Yuvaraj Success

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STUDY ON ORGANIZATION CLIMATE IN CONZERV SYSTEMS PVT

LTD, PUDUCHERRY

SUMMER PROJECT REPORT

Submitted by

YUVARAJ.A

REGISTER NO: 29378351

Under the Guidance of

Mr.A.ANAND KUMAR M.B.A, M.Phil, (PhD)

(Lecturer on department of management studies)

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

CHRIST COLLEGE ENGINEERING &TECHNOLOGY

PONDICHERRY UNIVERSITY

PUDUCHERRY

AUGUST- 2009


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CHRIST COLLEGE ENGINEERING &TECHNOLOGY,

PUDUCHERRY.

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled ORGANIZATION CLIMATE is a

bonafide work done by YUVARAJ.A [REGISTER NO: 29378351] in partial fulfillment of

the requirement for the award of Master of Business Administration by Pondicherry

University during the academic year 2009 2010.

GUIDE HEAD OF DEPARTMENT

Submitted for Viva-Voce Examination held on

EXTERNAL EXAMINER


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ACKNOWLEDGEMENT

With the divine blessing of god, I take immense pleasure in stating that the

acknowledgement for the project. I express my deep gratitude to chairman, managing directorDr.S.R.S.PAUL, Christ College of engineering and technology.

My special thanks to our college principal Dr. RAVICHANDIRAN M.E., PhD, for

extending me moral support during the course of this work.

My special thanks Mr. A. ANBAZHAGAN, M.B.A., and M Phil. (PhD) Head of the

Department of Management Studies for his motivation and providing me the permission indoing this project.

My special thanks to my internal guide Mr. A.ANAND KUMAR M.B.A., M Phil.

(PhD), for being so resource full from the beginning of this project and help to bring this

project successfully.

I thank my external guide Mrs. ROSCHELLE, marketing manager of Conzerv,

Pondicherry for giving me this opportunity to do this project work in their organization and for

guiding me throughout the project duration.

I wish to thank all other faculty member of the department for their co-operation and

encouragement throughout my project work.

I am also thankful to my parents and all my friends.


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ABSTRACT

The Project has been done in Conzerv systems private limited the title of the project is

ORGANIZATION CLIMATE. The study starts with a Companys profile and also

the need for study, review of literature and objectives are set out for the study. Research

methodology, Data analysis & Interpretation, Findings and Suggestions of the study

follow.

One of the main areas of the project is the analysis part, where the data are analyzed &

interpreted, to find out the Supplier Performance. Some of the tools used in organizationculture analysis are regarding to:

Percentage Method.

And then conclusions, limitations & scope for further study were discussed.


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LIST OF CONTENTS

CHAPTER TITLES PAGE NO.

LIST OF TABLES

LIST OF CHARTS

I INTRODUCTION

PROFILE OF THE COMPANY

1

II OBJECTIVES OF THE STUDY08

III REVIEW OF LITERATURE09

IV RESEARCH METHODOLOGY19

V DATA ANALYSIS AND INTERPRETATION24

VI FINDINGS OF THE STUDY,

SUGGESTION AND RECOMMENDATIONS

39

40

VII CONCLUSION 41

VIII SCOPE FOR THE FUTHER STUDY42

BIBILIOGRAPHY

QUESTIONNAIRE43

44


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LIST OF TABLES

5.13 PERCENTAGE METHOD 32-435.14 CORRELATION METHOD 455.15 ANOVA TEST METHOD 46

5.16WEIGHETED AVERAGE TEST METHOD

44

LIST OF CHARTS

CHART NO. NAME OF THE CHARTS PAGE NO5.1. THE RESPONSE OF THE WORKERS BY AGE 32

CHART

NO.

NAME OF THE CHARTS PAGE

NO5.1. THE RESPONSE OF THE WORKERS BY AGE 32

5.2 THE RESPONSE OF WORKERS EXPERIENCE 33

5.3 THE RESPONSE OF WORKERS TO EXPERIMENT NEWMETHODS AND CREATIVE IDEAS

34

5.4 THE RESPONSE OF WORKERS TOWARDS TRAINING ANDDEVELOPMENT

35

5.5 THE RESPONSE OF WORKERS ABOUT THE JOB SATISFACTION 36

5.6 THE RESPONSE OF WORKERS ABOUT THE INCENTIVES 37

5.7 TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THEFINANCIAL RESOURCES

38

5.8 THE RESPONSE OF WORKERS ABOUT WORK LOAD 39

5.9 THE RESPONSE OF WORKERS ABOUT WELFARE MEASURES 40

5.10THE RESPONSE OF WORKERS ABOUT CORDIALRELATIONSHIP WITH SUPERVISORS 41

5.11 THE RESPONSE OF WORKERS ABOUT THE ASPECT OFMOTIVATION

42

5.12 THE RESPONSE OF WORKERS ABOUT THE LEADERSHIPSTYLE

43


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5.2 THE RESPONSE OF WORKERS EXPERIENCE 33

5.3 THE RESPONSE OF WORKERS TO EXPERIMENTNEW METHODS AND CREATIVE IDEAS

34

5.4 THE RESPONSE OF WORKERS TOWARDSTRAINING AND DEVELOPMENT

35

5.5 THE RESPONSE OF WORKERS ABOUT THE JOBSATISFACTION

36

5.6 THE RESPONSE OF WORKERS ABOUT THEINCENTIVES

37

5.7 TABLE SHOWING THE RESPONSE OF WORKERSABOUT THE FINANCIAL RESOURCES

38

5.8 THE RESPONSE OF WORKERS ABOUT WORKLOAD

39

5.9 THE RESPONSE OF WORKERS ABOUT WELFAREMEASURES

40

5.10 THE RESPONSE OF WORKERS ABOUT CORDIALRELATIONSHIP WITH SUPERVISORS

41

5.11 THE RESPONSE OF WORKERS ABOUT THEASPECT OF MOTIVATION 42

5.12 THE RESPONSE OF WORKERS ABOUT THELEADERSHIP STYLE

43


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CHAPTER 1

CHAPTER 1

1.0. COMPANY PROFILE


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1.1 INTRODUCTION

Name of the company : Conzerv System Private Limited

Head office : Bangalore.

Global office : U.S.A.,

Branch : Pondicherry.

Establishment Year : 1988

Name of the Products : Digital Panel meters, energy meters ,

Multifunction meters and other metering devices

Experience in the field : 20 Years..

Manpower : 150 Members

Quality Control:


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Once the parameters have been measured critical energy-loss junctures identified, our

Energy.

Management System team will analyze and build a customized, real-time monitoring

and control system that ensures minimized energy losses and maximized power factors.

The 3-step plan integrates each intricate facet of energy management - right from

measuring the parameters to know what the status quo is; to evaluating and auditing to

know where exactly in the system energy could and should be saved; and finally

developing a solution that enables the necessary know-how for efficient energy

management. Simplified, yet not simplistic, this linear methodology Integrates Conzerv's

metering products, auditing .Services and Energy Management System software, to

provide a customized, turnkey solution which will .Optimize energy usage and

substantially lower energy Costs..

Manufacturing Quality:

We have a state of the art manufacturing faculty. At electronics city in

Bangalore Indias Silicon Valley The facility also houses our corporate headquarters and a

sophisticated R&D center spread over a Sprawling 51/2 acre campus we also operate from

to manufacturing Bases in western India and in northern India. The diverse Location not

only helps in faster customer response by way .Of product delivery and after Sales support

but also act as Disaster recovery sites

Quality Process

As leaders in providing complete solutions for efficient energy Management, none

other perceives the importance of building .Quality in to each interaction and activity.

Approach


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Quality is standard procedure at Conzerv from right through the product design

and development phase implementation of energy . Management systems to costumer

delight consistent quality Marks each state of our operations.

Empowerment

Conzerv strongly believes that empowerment f professionals at all Levels are

prerequisite to successful quality management the Concept of process ownership is

established throughout the company and all professionals? Own? Their respective

process, drive it to meet its requirements and are empowered to be responsible for its

Quality and output.

Visibility

Usage of powerful bug-tracking systems in all key processed Ensues that even the

rare slippage in the highest Quality standard seldom goes unnoticed .softwares like

evaluator &Zed, interfaces like the intranet and share Point seers, and online systems for

measurement of response norms for all customer oriented process ensues that quality

across the organization is highly visible.

Board of Directors

Mr. Thomas was formerly chairman, Hindustan lever ltd I has and was also Chairman of

galaxy in India he was Also a dire on the board of unlevel plc in London for 10 years. He

was visiting scholar at Sloan school MIT during 1989-90 and taught a course in GLOBAL

Strategy to MBA .He set up Indias first venture capital fund in 1992called Indus venture

fund.

Mrs.HEMA HATTANGADY vice chairman & CEO

Mr.ASHOK HATTANGADY Technical Director


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Standards & Certifications : Conzerv has benchmarked quality in energy

management solution through Products and services that are characterized by efficiency,

accuracy, and reliability as well as the recognition By several international standards.

Our Clients:

:ACC

AI Omayyad Tower, Bahrain

ANZ Grind lays

Cybercity,Bangalore

Grasim Industries

Hilton Hotel Abu Dhabi.

Hindustan Lever Ltd.

Honeywell, Dubai

Hyundai Motor India Ltd.

Infosys Technologies Ltd.

Matsushita Industrials, corporation Sdn Bhd

Ranbaxy Laboratories Ltd.

Reliance industrial. Ltd.

Siemens, Thailand, Dubai, UAE

Taj president

Tata Steel

In total worldwide 25300 clients.

ISO 14001:2004 Certified

ISO 9001:2000 Certified


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GENERAL INFROMATION ABOUT THE COMPANY

The company is equipped with sophisticated Technical Machineries to carry all tests to

ascertain out going quality level of the Packaging ,which speaks for the quality of the

statistical quality control techniques are applied to sustain the quality level of the product.

Managers at the company are dynamic and are well educated. Supervisory staff or

intermediate managerial staff are able in talking their area are not highly educated.

Most of the employees are skilled is uniqueness of workers in. There is non-indulgence in

trade union activities.

As the company is located in industrial estate of Puducherry, it is facilitated with good

communication networks, includes telex, fax-machine, and internet. Company has also got

the support of electronic data processing.

The companys major strength is considered to be transportation vehicles, a unique cash

outflow justified itself by providing good reputation of the company through improved

customer service.

FINANCIAL DEPARTMENT:

Though initially the company approached the external sources for financial aid, now the

status of the company is the very sound and is being run only with self finance expectingfor loans taken for hypothecation of machinery and stock from M/s.Canara bank in

Puducherry.

MARKETING DEPARTMENT:

Marketing mix and advertising particular of Mother packaging. Shows the department

effective management of the marketing department in the organization.


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PERSONNEL DEPARTMENT:

The personnel department works effectively for welfare of the workers. It supports

workers forparticipation in management and allows the workers to workindependently.

There will wage revision for every six months. Wages revised based on

workersperformance. If management found any poor performance among the employees,

it will allowthem for technical training.

Process of Testing Equipments.

Busting strength tester,

GSM tester.

Gum viscosity tester.

Moisture tester.

Success factors

Our success factors hard working .honesty.

And time to time delivery to the contractor.


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Vision:

To be among the global leaders in the management and conservation .Of Energy and the

Environment.

Mission:

To help our customers save energy and the environment by using our Expertise and

innovation in consulting training and products. To build Conzerv in to a company of

energetic, dynamic and exceptionally focused professionals. .


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Beyond Business:

The fabric of a business is as strong as that of the society it operates in.

Contributing to the economic health and sustainable development of communities

becomes moral and integral responsibility of a corporate.Conzervs CSR (corporate social

responsibility) principles are found on this belif.Conzerv activity participates in charities

and contributes regularly to various bodies.

.Monthly contribution to themissonaries of charity.

.Akshaya patra :meals at ISKON on a quarterly basis

Donations today sevashram: an old age home Bethanys children home :an orphan school in Bangalore

Rehabilitation of people affected by natural calamities.

Contributed for tsunami relief through the Red Cross Society

WELFARE MEASURE:

1. Conzerv systems pvt Ltd provides educational facilities to its employees children.

2. Conzerv systems pvt Ltd provides loan to its employees at a low rate of interest.3. Conzerv systems pvt Ltd provides health insurance to its employees.

Overview:

Managing energy is a complex process it involves a synergy of technical acuman ,practial

methodologys,and sophisticated instumation.while documenting different parametars can

be achived easily, it taces throughtfully designed strategy to utilige the avilabule

information into a knowdge based system. Recogniging this need to fromulatea structuredapporoch to energy managemen Conzerv has devised a 3-step plan which manifests the

comprehensive requirements of energy saving..

The three steps in Conzervs Energy Management System are:

Measure


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Detect

And Control

Measure

Our made-to-measure digital meters help you monitor and log critical parameters

round-the-clock and with clockwork precision.

Detect

Post-measurement, our auditing services identify energy losses in the system, and

the measures needed to optimize energy usage.

Control

Once the parameters have been measured and critical energy-loss junctures

identified, our Energy

Management System team will analyze and build a customized, real-time

monitoring and control System that ensures minimized energy losses and maximized power factors.

The 3-step plan integrates each intricate facet of energy management - right

from measuring the parameters to know what the status quo is; to evaluating and auditing

to know where exactly in the system energy could and should be saved; and finally

developing a solution that enables the necessary know-how for efficient energy

management.

Simplified, yet not simplistic, this linear methodology integrates Conzerv's

metering products, auditing services and Energy Management System software, to provide

a customized, turnkey solution which will optimize energy usage and substantially lower

energy costs.


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1.2 INTRODUCTION ABOUT THE PROJECT

Climate is what one react to both physical and psychological, and which ultimately

determine the quality of the organization.

Organization climate is the human environment within which the organizations

employees do their work. It may refer to the environment within a department. A major

company unit such as a branch plant, or an entire organization. We cannot see or touch

climate but it is there like the air in the room, it surrounds and affects everything that

happens in the organization. In turn, climate is affected by almost everything that is in an

organization. A sound climate is a long run proposition.

The organizational climate is the combination of shared history expectations,

unwritten rules and social morals that affects the behaviors of every one in the

organization or more simply, it is a set of underlying beliefs that are always there to colors

the perceptions of actions and communications.


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ELEMENTS FOR FAVOURABLE CLIMATE

orientation Relation ship

Mgt of mistake

Mgt of rewards Trust mgt Decision making

Innovation and

change

Risk taking

Team spiritOrganizational

climate

supervision Problem mgt

communication


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CHAPTER-2


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CHAPTER-2

OBJECTIVES OF THE STUDY

Primary Objective:

To achieve the Nature of Organizational Climate in the Conzerv systems private

limited.

Secondary Objectives:

To Study the employees scope of career development opportunities.

To evaluate the interpersonal relationships among the employees

To assess the employees degree of Autonomy

To evaluate the employer and employee relationship.

To suggest ways for developing a better organizational climate


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CHAPTER-3


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CHAPTER-3

REVIEW OF LITERATURE

Organizational Climate is the perception of how it feels to work in a particular

environment. It is the Atmosphere of the Work Place including a complex mixture of

norms. Values, expectations, policies and procedures that influences individual and group

patterns of behaviors. It is, in effect peoples perceptions of the The way we do things

here (UC Davis 1998).

ARTICLES

The organizational climate has been defined by various experts as by

Organizational climate is a relatively enduring environment that is experience by the

members, influences their behavior, and can be described in terms of value of a particular

set of instructions or characteristics of the organization.

Renato taigiuri (1968).

Forehand and Gilmer (1964) defines organizational climate as the set of

characteristics that describes an organizational and that:

a. Distinguish one organization from other organizations

b. Are relatively enduring over time and

c. Influence the behaviors of the people in the organization

R.S. Dwivedi, (1981) defines organizational climate as a set of attributes which are

perceived by the individuals, and which are deemed to have an impact on the willingness

of the individual to perform at his best.


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Helliriegel and Slocums (1974) defines organizational climate as a set of attributes

which can be perceived about a particular organization and or its subsystems, and that may

be induced from the way that organizational and/or its subsystems deal with their members

and environment.

Organizational climate is an individuals description of the social setting or context

of which a person is part. It is a content free concept denoting in a sense generic

perception of the context in which an individual behaves and response.

Glick (1985) has explained organizational climate as a generic term for a broad

class of organizational, rather than psychological variables that described the context for

individuals actions.

Schein, (1983) defines an organizations climate as an international creation. Once

established, it hardly fades away. The present set of customs, traditions and general way

of doing things in an organization are the climatic heritage instituted by the traditional

influence of the founders of the organization. Hence, the ultimate source of an

organization climate is its founders.

Climate of an organization represents the shared values, beliefs and norms which

guide its policies and shape the behaviors of its members towards customers, competitors,

suppliers and one another. The climate also determines how adaptable the organization is,

what kind of changes can occur in it and how quickly it encompasses both organizational

and individual characteristics attitudes and perceptions. The fact that perceived

organizational climate may not correspond exactly to the objective reality does not in any

way diminish its importance. It is an established fact that human behavior is influenced

not so much by the real environment but by the subjective meaning it has for the person.

Thus human behavior is influenced more directly by the subjective perception of the


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reality than by itself ( Sharma,

1987).

Pritchard and Karasick ( 1973 ) give a more generalized view and believe that

highly supportive climate is more likely tobe associated with higher job satisfaction

regardless of the personality characteristics.

DEFINITION OF ORGANIZATIONAL CLIMATE :

ACCORDING TO WILLIAM:

Organizational climate is set of attributes of a particular organization that

attributes of a particular organization that are identifiable in the collective attitudes,

perceptions, and expectations of its members. For instance, organization is in part

determined by how members perceive their organizations leadership, products, pay,

employee benefits, discipline, policies & goals.

IMPORTANCE OR ORGANISATIONAL CLIMATE:

Climate makes a difference. That is, it differentiates levels of performance among

organizations. There is relatively a stronger relationship between organizational climate

and employee satisfaction, even if it is moderated by individual differences (Chatman,

1991:OReilly ET. A1, 91)

Singh and Nath (1991) report that employees perception of high achievement

climate in the organization develops a positive attitude towards their jobs and improves

their motivation and work performance.

The atmosphere of the immediate work climate where workers spend their

productive time influences their attitudes and behavior even more knowledge about


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climate and about the way in which people with different personalities, value systems,

needs and motives react to different kinds of climate can help us to a better understanding

and explanation of behavior in organizations. Climate can influence motivation,

performance, and job satisfaction.

Alien and Prasad (1995) Srivastava and Pratap (1984) found a positive

relationship between job satisfaction and individual dimensions of organizational climate

such as leadership, communication, interaction and influence in decision making.

Organizational climate has an enormous influence on organizational effectiveness,

role efficiency and role stress. An achievement climate seems to contribute to

effectiveness, satisfaction, and a sense of internality: a climate characterized by expert

influence seems to contribute to organizational attachment: a climate characterized by

extension seems to contribute to organizational commitment. All these climates foster

relatively low levels of role stress.

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Different authors have proposed different dimensions of organizational climate.

LIKERT (1967):

Leadership, Motivation, decisions, communication, goals and control.

LITWIN AND STRINGER (1968):

Conformity, responsibility, standard rewards, organizational clarity warmth and

support, leadership.


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CLIMATE INFLUENCES EMPLOYEE MOTIVATION:

Litwin and stringers studies indicated that climate affects motivation of the

members of the organization. Employees expect certain rewards, satisfactions, and

frustrations on the basis of their perception of the organizations climate. These

expectations tend to lead to motivations. Employees feel that the climate is favorable

when they are doing something useful that provides a sense of personal worth. They

frequently want challenging work that is intrinsically satisfying. Many employees also

want responsibility, as to be treated as if they have value as individuals. They want to feel

that the organization really cares about their needs and problem.

Motivation factors definitely do not exist in a vaccum. Even individual desires and

drives are conditioned by physiological needs or by needs arising from a persons

Background. But what people are willing to strive for is also affected by the

organizational climate in which they operate. At times a climate may club motivation, at

time it may arouse them.

Research on climate and motivation has shown that some climates can arouse

employees natural motivations. Other climates have the opposite effect-causing

employees to become frustrated and demotivated about their work. Measures of

organizational climate tell us how energizing the work environment is for employees.

Srivastava (1985), observed the Employees who maintain high level of motivation

perceive various components or organization climate in more positive form and vice-versa.

Pareek (1989) connects the organizational climate and motivation with the

following six motives:

Achievement, Affiliation, Expert Influence, Control, Extension and Dependency.

Thus, significant relationship has been reported between climate on the one hand, and

motivation on the other.


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TYPES OF CLIMATE:

BURNS AND STALKER (1961) describes:

Organic versus mechanical Climate

LIKERT (1967) proposes four types of Climates:

Exploitive

Benevolent

Consultative and

Participative

LIKERT AND STRINGER stimulated three different climates:

Achievement

Affiliation and

Power Motives

FORMULATION OF ORGANIZATIONAL CLIMATE:

A basic formulation in terms of simple equation was given by lewin (1951) to

explain the relationship between individuals and their social environments (Organizational

Climate).

B = F (P, E)

In which,

B = Behavior


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2. Interpersonal Relationships:

An organizations interpersonal relations process are reflected in the way in which

informal groups are formed and these process affect climate.

3. Supervision:

Supervisory practices contribute significantly to climate. If supervisors forcus on

helping their subordinate to improve personal skills and chances as advancement, a clime

characterized by the extension motive may result if supervisors are more concerned with

maintaining good relations with their subordinates, a climate characterize by the affiliation

motive may result.

4. Problem Management:

The different perspectives and ways of handling problems contribute to the creation

of an organizations climate.

5. Management of Mistake:

An Organizations approach to mistakes influences the climate.

6. Communication:

It is an important determinant of the climate that is the upward and downward flow

of message.

7. Decision-Making:

An Organizations approach to decision-making can be focused on maintaining

good relations or on achieving results.


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8. Trust in Management:

The degree of trust or its absence among various members and groups in the

organization affects climate.

9. Management of Rewards:

What its rewarded in the organization influences the motivational climate.

10. Risk-Taking:

How people respond to risks are important determinants of climate

11. Innovation and change:

Who initiates change how change and innovations are perceived, and how change

is implemented is all-critical in establishing climate.

12. Team Spirit:

Feeling of group friendliness and identification with the organization.


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CHAPTER-4


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4.4.1PRIMARY DATA:

Questionnaire, Interviews Schedule and observation method is used as tools for

primary data collection. The supervisors served as sources of primary data for the research

works.

4.4.2 SECONDARY DATA:

Secondary Data was collected from Journals, Training.

The data Manual of Conzerv systems Limited & Internet.

4.5. AREA OF STUDY:

This study was conducted in CONZERV SYSTEMS PRIVATE LIMITED, Pondicherry

city.

4.6. SAMPLING TECHNIQUES:

Simple random sampling was used for collecting data through a structured questionnaire.

4.7. DATA COLLECTION TECHNIQUE:

The questionnaire has been designed and supplied to the respondents for collecting

primary data from customers.


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4.8. METHODS OF SAMPLING:

The various methods of sampling can be grouped under two broad heads:

1. Probability sampling (Random)

2. Non-probability sampling (Non-Random)

1. Probability sampling methods are those in which every item in the Universe has a

known chance, or probability of being chosen for the sample. This implies that the

selection of sample items is independent of the person making the study that is, thesampling operation is controlled, objectivity that the items will be chosen strictly at

random.

2. Non-probability sampling methods are those, which do not provide every item in

the universe with a known chance of being included in the sample. The selection process

is, at least,

4.9. SIMPLE RANDOM SAMPLING:

It refers to those sampling techniques in which each and every unit of the

population has an Equal opportunity of being selected in the sample. In simple random

sampling which items get Selected in the sample is just a matter of chance-personal bias of

the investigator does not Mean haphazard-it rather means that the selection process is such

that the chance only determines Which items shall be included in the sample.

4.10. SAMPLE SIZE:

The population size was around150 employees in Conzerv .The sample size taken

100 for the study were its employees.


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4.11. SAMPLING DESIGN:

The operational, tactical and management level employees of Conzerv were

considered as respondents for the study. It includes employees belongings each

dependent, differing age groups and differing qualifications. As ergonomics is a

significant part of the study, a sample was so designed so that the researcher can approach

employees of different demographic type.

4.12 TOOLS FOR ANALYSIS:

The following statistical tools are used in the study for the purpose of analysis.

4.12.1. PERCENTAGE ANALYSIS:

It refers to a special kind of ratio; percentages are used to comparison between two or

more series of data and also to describe the relation. Since the percentage reduced

everything to a common base and there by allow meaningful comparison to be made.

In this project Percentage method test was used. The following are the formula

No of Respondent

Percentage of Respondent = x 100

Total no. of Respondents

4.13Correlation

Correlation menace the average relationship between to are more variables changes

when on the values variable effaced the vale of the another we say that there a correlation

between two variables may move on the same direction or on opposite directions.


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4.14 SIMPLE CORRELATION:

In and statistics, correlation, also called correlation coefficient, indicates the

strength and direction of a linear relationship between two random variables. In general

statistical usage, correlation or co-relation refers to the departure of two variables from

independence.

Formula:

r = (X-Xi) (Y-Yi)

(X-Xi) 2 (Y-Yi) 2

Where

X- Reason for repurchase

Y-Preference of respondent

Weighted average method:

Equal weights were assigned to all periods in the copulation of the sampling average

method .the weighted average method assigns more Wight to some demand valus then to

others

ANOVA (analysis of variance):

ANOVA is also known as f-test .f-test is used to find out whether the two independent

estimates of population differ significantly or whether the two samples may be regarded as

drawn from the normal population having the same variance.

F is defined as

F=S/S2
http://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Random_variableshttp://en.wikipedia.org/wiki/Random_variableshttp://en.wikipedia.org/wiki/Random_variableshttp://en.wikipedia.org/wiki/Statistics


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CHAPTER-V


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CHAPTER-V

DATA ANALYSIS AND INTERPRETATION

TABLE 5.1

TABLE SHOWING THE RESPONSE OF THE WORKERS BY AGE

AGENO. OF

RESPONDENTSPERCENTAGE

24 29 20 2030 35 38 3836 40 28 28

Above 40 14 14Total 100 100

INFERENCE:

It could be observed from the above table,That majority 38 % of workers belongs

to 30-35 groups,28 % workers belong to age group of 36-40,20 % workers belong to age

group of 24 29,14 % workers fall between the age group of above 40.


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TABLE 5. 2

TABLE SHOWING THE RESPONSE OF THE WORKERS BY EXPERIENCE

High involvement and achievement of workers depend upon the experience of a

worker in a particular work.

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

Less than 5 11 115 10 27 27

11 20 47 4721 30 10 10

Above 30 5 5Total 100 100

INFERENCE:

From the above table it shows that,That majority 47 % of workers have experience

between 11 20 ,27 % of them have 5 10 year of experience ,11 % of them have less

than 5 years of experience,10 % of them have 21 30 year of ,experience, while 5 % of

them have above 30 years of experience.

TABLE 5.3


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TABLE SHOWING THE RESPONSE OF WORKERS TO EXPERIMENT NEW

METHODS AND CREATIVE IDEAS

By encouraging workers to experiment new methods and creative ideas, which

strengthens worker skills, and it indirectly influences the organizational development.

RATING LEVEL NO. OF RESPONDENTS PERCENTAGE

Strongly Agree 16 16Agree 44 44

Neither 16 16Disagree 24 24

Total 100 100

INFERENCE:

15 % of respondents strongly agree to take initiatives,33 % of respondents partially

agree to take initiative,34 % of respondents neither agree nor disagree, 18 % of

respondents disagree to take initiatives.

TABLE 5. 4

TABLE SHOWING THE RESPONSE OF WORKERS TOWARDS TRAINING

AND DEVELOPMENT


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Training & Development is a factor, which determines the job satisfaction of

workers in an organization.


Highly Satisfied 35 35Satisfied 41 41

Partially Satisfied 16 16Dissatisfied 8 8

Total 100 100

INFERENCE:

35 % of respondents are highly satisfied with T & D Programmers,41 % of

respondents satisfied with T & D Programmers,16 % of respondents are partially

satisfied with T & D Programmers, 8 % of respondents dissatisfied with T & D

Programmers.

TABLE 5.6

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE JOB

SATISFACTION


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Job Satisfaction is a major fact1or, which influences the organizational

development.

RATING

LEVELNO. OF RESPONDENTS PERCENTAGE


Partially Satisfied 13 13Dissatisfied 4 4

Total 100 100

INFERENCE:

53 % of respondents are highly satisfied with their job,30 % of respondents

satisfied with their job,13 % of respondents are partially satisfied with their jobs, 4

% of respondents dissatisfied with their jobs.

TABLE 5.6

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE INCENTIVES

Incentives are one of the major motivational factors, which initiate the workers to

work hard, which leads to successful attainment of the organizational goal.


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Partially satisfied 48 48Dissatisfied 22 22

Total 100 100

INFERENCE:

No respondents are highly satisfied with their incentives,30 % of respondents

satisfied with their incentives,48 % of respondents are partially satisfied with theirincentives, 22% of respondents dissatisfied with their incentive

TABLE 5.7

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE FINANCIAL

RESOURCES

Financial resources are the major factor, which determine the job satisfaction andinteraction of the work. Whether diminish the financial resources will be decreases the

level of job satisfaction.

RATING NO. OF RESPONDENTS PERCENTAGE


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LEVEL

Highly Satisfied 26 26Satisfied 35 35Partially

Satisfied

25 25

Dissatisfied 14 14Total 100 100

\INFERENCE :

26 % of respondents are highly satisfied with their financial resources,35 % of

respondents satisfied with their financial resources,25 % of respondents are ,artially

satisfied with their financial resources, 14 % of respondents ,issatisfied with their

financial resources.

TABLE 5. 8

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT WORK LOAD

Workload is a major factor of determining the job satisfaction level of the worker,

whether the nature of the work being relaxed there may be neither involvement nor higher

satisfaction otherwise it may be negative sense.

WORK LOAD NO. OF RESPONDENTS PERCENTAGE

Relaxed 30 30Normal 57 57


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Over Burden 13 13Total 100 100

INFERENCE :It could be observed from the table

30 % of respondents are relaxed about work load

57 % of respondents are normal about work load

11 % of respondents are burden about work load

2 % of respondents are over burden about work load.

TABLE 5. 9TABLE SHOWING THE RESPONSE OF WORKERS ABOUT WELFARE

MEASURES

Welfare measures are the one of major factors to justify the human satisfaction in

an organization. It initiates the workers to work hard.

RATING

LEVEL

NO. OF RESPONDENTS PERCENTAGE

Excellent 32 32Good 43 43Fair 13 13Bad 12 12

Total 100 100


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INFERENCE :32 % of respondents feel Excellent about their welfare measures

43 % of respondents feel good about their welfare measures

16 % of respondents feel fair about their welfare measures

12 % of respondents feel bad about their welfare measures

TABLE 5.10

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT CORDIAL

RELATIONSHIP WITH SUPERVISORS

Cordial relationship with the Supervisors and workers will minimize the confusion

and help to maintain healthy management in the organization.

RATING

SCALE

NO. OF RESPONDENTS PERCENTAGE

Excellent 32 32Good 44 44Fair 13 13Bad 11 11

Total 100 100


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NFERENCE :

32 % of respondents feel Excellent about their Organization,44 % of respondentsfeel good about their Organization,13 % of respondents feel fair about their

Organization, 11 % of respondents feel Bad about their Organization.

TABLE 5.11

TABLE SHOWING THE RESPONSE OF WORKERS ABOUT THE ASPECT OF

MOTIVATION

Motivation is highly situation in character. Organization structure technologysystem, physical facilities etc., are some important components, which constitute the

endogenous environment of an organization and effect motivation.

RATING

SCALENO. OF RESPONDENTS PERCENTAGE

Excellent 44 44Good 36 36

Fair 11 11Bad 9 9

Total 100 100


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INFERENCE :

15 % of respondents feel Excellent about their Leadership Style34 % of respondents feel Good about their Leadership Style

43 % of respondents feel Fair about their Leadership Style

8 % of respondents feel Bad about their Leadership Style

5.13Weighted average method:

Rank Weight Canteen facilities Transport facilities Medical facilities

X W X1 WX1 X2 WX2 X3 WX3

1 5 30 150 36 180 24 120

2 4 38 152 24 96 20 80

3 3 20 60 30 90 36 108

4 2 8 16 8 16 16 32

Factors H.S S OK D.S H.DS Total

Canteen facilities 30 38 20 8 4 100

Transport facilities 36 24 30 8 2 100

Medical facilities 24 20 36 16 4 100


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5 1 4 4 2 2 4 4

Total 100 382 100 384 100 344

3.82 3.84 3.44

RANK 2 1 3

INFERENCE:

From the above table, it is inferred that, the transport facilities ranks first towards the

factors of employee satisfaction and followed by canteen facilities and last factor indicates

as medical facilities.

5. 14 Rank correlation:

X Rx Y Ry D D2

30 2 36 1 1 1

38 1 24 3 -2 4

20 3 30 2 1 1

8 4 8 4 0 0

4 5 2 5 0 0

6

6 D2

r = 1 -

N3 -N

Canteen facilities 30 38 20 8 4

Transport facilities 36 24 30 8 2


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6 X 6

r = 1 -

125 - 5

r = 1 - 0.3

INFERENCE:

From the above, it is inferred that the two facilities like canteen &transport are reasonably

high correlated.

ANALYSE IF THERE IS SIGNIFICANT DIFFERENCE BETWEEN VARIOUS

ORGANIZATIONAL CLIMATE AT CONZERV SYSTEM PVT LTD

(USING ONE-WAY ANOVA)

TABLE 5.15

STEP: 1

Null hypothesis (H0):

There is no significant difference

STEP: 2

Alternate hypothesis (H1):

There is significant differenceSTEP: 3

Total no. of items (N) = 20

Correction factor (CF) = T2/N

r = 0.7

SATISFICATION

LEVEL

MOTHERS

PACING

SRIRAMA

PACKING

DEVI

PACKING

NOVA

PACKING

OTHERS

Highly satisfied 20 2 1 0 3Satisfied 22 3 1 0 7

Neutral 30 3 2 0 3Dissatisfied 0 1 1 0 0

Total 72 10 5 0 13


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= 100^2/20

= 500

STEP: 4

Total sum of square = X1^2++Xn^2 T2/N

= 1388

STEP: 5

Sum of squares between samples = X1^2/n2++Xn^2/n2 T2/N

= 869.5STEP: 6

Sum of squares within samples = Total sum of squares sum of squares

Between samples

= 1388 869.5

= 518.5

STEP: 7

SOURCE OFVARIATION SUM OFSQUARES DEGREESOF

FREEDOM

Mean square F ratio

Between

samples

869.5 5-1=4 869.5/4 217.38/34.57 =

6.28

Within

samples

518.5 20-5=15 518.5/15

Calculated value = 6.28

Degrees of freedom = (4, 5)

Tabulated value 3.06

INFERENCE:


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Since the calculated value is greater than the tabulated value, we reject the nullhypothesis (H0).

Therefore, there is significant difference between various packing brand preference

and its satisfaction level.

CHAPTER-VI


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CHAPTER-VI

6.1FINDINGS

This study on organization climate was based on the following dimensions;

they are the worker-worker relationship.

Level of motivation welfare measures training and development financial

resources.

48 % of respondents are partially satisfied with their incentives.

53 % of respondents are highly satisfied with their job.

The result revel that majority of workers feel highly satisfied with

organization climate.

The result also indicates that the workers perceived different dimensions of

the organization climate and different intensities.

In order to access the workers perceptrtion overall organization climate.


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6.2SUGGESTIONS

To share personal problems with supervisors.

Encouragement to try out new methods and creative ideas.

Workers were happy with the present climate in the organization.

Supervisor must inform the employees about their career development

opportunities.

There should be good relationship between superior and subordinate for ensuring

commitment in the work.


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CHAPTER-VII


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CHAPTER-VII

CONCLUSION

The organization climate is the key factor in an organization. If an organization

doesnt recognize the ergonomics (human factor) intervening their organization climate it

will be out of business. Hence effective analyzing of ergonomics factors has been carriedout to know the effect on organization climate.

Human resource is the key area of each and every organization. The performance

of the entire organization depends on the human resource effort.


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CHAPTER -VIII

CHAPTER -VIII

8.1SCOPE OF THE STUDY

The organizational climate consists of the total organizational factors including its

authority pattern, leadership pattern and communication pattern. A good organizational

climate must be conducive to achieve the objective of the company while allowing

individual to accomplish individuals goals.

Organizational climate influences the behavior of the people working in an

organization and thereby affects Performance, Satisfaction, and Attitudes of people. There

are four mechanism by which organizational climate does this.


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First, organizational variables can operate as constraint systems in both a positive

and negative sense by providing knowledge of what kinds of behavior are rewarded,

punished or ignored.

Second, the valuation of self and others may also influence behavior of the people.

These are both physiological and psychological variables associated with this evaluation

process.

Third, organization factors work as stimuli. Stimuli are a motivational variable

directing behavior. It influences the arsenal level that directly influences performance.

8.2 NEED FOR THE STUDY

Need to diagnose the current state of the organization and indicate where changes areneeded.

Need to study the impact of individual job satisfaction and over all organizationaleffectiveness.

Need to identify the structure and environment.

Need the study help to find out perception of the employees towards the state of theclimate in the organization?

Needs of the study climate influences the behavior of the organization.


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Organizational climate in job satisfaction.

8.3BILIOGRAPHY

RESEARCH METHODOLOGY:


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Donald R.Cooper and Ramcis S. Schinder research methods, Tata

McGraw Hill publishing Company limited, New Delhi, 2000.

Donald H.Mc.Burry, Research methods, Thomson Asia pvt ltd,

Singapore, 2002.

JOURNALS:

Sutton and Khan, Characteristics of work stations as potential

occupational stress, Acadomy of Management journal, April 1987,

Pg.260, 16pgs.

Derba A.Vilsmid,office system,ABI/Inform Globalised

1997,pg.15,2pgs

Karenunwin,role perception of the employees in their work

place,ICFAI-HRMjournal,oct2005,pg.24,6pgs

Bragg, organization commitment of employees at work place,

ICFAI-HRMjournal, nov 1997, pg41, 2pgs.

WEBSITES:

www.ingentaconnect.comwww.ergoanalyst.comwww.citeman.com

STUDY ON ORGANIZATION CLIMATE CONZERV SYSTEM PVT LTD.

QUESTIONNIREE
http://www.ingentaconnect.com/http://www.ergoanalyst.com/http://www.citeman.com/http://www.ingentaconnect.com/http://www.ergoanalyst.com/http://www.citeman.com/


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PERSONAL DETAILES

Name of the employee :

Age :

Qualification :

Marital status : married ( ) un married ( )

1. How many years of experience do you have in this company?a. below 5 years b.5-10years

c. 11-20years d 21-30years

2. Do you feel to discuss feelings with supervisors?

a. yes b. no

3. To what extent you are satisfied with your job?

a, highly satisfied b. satisfied

c. Partially satisfied d. dissatisfied

4Are you satisfied with you salary?



5. How do feel about work load?

a. relaxed b. normal c. burden d. overburden

6. How do you feel about your relationship your superior?


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a. excellent b .good c. fair d. poor

7. What type of eldership style in conzerv systems private limited?


8. Do you feel that every one as the need to increase productivity?

a. yes b. no

9. Are you satisfied to the training facilities provided to the organization?


c.Partially satisfied d. dissatisfied

10. Is there any favoritism when promotion is concerned?

a. yes b. no

11. How do you feel with the aspects motivation when achieve a goal?


12. What you feel about measures in your organization?


13. What extent you are satisfied with the incentive schemes?



14. Are you satisfied your medical facilities given to you by your organization?




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15. Do you encouraged to have an experience with new methods and ideas?

a. yes b. no

16. How do you feel about transport facilities?



17. Do you feel that each and worker to acquire skills in the organization?

a. strongly agree b. agree c. neither d. disagree

18. How do you feel about transport facilities?



19. Can you approach your superior any time regarding the problem during the course of

work?

a. yes b .No

20. Do you want suggest any changes regarding organization climate?

_________________________________________________________

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