gathering and analysis of
information, pertaining an issue or problem for the purpose of arriving at a
certain conclusion.
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3.1RESERCH DESIGN
The research design is descriptive research study, since the researcher
tries to analyze the views about the organizational climate of BURN
STANDARD COMPANY LIMITED, SALEM.
3.2 SURVEY DETAILS
The data collection for this study, were primary in nature. The data
collected from skilled employees of various departments in BSCL.
3.3 SAMPLING DETAILS
3.3.1 Sample design
The researcher has used probability sampling or simple random
sampling. It is nothing but all the departments have equal chance of being
selected. The method adopted here for sampling is lottery methods.
3.3.2 Sample sizeOnly 75 employees have been taken out of 400 employees of the study.
3.4 DATA COLLECTION DETAILS
The structured undisguised questionnaires were prepared and the
same was distributed to the employees who are working in BSCL, Salem.
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3.4.1 Questionnaires
The structured technique for data collection consists of series of
questions, written or verbal, to which a respondents replies.
3.4.2 Structured undisquised questionnaires
The questionnaire pattern is structured and all respondents will be
treated the same irrespective of their categories.
3.4.3 Data collection methods
The methods used for the collection of data are primarily method and
secondary method. Information is obtained from primary data through the
survey.
Survey is systematic gathering of data from respondents through
questionnaire. In this research data is collected by personal interview.
Primary data
Primary data collection is used here. Data has been collectedthrough distribution of questionnaire and knowing the resbonponse of the
employees.
Secondary data
Data has also collected from the companys records and the official
web site www.bscl.in
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3.5 TOOLS OF THE STUDY
The data collected were tabulated in the frequency table. The datawas then analyzed by applying weighted average and chi-square analysis.
3.5.1 Formula for chi square test
Degree of freedom = (R 1) (C 1)
Where as, O = Observed frequency
E= Expected frequency
R=Number of rows
C=Number of columns.
CHAPTER 4
DATA ANALYSIS AND INTREPREETATION
A number of questions are prepared and the question is given to the
workers to respond. These responses are generally measured on a rank scale
of 1 to 5 where 1 means generally a strong agreement with the essence of the
question and 5 means a strong disagreement.
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These responses can then be tabulated and conclusions can be drawn
about how the employees feel about the process of promotion. Other
organizational variables in this particular profile developed are supervision,
motivation, and innovation, and communication. The statements A, B, C, D are
ranked as 1 to 5 .
DATA ANALYSIS AND INTREPREETATION
4.1 ANALYSIS OF THE DATATABLE 4.1.1: ORIENTATION
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Source-Primary data
INFERENCE:
From the above table it is clear that the choice of A given byrespondents are 1st rank, choice of B given as 2nd rank, choice of E given as 3rd
rank, choice of C given as 4th rank and choice of D given by respondents as 5th
rank.
TABLE 4.1.2: INTERPERSONAL RELATIONSHIP
35
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 37*5 14*4 7*3 8*2 9*1 287 1
B 12*5 32*4 26*3 4*2 1*1 274 2
C 10*5 8*4 25*3 15*2 17*1 204 4
D 9*5 8*4 8*3 23*2 27*1 174 5
E 7*5 13*4 9*3 25*2 21*1 215 3
28777 274
204
174
215
0
50
100
150
200
250
300
350
A B C D E
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Source-Primary data
INFERENCE:
From the above table it is clear that the choices of C given byrespondents at 1st rank, choice of D given as 2nd rank, choice of E given as 3rd
rank, choice of B given as 4th rank and choice of A given as respondents as 5th
rank.
TABLE NO 4.1.3: SUPERVISION
36
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 14*5 12*4 3*3 18*2 28*1 191 5
B 2*5 18*4 14*3 31*2 10*1 196 4
C 35*5 6*4 14*3 4*2 16*1 265 1
D 9*5 26*4 24*3 10*2 6*1 247 2
E 14*5 18*4 19*3 12*2 12*1 235 3
191 196
265247
235
0
50
100
150
200
250
300
A B C D E
Result
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Source-Primary data
INFERENCE:
From the above table it is clear that the choices of D given byrespondents at 1st rank, choice of E given as 2nd rank, choice of A given as 3rd
rank, choice of C given as 4th rank and choice of B given as respondents as 5th
rank.
37
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 19*5 14*4 7*3 13*2 22*1 220 3
B 11*5 19*4 3*3 26*2 17*1 209 5
C 10*5 5*4 37*3 8*2 15*1 212 4
D 14*5 20*4 20*3 17*2 4*1 248 1
E 22*5 17*4 8*3 11*2 17*1 241 2
220
209212
248
241
180
190
200
210
220
230
240
250
260
A B C D E
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TABLE 4.1.4: HANDLING PROBLEMS IN THE ORGANIZATION
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of B given byrespondents at 1st rank, choice of D given as 2nd rank, choice of A given as 3rd
rank, choice of C given as 4th rank and choice of E given as respondents as 5th
rank.
38
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 8*5 22*4 11*3 23*2 11*1 218 3
B 5*5 11*4 12*3 13*2 9*1 254 1
C 3*5 9*4 12*3 12*2 14*1 216 4
D 8*5 12*4 10*3 10*2 10*1 226 2
E 14*5 7*4 10*3 9*2 12*1 201 5
218
254
226
201
0
50
100
150
200
250
300
A B C D E
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TABLE NO 4.1.5: MANAGEMENT OF MISTAKE
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of D given byrespondents at 1st rank, choice of B given as 2nd rank, choice of A given as 3rd
rank, choice of C given as 4th rank and choice of E given as respondents as 5th
rank.
39
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 22*5 6*4 18*3 4*2 25*1 221 3
B 16*5 19*4 31*3 9*2 0*1 267 2
C 8*5 18*4 7*3 28*2 14*1 206 4
D 17*5 28*4 18*3 16*2 3*1 286 1
E 24*5 3*4 2*3 18*2 28*1 202 5
221
267
206
286
202
0
100
200
300
400
A B C D E
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TABLE 4.1.6: CONFLICT MANAGEMENT
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of E given byrespondents at 1st rank, choice of D given as 2nd rank, choice of B given as 3rd
rank, choice of C given as 4 th rank and choice of A given as respondents as 5 th
rank.
40
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 19*5 6*4 6*3 17*2 27*1 198 5
B 14*5 15*4 14*3 9*2 23*1 213 3
C 11*5 15*4 13*3 22*2 14*1 212 4
D 15*5 19*4 24*3 9*2 8*1 249 2
E 16*5 18*4 18*3 21*2 2*1 250 1
A, 198
B, 213
C, 212
D, 249
E, 250
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TABLE NO 4.1.7: COMMUNICATION
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of C given byrespondents at 1st rank, choice of B given as 2nd rank, choice of A given as 3rd
rank, choice of D given as 4th rank and choice of E given as respondents as 5th
rank.
41
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 24*5 15*4 6*3 10*2 20*1 238 3
B 14*5 14*4 27*3 12*2 8*1 239 2
C 15*5 26*4 10*3 16*2 8*1 249 1
D 8*5 12*4 26*3 18*2 11*1 213 4
E 14*5 8*4 6*3 19*2 28*1 186 5
238 239 249213
186
0
100
200
300
A B C D E
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TABLE NO 4.1.8: DECISION MAKING
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of B given byrespondents at 1st rank, choice of E given as 2nd rank, choice of D given as 3rd
rank, choice of C given as 4th rank and choice of A given as respondents as 5th
rank.
42
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 11*5 16*4 5*3 19*2 24*1 196 5
B 37*5 6*4 18*3 11*2 3*1 288 1
C 4*5 15*4 11*3 11*2 34*1 199 4
D 6*5 19*4 14*3 24*2 12*1 208 3
E 17*5 19*4 27*3 10*2 2*1 264 2
196
288
199 208
264
0
100
200
300
400
A B C D E
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TABLE NO 4.1.9: TRUST
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of E given byrespondents at 1st rank, choice of D given as 2nd rank, choice of C given as 3 rd
rank, choice of B given as 4th rank and choice of A given as respondents as 5th
rank.
43
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 14*5 6*4 6*3 14*2 35*1 175 5
B 10*5 19*4 20*3 25*2 10*1 210 4
C 20*5 14*4 17*3 12*2 12*1 243 3
D 14*5 26*4 12*3 11*2 12*1 244 2
E 19*5 22*4 20*3 8*2 6*1 265 1
175
210
243 244
265
0
50
100
150
200
250
300
A B C D E
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TABLE NO 4.1.10: MANAGEMENT OF REWARDS
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of A given byrespondents at 1st rank, choice of B given as 2nd rank, choice of D given as 3rd
rank, choice of C given as 4th rank and choice of E given as respondents as5th rank.
44
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 31*5 18*4 9*3 8*2 9*1 279 1
B 17*5 36*4 5*3 13*2 4*1 274 2
C 11*5 4*4 24*3 10*2 26*1 189 4
D 8*5 11*4 24*3 19*2 12*1 216 3
E 8*5 6*4 15*3 20*2 26*1 175 5
279274
189
216
175
0
50
100
150
200
250
300
A B C D E
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TABLE NO 4.1.11: RISK TAKING
Source-Primary data
INFERENCE:
From the above table it is clear that the choices of E given byrespondents at 1st rank, choice of D given as 2nd rank, choice of C given as 3 rd
rank, choice of A given as 4th rank and choice of B given as respondents as 5th
rank.
45
Rank
Statements
R1 R2 R3 R4 R5 TOTAL RANK
A 13*5 3*4 15*3 20*2 24*1 186 4
B 6*5 8*4 3*3 34*2 24*1 163 5
C 15*5 16*4 22*3 8*2 14*1 235 3
D 11*5 36*4 18*3 5*2 5*1 268 2
E 31*5 14*4 16*3 7*2 7*1 280 1
186
163
235
268280
0
50
100
150
200
250
300
A B C D E
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4.2 HYPOTHIESIS TESTING
TABLE 4.2.1 Chi-square test
RESPONDENTS RELATIONSHIP BETWEEN AGE AND ORIENTATION
Null Hypothesis Ho: There is no significant difference between the age andorientation.
Alternative Hypothesis H1: There is significant difference between the age andorientation.
Degree of freedom (df) = (rows-1) (column-1)
Df = (3-1) (5-1)=8
Level of significance = 5%
Tabulated value = 15.507
To find calculated value of chi-square
Chi-square test :
WhereO = Observed frequency
E = Expected frequency
Expected frequency = Row total column totalGrand total
47
Orientation
Age
Choice
A
Choice
B
Choice
C
Choice
D
Choice
E
Total
20-30
30-40
Above 50
Total
17
13
7
37
6
5
6
17
3
1
3
7
1
2
1
4
1
4
5
10
28
25
22
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O E (O-E) E
17 13.813 0.73
6 6.346 0.018
3 2.613 0.057
1 1.49 0.161
1 3.73 1.998
13 12.33 0.036
5 5.666 0.078
1 2.33 0.0761
2 1.333 0.33
4 3.333 0.13
7 10.85 1.36
6 4.986 0.2062
3 2.053 0.436
1 1.17 0.025
5 2.93 1.462
TOTAL 7.80
Chi-square = 7.80
Calculated value < tabulated value
Therefore we accept null hypothesis
There is no significance difference between age and orientation
TABLE 4.2.2 Chi-square test
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RESPONDENTS RELATIONSHIP BETWEEN SALARY AND ORIENTATION
Null Hypothesis Ho: There is no significant difference between the salaryand orientation.
Alternative Hypothesis H1: There is significant difference between the salaryand orientation.
Degree of freedom (df) = (rows-1) (column-1)
Df = (3-1) (5-1)=8
Level of significance = 5%
Tabulated value = 15.507
To find calculated value of chi-square
Chi-square test :
Where O = Observed frequencyE = Expected frequency
Expected frequency = Row total column totalGrand total
49
OrientationSalary
ChoiceA
ChoiceB
ChoiceC
ChoiceD
ChoiceE
Total
below5000
5000-8000
Above8000
Total
12
10
7
29
9
7
2
18
3
2
4
9
1
2
3
6
7
5
1
13
32
26
17
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Total 8.44
Chi-square = 8.44Calculated value < tabulated value
Therefore we accept null hypothesis
There is no significance difference between salary and orientation
TABLE 4.2.3 Chi-square test
50
O E (O-E) E
12 12.373 0.011
9 7.68 0.140
3 3.84 0.183
1 2.56 0.9507 5.546 0.381
10 10.053 0.0002
7 6.24 0.092
2 3.12 0.402
2 2.08 0.003
5 4.506 0.054
7 6.573 0.027
2 4.08 1.060
4 2.04 1.8833 1.36 1.977
1 2.946 1.285
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RESPONDENTS RELATIONSHIP BETWEEN EXPERIENCE ANDORIENTATION
Null Hypothesis Ho: There is no significant difference between the experienceand orientation.
Alternative Hypothesis H1: There is significant difference between theexperience and orientation.
Degree of freedom (df) = (rows-1) (column-1)
Df = (3-1) (5-1)=12
Level of significance = 5%
Tabulated value = 21.03
To find calculated value of chi-square
Chi-square test :
Where O = Observed frequency
E = Expected frequency
Expected frequency = Row total column totalGrand total
51
Orientation
Experience
ChoiceA
ChoiceB
ChoiceC
ChoiceD
ChoiceE
Total
5-10years
10-15years
15- 20years
Above 20years
Total
7
13
4
3
27
3
6
7
1
17
5
3
1
2
11
1
2
2
1
6
5
4
3
2
14
21
28
17
9
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TOTAL 9.451
Chi-square = 9.451Calculated value < tabulated value
Therefore we accept null hypothesis
There is no significance difference between experience and orientation
CHAPTER 5
52
O E (O-E) E
7 7.56 0.0413 4.76 0.650
5 3.08 1.1961 1.68 0.2755 3.92 0.297
13 10.08 0.8456 6.346 0.018
3 4.106 0.2972 2.24 0.0254 5.226 0.234
4 6.12 0.7347 3.853 2.570
1 2.493 0.8972 1.36 0.301
3 3.173 0.0093 3.24 0.0171 2.04 0.5302 1.32 O.350
1 0.72 0.1082 1.68 0.060
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(communication is often selective here, people usually give or hold back
crucial info as a form of control) given by respondents as 5th rank.
Based on decision making, the choices ofB (decisions are made at the topand communicated downward, are people here generally prefer this) given
by respondents as 1st rank and choice of A (while making decisions,
people here makes special attempts to maintain coordinal relations with all
concerned) given by respondents as 5th rank.
Based on the trust, the choices of E (those who can achieve results are
highly trusted here) given by respondents as 1st rank and the choice ofA
(only a few people here trusted by management and they are quite
influential) given by respondents as 5th rank.
Based on the topic management rewards, the choice ofA (here the main
thing that reward is excellence in performance and the accomplishment of
tasks) given by respondents as 1st rank and the choices ofE (the ability to
get along well with others is highly rated and rewarded here) given by
respondents as 5th rank.
Topic on risk taking, the choices of E (responding to risky situation,
supervisors here take calculated risks and strive above all to be more
efficient or productive) given by respondents as 1st rank and the choice of
B (in risky situation, supervisors here strongly emphasize discipline and
obedience to orders) given by respondents as 5 th rank.
Based on the topic innovation and change, the choice of B (here,
innovation of change is primarily ordered by top management) given by the
respondents as 1st rank and the choice ofD (those who initiate innovation
or change here demonstrate a great concern for any possible effects on
others and try to minimize these effects) given by respondents as 5th rank.
5.2SUGGESTIONS
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Company may reward the employees based on their performance.
When working on solutions to problems, experts should keep in
mind the needs of organizational members as well as society at large.
Supervisors have to give personals to the problems of
subordinate, whether they arise out of his job environment or a
personal nature, by giving them sympathetic consideration, patient
hearing, proper counseling and suggesting alternative proposals.
Create a congenial work atmosphere and pleasing surroundings,and arrange for better job facilities by having better tools and appliance.
These will improve working capacity, develop enthusiasm, and a sense
of loyalty towards the Organization.
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5.3 CONCLUSION
This research made an attempt to identify the climate condition and the
way in which that affects the employees in Burn standard company limited.
From the study it is observed that decision making, innovation and change, all
these factors handling by the top management. There is good relationship
between the employees and employer.
An overview of this research reveals little hot organizational climate
prevailing in Burn standard company limited, the organization lacks on certain
factors like communication and trust. If these factors are given little more care,the company can maintain a good working involvement with high level of
satisfaction, devotion, organizational commitment and involvement.
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APPENDICES
Questionnaire
a) Name of the respondent:b) Age: i) 20-30 ii) 30-40 iii) Above 50c) Gender:d) Designation:e) Salary i) below5000 ii) 5000 8000 iii) Above 8000
f) Experience i) 5-10yrs ii) 10-15yrs iii) above 15yrs
12 categories representing 12 dimensions of organizational climate within eachcategory there are five statements. You are to rank the statements in each category
from 5 to 1.
1. OrientationA) People here mainly concerned with the following established rules and
procedures.B) Achieving or surpassing specific goals seems to be the main concern of
people here.C) Consolidating ones own personal position and influence seems to be
main concern here.D) The dominant concern here is to maintain friendly relations with others.E) The main concern here is to develop people competence and expertise.
2. Interpersonal relationshipA) The atmosphere here is very friendly and people spend enough time in
informal and social relation.B) In this organization cliques protect there own interests.C) Business like relationships prevail here, people are warm, but get
gather primarily to ensure excellence in performance.D) People here have strong associations mostly with their supervisors and
look to them for suggestions and guidance.E) People here have a high concern for on another and tend to help one
another spontaneously when such help is needed.
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3. Supervision
A) The purpose of supervisors is usually to check for mistakes and to catchthe person making mistake.
B) Supervisors here strongly prefer their subordinates to ask forinstructions and suggestions.
C) Supervisors here reward outstanding achievement.D) In influencing their subordinates, supervisors here try to use their
expertise and competence rather then their formal autority.E) Supervisors here are more concerned with maintaining good
relationship with their subordinates than with emphasizing duties andperformance.
4. Handling problems in the organization
A) People here take problems as challenges and try to find better solutionthen any one else.
B) When problems are faced here, experts are consulted and they lay animportant role in solving these problems.
C) In dealing with problems, people here mostly consulted their friends.D) People here usually refer problems to their supervisors and look to them
for solutions.E) Problems here are usually solved by supervisors, subordinates are nit
involved.
5. Management of mistake
A) When people here make mistakes, they are not rejected, instead theirfriends shown than much understanding and warmth.
B) Usually people here are able to acknowledge and analyze theirmistakes because they can expect to receive help and support fromothers.
C) When the subordinates makes a mistake here, the supervisors treat itas a learning experience that can prevent failure and improveperformance in the future.
D) Subordinates here expect guidance from their supervisors in correcting
or preventing mistakes.E) Here, people seek the help of experts to analyze and prevent mistakes.
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6. Conflict management
A) Here conflicts are usually avoided or smoothed over to maintain a
friendly atmosphere.B) Arbitration or third party intervention is sought and used here.C) In a conflict situation here, those who are stronger forces their points of
view.D) In resolving conflicts here, appeal is made to principles organizational
ideals, the larger goals of the organization.E) Experts are consulted and their advice used in resolving conflicts here.
7. Communication
A) Most communication here is informal and friendly, it both arises fromand contributed to warm relations.
B) People here ask for information from those who are experts on thesubjects.
C) Relevant information is made available to all who need it and can use itfor the purpose of achieving high performance here.
D) People here communicate information, suggestion and even criticism toother out of concern for them.
E) Communication is often selective here, people usually give or hold backcrucial information as a form of control.
8. Decision making
A) While making decisions people here make special attempts to maintaincordial relations with all concerned.
B) Decisions are made at the top and communication downward, andpeople here generally prefer this.
C) Decisions here generally are made without involving subordinates.D) Decisions here are made and influenced by specialists and other
knowledge people.E) Decisions are made here by keeping in mind the good of the employeesand society.
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9. Trust
A) Only few people here are trusted by management, and they are quiteinfluential.
B) Here high value is placed on trust between supervisors andsubordinates.
C) Specialists and experts are highly trusted here.D) A general attitude of helping generalists mutual trust hereE) Those who can achieve results are highly trusted here.
10.Management of rewards
A) Here the main thing that is rewarded is excellence in performance andthe accomplishment of tasks.
B) Knowledge and expertise are recognized and rewarded here.C) Loyalty is rewarded more then anything else here.D) The ability to control subordinates and maintain discipline is afforded
the greatest importance in rewarding.E) The ability to get along well others is highly rated and rewarded here.
11.Risk taking
A) When comforted by risk situations, supervisors here seek the guidanceand support of friends.
B) In risky situation, supervisors here strongly emphasize discipline andobedience to orders.
C) In risky situation, supervisors here have a strong tendency to rely onexpert specialists for the advice.
D) In responding to risky situations, supervisors here shown great concernfor the people working in the organization.
E) In responding to risky situation, supervisors here take calculated risksand strive above all to be more efficient or productive.
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12. Innovation and change
A) Innovation and change are initiated and implemented here primarilyby experts and specialists.
B) Here, innovation or change is primarily ordered by top management.C) Before initiating innovation or change, supervisors here generally go
to their supervisors for sanction and guidance.D) Those who initiate innovation or change here demonstrate a great
concern for any possible advice effects on others and try to minimizethere effects.
E) Innovation or change here is mainly initiated to implement throughhighly result oriented individual.
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REFERENCES
Kotari C.R,2nd edition (2003) Research Methodology, Guptha K.K, PP-68,117,277.
Pattannayak Biswajeet 3rd edition (2005) Human Resourcemanagement.
Stephen P.Robbins and Timothy A. Judge 13th edition (2009)Organizational Behavior.
WWW.BSCL.COM
WWW.Scribd.com
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