Manickbag automobiles pvt ltd at belgaum

Manickbag Automobile Pvt ltd KARNATAKA LAW SOCIETY’S

INSTITUTE OF MANAGEMENT EDUCATION AND RESEARCH.

BELGAUM-590011

[Affiliated to Karnataka University, Dharwad & Recognized by AICTE, New Delhi]

A

PROJECT REPORT

ON

“Impact of organizational climate”

At

“Manickbag Automobiles Pvt Ltd at Belgaum”

SUBMITTED BY

MISS. DEVIKA S HULBATTE

EXAM-NO: MBA09003023

UNDER THE GUIDANCE OF

INSTITUTE GUIDE ORGANISATION GUIDE

Prof. Shailja Hiremath Mr.Mahantesh Hiremath

KLS IMER College (MBA) Belgaum Page 1

Manickbag Automobile Pvt ltd (Faculty KLS IMER Belgaum) (Sales Manager Manickbag Automobiles Pvt

Ltd)

KLS’s

INSTITUTE OF MANAGEMENT EDUCATION AND RESEARCH, BELGAUM.

[Affiliated to Karnataka University, Dharwad & Recognized by AICTE, New Delhi]

CERTIFICATE

This is to certify that Miss. Devika S Hulbatte has satisfactorily completed her

concurrent project On “Impact of organizational climate” at Manickbag Automobiles

Pvt Ltd at Belgaum”, in partial fulfillment Of the requirement for the Award of Masters

Degree in Business Administration from Karnataka University Dharwad, during the

Academic year 2009-2010.


Manickbag Automobile Pvt ltd Prof. Shailja Hiremath Dr.

A.B.Kalkundrikar

INSTITUTE GUIDE DIRECTOR

DECLARATION

I hereby declare that this project report entitled “Impact on organizational climate” for

Manickbag Automobiles Pvt Ltd at Belgaum has been prepared by me during the year 2009-

2010 under the guidance of Prof.Shailja Hiremath, management faculty of KLS Institute of

Management of Education & Research, Belgaum.

I also hereby declare that this project has not been submitted at any time to any other institute or

university for award of any degree or diploma.

EXAM.No: MBA09003023

Place: Belgaum

Date:


Manickbag Automobile Pvt ltd Miss

Devika S Hulbatte

ACKNOWLEDGEMENT

This report entitled “Impact on organizational climate” at Manickbag Automobiles Pvt Ltd at

Belgaum is the result of my concurrent project. The project would not have been completed

without the kind co-operation and help of certain individuals to whom I owe this heartfelt

gratitude. I am very thankful to Dr Shirish Shah. (Managing Director) for granting me

permission to do my project at Manickbag Automobiles Pvt Ltd.

I would like to thank Dr Shirish Shah. (Managing Director) of Manickbag Automobiles Pvt Ltd

Industries Belgaum, and my external guide Mr. Mahanatesh Hiermath (Sales manager) for

giving me an opportunity to work for the esteemed & reputed firm & guiding, motivating me

through all the difficulties that came my way & spending enormous amount of time discussing

about the project.

I am also grateful to all the employees of Manickbag to help me complete my project. I am very

thankful to all the members of the company who have helped me in making my project report

complete.

I express my immense thanks to our honorable Director Dr. A.B.Kalkundrikar for allowing me

to do my concurrent project at Manickbag Automobiles Pvt Ltd, Belgaum.

My sincere thanks to my internal guide Prof. Shailja Hiermath for her valuable guidance in the

completion of this project successfully.KLS IMER College (MBA) Belgaum Page 4

Manickbag Automobile Pvt ltdLast but not the least I would like to thank Mr. Udai Pareek Author of the Book “Training

Instruments for HRD & OD” whose well designed instrument on organization climate has

helped me to carry at my project.

I also want to thank each & everyone who directly or indirectly helped me in making my project

successful.

EXECUTIVE SUMMARY

S Manickbag Group was founded in 1920 by 2 families, Dharmappa Mirji and Manickchand

Shah. The name Manickbag was adopted because it was started on a land, which was donated by

one Mr .Manickchand P. Zaveri of Bombay to Jain boarding and it, was full of bamboo jungle

and hence the area was known as Manickbag.

The survey on impact on the organizational climate provided the employees to communicate

their view on a wide range of issues in total confidence.

This survey on the organizational climate was conducted to find out about the organizational

climate & how an individual perceive the organization on his experience of the Manickbag

Company. The other objective is to know the influence of organizational climate in implementing

the organizational climate .

The organization climate survey helps the companies to know the notion of the organizational

climate & provides managers and others with a picture of how things could be within an

organization. It provides a Linkage of individual performance with organizational performance.

The company will also come to know about how an individual perceive an organization from

his/her experience. The data collection was through Questionnaire & personal interview. The

analysis was done through the MAO-C ANALYSIS, where in I have done a detail study of the

organization climate at Manickbag automobile Pvt ltd.KLS IMER College (MBA) Belgaum Page 5

Manickbag Automobile Pvt ltd

PART -I

ABOUT AUTOMOBILE INDUSTRY

The history of the automobile industry in India actually began about 4,000 years ago when the

first wheel was used for transportation. In the early 15th century, the Portuguese arrived in China

and the interaction of the two cultures led to a variety of new technologies, including the creation

of a wheel that turned under its own power. By the 1600s, small steam-powered engine models

were developed, but it was another century before a full-sized engine-powered automobile was

created. The dream a carriage that moved on its own was realized only in the 18th century when

the first car rolled on the streets. Steam, petroleum gas, electricity and petrol started to be used in

these cars. The automobile, as it progressed, was a product of many hands, of revolutionary

concepts, and of simple, almost unnoticed upgrading.

India's transport network is developing at a fast pace and the automobile industry is growing too.

Also, the industry has strong backward and forward linkages & the automobile industry also

provides employment to a large section of the population. Thus the role of automobile industry

cannot be overlooked in Indian Economy. All kinds of vehicles are produced by the automobile

industry. It includes the manufacture of trucks, buses, passenger cars, defense vehicles, two-

wheelers, etc. The industry can be broadly divided into the car manufacturing, two-wheeler

manufacturing and heavy vehicle-manufacturing units.


Manickbag Automobile Pvt ltd The major car manufacturers in India are Hindustan Motors, Maruti Udyog, Fiat India

Private Ltd., Ford India Ltd., General Motors India Pvt. Ltd., Honda Siel Cars India Ltd.,

Hyundai Motors India Ltd., Skoda India Private Ltd., Toyota Kirloskar Motor Ltd., to name just

a few. The two-wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle

& Scooter India (Pvt.) Ltd., Hero Honda, Yamaha, Bajaj, etc. The heavy motors like buses,

trucks, defense vehicles, auto rickshaws and other multi-utility vehicles are manufactured by

Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra, etc.

The Indian automobile industry is now striding inroads into the rural middle class after its

inroads into the urban markets and rural rich. It is trying to bring in varying products to suit

requirements of different class segments of customers.

ECONOMIC IMPORTANCE’S

Automobile manufacturers are among the largest companies in the world. These

corporations are often multinational, meaning they are partially owned by several

foreign companies. These companies often share parts, use parts made in foreign

factories, or assemble entire cars in foreign countries. The three major automobile

manufacturers in the United States—General Motors Corporation, Ford Motor

Company, and Daimler Chrysler AG—provide much of the industry's total direct

employment in the United States, but increasingly foreign automakers, such as Toyota

Motor Corporation and Nissan Motor Co., Ltd.—are building automobile assembly

plants in the United States.

Foreign automakers are taking advantage of tax incentives and laws that discourage union

organization in the Southern United States, in particular. Eleven foreign-owned auto plants

operated in the United States in 1993. By 2006 that number had grown to 28. Many of these

plants were located in such states as Alabama, Mississippi, South Carolina, Tennessee, and

Texas.

Automotive parts manufacturers are another large section of the U.S. auto industry, comprising

about 5,000 firms, including Japanese, European, and Canadian companies. These firms supply KLS IMER College (MBA) Belgaum Page 7

http://encarta.msn.com/encyclopedia_761588123/General_Motors_Corporation.html

http://encarta.msn.com/encyclopedia_761588173/Nissan_Motor_Co_Ltd.html

http://encarta.msn.com/encyclopedia_761588219/Toyota_Motor_Corporation.html

http://encarta.msn.com/encyclopedia_761588219/Toyota_Motor_Corporation.html

http://encarta.msn.com/encyclopedia_761588089/DaimlerChrysler_AG.html

http://encarta.msn.com/encyclopedia_761588114/Ford_Motor_Company.html

http://encarta.msn.com/encyclopedia_761588114/Ford_Motor_Company.html

Manickbag Automobile Pvt ltdthe original equipment market (for manufacture) and the replacement parts market (for

maintenance and repair). By some estimates, for every job created in the automobile assembly

industry, three to four jobs are created in the automotive parts industry. Numerous other

industries support the automobile industry. These include the insurance, security, petroleum,

and roadway design and construction industries. Still other industries, such as motels, drive-in

theaters, and fast-food restaurants, owe their existence to the mobility provided by the

automobile.

DOMESTIC IMPACT

The automobile industry directly influences the economies of the United States and other

countries around the world. In a typical year, the U.S. automobile industry generates between

12 and 14 percent of manufacturers' shipments of durable goods (products designed to last at

least three years). Automobile production consumes large amounts of iron, steel, aluminum,

and natural rubber. The automobile industry also consumes more copper, glass, zinc, leather,

plastic, lead, and platinum than any other U.S. industry.

Rising imported car sales in the United States during the 1980s threatened the economic

strength of U.S. automakers. Domestic sales rebounded in the 1990s, but as the 21st century

began, foreign carmakers resumed making inroads in U.S. car sales. Ford saw its car and truck

market share in North America fall to about 17 percent in 2005, returning to its percentage

share in the 1980s, and General Motors saw its North American market share drop to 26

percent in 2005.

FOREIGN TRADE

Sales of U.S. motor vehicles to Americans are expected to remain near the same level in the

future, with about 1 to 2 percent growth per year, while foreign markets are expanding at rates


Manickbag Automobile Pvt ltdthat are two, three, and even ten times faster. Because exports will be essential to expanding

the auto and auto parts industries, U.S. trade officials have negotiated trade agreements such as

the Memorandum of Understanding with Korea (1993), the North American Free Trade

Agreement (NAFTA, 1994), and the U.S.-Japan Automotive Framework Agreement (1995). These

and other agreements have increased automobile and other exports to Japan, Mexico, and

Korea many times over.

In 1994 the United States successfully promoted the Uruguay Round of the General Agreement

on Tariffs and Trade (GATT), which helped American auto export potential because it improved

access to both major and developing markets. These initiatives have helped the U.S. automotive

industry achieve the highest level of exports on record.

INDIAN AUTOMOBILE INDUSTRY

The automobile industry has got its momentum back with April's overall vehicle sales rising

by 9.83 per cent, thanks to reduced excise duty in the 2008-09 Budget.

According to figures released by the Society of Indian Automobile Manufacturers (SIAM), the

overall sale car sales managed a growth of 30% in May 2010 TO 1,208,851 units and a growth of

8% in last April 2010.

Total domestic vehicles sale in April stood at 8,06,238 units, against 7,34,103 units in

the same month last year The Union Budget 2008-09 proposed a reduction in excise duty on

small cars to 12 per cent from 16 per cent and a similar cut on two and three wheelers, and

buses and chassis. The passenger car segment clocked a sale of 98,740 units during the

month, against 84,283 units in the same month a year ago, SIAM said.

Segment leader Maruti Suzuki India registered an increase of 22.30 per cent at 51,766 units,

against 42,326 units in the same month in 2007. Rival Hyundai Motors sold 21,492 units

during the month, against 15,697 units last year, up 36.92per cent. Tata Motors, however,

recorded a decline of 17.10 per cent at 11,193 units, against 13,502 units in the same month

previous year. KLS IMER College (MBA) Belgaum Page 9

http://www.indiacar.net/news/n81092.htm





http://encarta.msn.com/encyclopedia_761579853/North_American_Free_Trade_Agreement.html

http://encarta.msn.com/encyclopedia_761579853/North_American_Free_Trade_Agreement.html

Manickbag Automobile Pvt ltdGeneral Motors India had a 21.65 per cent jump in its sales with its hatchback 'Spark'

continuing a good run. The company's overall sales stood at 3,411 units, compared to 2,804

units last year. On the motorcycles front, the industry witnessed a reasonably good growth in

April with the segment registering a jump of 8.31 per cent at 5, 01,592 units, against

4, 63,091 units during the year-ago month, SIAM said.

Destination India

India is on every major global automobile player's roadmap, and it isn't hard to see why:

• India is the second largest two-wheeler market in the world

• Fourth largest commercial vehicle market in the world

• 11th largest passenger car market in the world

• Expected to be the seventh largest by 2016

Robust production

The cumulative growth of passenger vehicles segment during April-February 2007

compared to the corresponding period in the last year was 22.91 per cent, while that of

passenger cars in the same duration was 24.76 per cent, says the Society of Indian Automobile

Manufacturers (SIAM). The commercial vehicles segment grew by 36.12 per cent during the

April-February 2007 period, while three wheeler sales grew by 14.5 per cent, it added.

India is the second-biggest market for small cars after Japan. It accounts for 60% of the

domestic market.KLS IMER College (MBA) Belgaum Page 10


TATA MOTORS IN INDIA

Tata Motors Limited

Type Public (NYSE: TTM)

Founded 1960

Headquarters India

Industry Automotive

Products Commercial vehicles

Website http://www.tatamotors.comKLS IMER College (MBA) Belgaum Page 11

http://www.tatamotors.com/

http://en.wikipedia.org/wiki/Website

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Automotive

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/India

http://www.nyse.com/about/listed/lcddata.html?ticker=TTM

http://en.wikipedia.org/wiki/New_York_Stock_Exchange

http://en.wikipedia.org/wiki/Public_company

http://en.wikipedia.org/wiki/Category:Types_of_companies


PROFILE

Tata Motors established in 1945, Tata Motors is India's largest automobile company.

The company began manufacturing commercial vehicles in 1954 with a 15-year collaboration

agreement with Daimler Benz of Germany. It is the leader by far in commercial vehicles in each

segment, and the second-largest in the passenger vehicles market with winnimidsize and utility

vehicle segments. The company is the world's fifth-largest medium and heavy commercial

vehicle manufacturer

Tata Motors Limited, formerly known as TELCO (TATA Engineering and Locomotive

Company), is India’s largest passenger automobile and commercial vehicle manufacturing

company. It is also the world's 5th largest commercial vehicle manufacturer. It is part of the Tata

group. Tata Motors is widely credited for putting India on the automotive map by designing and

developing its own range of cars.

Tata Motors date back to 1945 when they started making Trains. Tata Motors was first

listed on the NYSE in2004. Tata Motors had created the wealth Rs 320bn during 2001-2006 and

stood among top 10 wealth creators in India.. In 2004 it also bought Daewoo's truck

manufacturing unit in South Korea. In March 2005, it acquired a 21% stake in Hispano carrocera

SA, giving it controlling rights in the company. Tata Motors and the Fiat group have signed a new

memorandum of understanding (MoU) to establish a 50:50 joint venture to manufacture

passenger vehicles, engines and transmission systems for both domestic and export markets


Manickbag Automobile Pvt ltdTata Motors is a company of the Tata and Sons Group, founded by Jamshetgi Tata. It is

currently headed by Ratan Tata., The company has the workforce of 22000 employees working

in its three plants and other regional and zonal offices across the country.Tata Motors' range of

passenger cars is still not comprehensive by international standards. In commercial vehicles,

Tata Motors commands an imposing 65% market share in the domestic heavy commercial

market. The company is trying to modernize its range of commercial vehicles. Tata Motors hived

off its vehicle finance business into a separate subsidiary, TML Financial Services (TMLFS), in

September 2006.

The company plans to build a car that will cost just under Rs 1,00,000 considering that 2

wheelers in India cost Rs 50,000/-. Indigenously developed mini-truck. Tata motors

manufacturing units are located at Jamshedpur, Lucknow and Pimpri-Chinchwad (Pune). The

Pune plant manufactures the passenger cars.

Research and development

Tata Motors invests approximately up to 2 per cent of its annual turnover on research and

development, with an emphasis on new product / aggregates development and technology up

gradation. Its Engineering Research Center in Pune employs over 1,400 scientists and engineers

and has India's only certified crash-test facility and hemi-anechoic chamber for testing of noise

and vibration.

The company also draws on the resources of leading international design and styling

houses like the Institute of Development in Automotive Engineering, SPA, Italy, and Stile

Bertoni, Italy. The company has also been implementing several environmentally sensitive

technologies in manufacturing processes and uses some of the world's most advanced equipment

for emission checking and control.

Environmental responsibility

Tata Motors has led the Indian automobile industry's anti-pollution efforts through a

series of initiatives in effluent and emission control. The company introduced emission control


Manickbag Automobile Pvt ltdengines in its vehicles in India before the norm was made statutory. All its products meet

required emission standards in the relevant geographies. Modern effluent treatment facilities, soil

and water conservation programmers and tree plantation drives at its plant locations contribute to

the protection of the environment and the creation of green belts.

Global Competition

Tata Motors have some distinct advantages in comparison to other MNC competitors.

There is definite cost advantage as labor cost is 8-9 per cent of sales as against 30-35 per cent of

sales in developed economies. Tata motors have extensive backward and forward linkages and it

is strongly interwoven with machine tools and metals sectors. India is an excellent source for IT

based engineering solution for products & process Integration. There are strong supporting

industries.

Exports Tata Motors' vehicles are exported primarily to Europe, Africa, the Middle East,

South and South East Asia and Australia. The company also has assembly operations in

Malaysia, Bangladesh, Ukraine, Kenya and Russia. Over the years, the company has received

more than 50 awards from the government of India's Engineering Export Promotion Council, for

its export initiatives. While currently about 14 per cent (as on March 31, 2005) of its revenues

are from its international business, the company intends to increase its international business

through organic and inorganic growth routes.



Awards

• Tata Motors has been chosen as India's Most Trusted Brand in cars in a Readers Digest-

AC Nielsen consumer survey in 2006.

• Tata Motors' mini-truck, Ace, which has created an all-new category in the commercial

vehicles market, received the BBC-Top Gear' Design of the Year 2006. The company's Starbus

low-floor city bus and the Novus heavy truck were adjudged second and third respectively.

• For the second consecutive year, Auto Monitor as the ‘Commercial Vehicle Manufacturer

of the Year’ rated Tata Motors for 2006.

• The Commercial Vehicle Business Unit won the CII-Exim Bank Award for 2005 for

Business Excellence, for being a role model of excellence in management. The award

particularly recognises excellence in the management of quality as a fundamental process.

• The two divisions of the company also won the Tata Group's JRD QV Awards for

Business Excellence in 2005.

• The Jamshedpur plant and the car plant at Pune received the Union Ministry of Power's

National Energy Conservation Award, which recognise significant initiatives to reduce energy

intensity and improve energy efficiency. The Jamshedpur plant won the award for the fourth year

in a row. The Commercial Vehicle Business Unit and the Passenger Car Business Unit also

received the CII's National Award for excellence in energy management. The Foundry Division

at the Pune plant received the Gargi Huttenes Albertus Green Foundry of the Year Award.


Manickbag Automobile Pvt ltdManufacturing

Tata Motors owes its leading position in the Indian automobile industry to its strong

focus on indigenisation. This focus has driven the Company to set up world-class

manufacturing units with state-of-the-art technology. Every stage of product evolution-

design, development, manufacturing, assembly and quality control, is carried out

meticulously. Our manufacturing plants are situated at Jamshedpur in the East, Pune in

the West and Lucknow in the North.

Jamshedpur: This was the first unit of the Company established in 1945 and is spread over an area

of 822 acres. It consists of 3 divisions - Truck, Engine (including the Gear Box division) and

Axle. The divestments in March 2000

Pune: The Pune unit is spread over 2 geographical regions- Pimpri (800 acres) and

Chinchwad (126 acres). It was established in 1966 and has a Production Engineering

Division, which has one of the

Lucknow: Established in 1991 and covering an area of 600 acres, the Lucknow Plant was

established to assemble Medium Commercial Vehicles (MCVs) to meet the demand in the

Northern Indian market. In 1995, the unit started manufacturing bus

Products:: Passenger Cars- Indica, Indigo

:: Utility Vehicles- Safari, Sumo

:: Trucks- NOVUS and others

:: Bus- Starbus, Globus and others

:: Defense Vehicles

PART II


http://www.tatamotors.com/our_world/manufacturing.php?ViewID=3



Manickbag Automobile Pvt ltdCOMPANY PROFILE

Organization profile:

Name: Manickbag Automobiles pvt.ltd.

Authorized dealers for

Tata motors cars [PCD]

Location: Khanapur road

Udyambag

Belgaum.

Telephone: 0831-4219999

Fax: 0831-4219901

History of Manickbag Group and concerns : Two families, Dharmappa Mirji and Manickchand Shah founded Manickbag Group in

the year 1920. The name Manickbag was adopted because it was started on a land, which was

donated by one Mr.Manickchand P. Zaveri of Bombay to jain boarding and it, was full of KLS IMER College (MBA) Belgaum Page 17

Manickbag Automobile Pvt ltdbamboo jungle and hence the area was known as Manickbag. When we delve in to the history of

this magnificent Group, one is stunned by its performance, efficiency, simplicity and character.

Like the grand Himalayas, this Group has remained like a solid rock overbearing the automotive

sales and services facilities for decades. Another specially of this group is all the

partners/director themselves involve and take full interest in day-to-day activities an customer

contacts and have full knowledge of dealerships.

Absolute Honesty and hard work is the motto of this organization that has been the only

tradition set by the pioneers of the two families.

Initially, they started a Rice Mill in1920 at Belgaum soon in 1930 they diversified to

Manickbag soap factory. Due to some policy matter it was closed in 1935, they started an edible

oil mill at Belgaum this group believes in honesty and quality so they were successful in

producing the product, which was accepted abroad also Manickbag oil mills exported the

groundnut oil.

In the year 1950 two young family members turned their focus to the business.

Manickbag owned a few petrol-fueled trucks, so to maintain these trucks small workshop

was started as Manickbag Engineers. Soon Diesel engines came in market. Taking

advantage of this opportunity Manickbag Engineers started converting petrol trucks in to

diesel by changing the engine assembly.

Simpson’s was the leading manufacturer of diesel engine then and they offered the dealership

for their engines to Manickbag in the year 1951. The MICO dealership was acquired in 1956. At

same time Ashok Leyland sub dealership under sundram motors was taken in 1956 in name of

Manickbag Automobiles. Then for engine rebuilding a full-fledged Machine shop was started. In

the year 1965 separate firm as Manickbag diesel started exclusive for Mico product and

Manickbag Garage and Industries for Machine shop and Leyland service for repairs service of

Leyland vehicles.

In the year 1974 a branch of Manickbag Diesels for MICO was opened in Bijapur. In the

year 1984 Manickbag Automobiles opened a branch for Ashok Leyland at Hubli. In the year

1980 [24-9-190] Sundram Clayton TVS Moped dealership was taken. The TVS Motor Co Ltd


Manickbag Automobile Pvt ltd[Ind-Suzuki] motorcycle dealership was started on 28-5-1984 in Manickbag Engineers. Further

branches were opened at Bijapur and Ankola.

In 1991 Manickbag Automobiles shifted from Ashok Leyland to TATA MOTORS. They

got dealership for TELCO, now TATA MOTORS vehicles and spare parts for North Karnataka

region, and hence had to give up the sub-dealership of Ashok Leyland. And in the year 1993

under its sister concern Manickbag Industries they got appointed for SESA-GOA agency.

In the year 1995-1996, Manickbag was awarded BEST DEALER of TVS SUZUKI for

Karnataka and Goa. And in the succeeding year 1996-1997, TVS SUZUKI was awarded the Best

service-providing dealer for Karnataka and Goa region. These landmark achievements show the

company’s strategy towards the customer i.e.” TO SERVE BETTER”.

The Manickbag has grown rapidly and today seven sister concerns and many branches outside

Belgaum are operating. The sister concerns are as follows:

1. Manickbag Automobiles Pvt. Ltd

2. Manickbag Engineers.

3. Manickbag Services

4. Manickbag Oil mills.

5. Manickbag Industries.

6. Manickbag diesel

7. Manickbag Garages.

BOARD OF MANAGEMENT

1. Mr. Shashikant Mirji [Chairman]

2. Mr. Ashok Mirji [Executive Director]KLS IMER College (MBA) Belgaum Page 19

Manickbag Automobile Pvt ltd3. Mr. Bhushan Mirji [Executive Director]

4. Mr. Sheel Mirji [Executive Director]

5. Mr. Ramesh shah [Executive Director]

6. Mr. Sarang Shah [Executive Director]

7. Mr. Sanjot Shah [Executive Director]

8. Mr. Ashok Shah [Executive Director]

Present Business Lines1. Hindustan Petroleum --- Since 1950

2. Simpson --- Since 1951

3. MICO --- Since 1956

4. Kirloskar Bearings --- Since 1975

5. Tvs Motor Co. --- Since 1980

6. Sesa Goa. Pig iron ,coke &coal --- Since 1990

7. Tata Motors --- Since 1992

It has its branches operating at following places in Karnataka

BRANCHES OF MANICKBAG:


Manickbag Automobile Pvt ltdHead Office : Belgaum

Branch :

• Belgaum,

• Bijapur.

• Ankola.

• Gulbarga.

Service Setup

• Bagalkot

• Bidar

• Chikodi

MAN POWER:

• Workshop :59

• Sales teams : 28

• Drivers : 4

• Contract employees : 30

The group was converted in to private limited on 1st April 2002

ACHIEVEMENTS:

1. Best dealership award from Tata motors [TELCO]


Manickbag Automobile Pvt ltd2. Best dealership award from MICO

3. Best dealership award from TVS Motors Co.

ACTIVITIES:

1. Sales of Tata motors Cars.

2. Service/Repair of all range of Tata Cars.

3. Sales of Tata Cars Spares Parts.

COMPETITORS:

The main competitors for Manickbag Automobiles are:

1. Shantesha Motors Belgaum , for Maruti Suzuki

2. Bellad Motors, Belgaum ,for Chevrolet

3. Ashanti Motors Belgaum, for Hyundai

THERE ARE TWO MAIN DIVISIONS IN THE FIRM. THOSE ARE:

• Commercial Vehicle Division(CVD)

• Passenger Car Division(PCD)

DEPARTMENT PROFILE: There are mainly four departments in Manickbag Auto mobiles

Pvt Ltd. They are

1. Sales Department.

2. Service Department.

3. Spares Department.

4. Accounts/ Finance Department.


Manickbag Automobile Pvt ltdPART IIISWOT ANALYSIS ON MANICKBAG AUTOMOBILES

STRENGHTS:

1) The customers can ask test drive.

2) The customers are attended as soon as they come.

3) They have their own finance.

4) The dealers have high goodwill in the market for their service.

5) Presence of effective flow of communication between the departments of Manickbag is the

greatest strength, which ensures smooth flow of operations.

WEAKNESS:

1) Tough competition from other companies

2) The dealers prefer experience rather than talent for higher post.

3) Difficulty in marketing Petrol cars as it is set in minds of public that Tata is for diesel

vehicles.

OPPORTUNITIES:

1) Can capture rural areas when they are going to launch their new vehicle.

2) The dealers can go for diversification.

3) The dealers can conduct exchange promotional activities to increase its sales.

4) Potential marker in low-income group and rural areas.

THREATS:

1) Ever changing market trends.

2) Competition from other models.

3) Globalization and privatization

4) Any sudden change in Government policy may affect the sales.


Manickbag Automobile Pvt ltd5) New incentive from competitors like price and quality.

ORGANIZATION STRUCTURE

M

ANAGING DIRECTOR

ASSITANT GENERAL MANAGER

Service

Account

Spares

Sales

Manager

Manager

Manager

Manager

ASM

Sales ExecutiveKLS IMER College (MBA) Belgaum Page 24

Manickbag Automobile Pvt ltdService Staff

Administration Staff

Store Keeper

Service Advisor

Supervisor

Works I/C

Biller

Supervisors

Cashier

Mechanics

ORGANISATION STUDY OF THE MANICKBAG AUTOMOBILE PVT LTD KLS IMER College (MBA) Belgaum Page 25

Manickbag Automobile Pvt ltdHUMAN RESOURCE (HR) DEPARTMENT:

It is a nodal department for all the concerns & departments. Its area of functions is quite large.

Operations of HR department are centralized in the Manickbag & are headed by senior Personnel

officer.

The HR Department Structure:

PERSONNEL & ADMINISTRATOR

Personnel Officer Receptionist Security Officer

Assistants Contract Guards

HR Department Functions Includes:

1. Recruiting & Selecting.

2. Maintaining the attendance.

3. Sanctioning leave, calculating wages & salary.

4. Training.

5. Performance appraisal.


Manickbag Automobile Pvt ltdThe working hours are morning 9 am to 6 pm. Lunch hour is from 1 pm to 2 pm. The employees

carry out total 8 hours of work every day. Workers are been provided with identity card to

register their presence in the work place where the work signs the register at the gate everyday at

9 am. Before leaving the work place every worker is checked by security guard & only then is

allowed to leave the work place. Spare parts or any other material is allowed out of work place

only after the issue of gate pass.

Human Resource Planning:

The organization follows a formal HR plan when they to take any decisions regarding their

work/project or whenever they want to start a new work/project.

Recruitment:

Recruitment involves attracting & obtaining as many applications as possible from eligible

job seekers. The process begins when new recruits are sought & ends when their applications

are submitted. The result is a pool of applicants from which new employees are selected.

Personal officer keeps the track record of suitable people for future vacancies,

submits the manpower status report to M.D. directly. The sources of recruitment are,

1. Internal source:

Promotion.

Transfer.

2. External source:

Campus interviews.

Advertisement in local Newspaper

In Manickbag two factors are usually considered for giving promotions,

Productivity.

Merit includes conduct, behavior, educational qualification, and attendance


Manickbag Automobile Pvt ltdSelection:

Selection is the process of differentiating between applicants in order to identify & hire those

with a greater likelihood of success in a job. The management committee after the recruitment

procedure is completed conducts interviews to select an employee. Most of the time local

candidates are been preferred rather than from other city/states.

Induction:

Induction is done to provide new employees with the information he/she needs to function

comfortably & effectively in the organization.

During the induction this organization provides candidate with general information like,

About the daily work routine.

Rules & regulations of the organization.

Organizational objectives, its operations & product.

Training at Manickbag Automobiles:

At Manickbag Automobiles Tata Motors, employees are invaluable assets and their career and

personal growth are of prime concern to the Company.

Manickbag Automobiles provides a congenial atmosphere to work, learn and grow. The

Company conducts various programmes to train their staff in the latest and the best

technology and management practices. The Organization through its in-house vocational

training and apprenticeship programmes trains the technicians. Numerous talented

Youngsters, honed by such rigorous programmes, have achieved appreciation for themselves

as well as the organization

They also have expansion projects which offer numerous growth opportunities. Structured

training programmes, rotational assignments and cross-functional mobility allow employees to


Manickbag Automobile Pvt ltdgrow. Movement across functions is encouraged to help employees develop a wider perspective

and gain expertise in manifold functions.

Human Resource Maintenance:

The organization provides the welfare facilities to its employees like,

Accident care: In case any accident takes place with the employees while working in the

organization the injured employee will receive medical treatment free of cost that is they get

E.S.I.

Compensation: in case of death, accidents, injuries etc the organization gives compensation to

the suffered employees. The organization also provides group insurance welfare facility to its

employees.

FINANCE DEPARTMENT:

The main office at Belgaum maintains the accounts of all sister concerns i.e. centralized in the

main office.

The subordinate to managing partner for finance department is an Asset Manager Accounts who

is in charge of routine finance functions. Separate accounts books are maintained for each sister

concern & branches & at the end of financial year annual report is declared calculating profit &

loss by considering total sales & expenses incurred.

The expenses include wages salaries advertisement etc.


Manickbag Automobile Pvt ltdMANICKBAG AUTOMOBILES PVT LTD

Tata Motors brand of vehicles can be classified into,

1. Commercial Vehicles.

LCV (Light Commercial Vehicles).

HCV (Heavy Commercial Vehicles).

2. Utility Vehicles.

3. Passenger Cars.

Manickbag Automobiles Pvt Ltd deals with these entire brands of vehicles & are also

authorized Tata spare parts dealers & distributors. Manickbag Automobiles has the following

departments,

1. Vehicles Sales Department.

2. Spare Parts Sales Department.

3. Service department.

VEHICLES SALES DEPARTMENT :

It performs following functions as listed below,

1. Handling Enquiries.

2. Collection of customer information.

3. Giving Vehicles demo to Customers

4. Customer’s follow-up.

5. Responsible for sales of the sales.



SPARE PARTS SALES DEPARTMENT:

In Manickbag there is separate department of spare parts, it sells around 25,000 types of genuine

spare parts. Manickbag follows two methods of spare parts sales.

1. Direct sales: Under this method sale at the department counter sales & retailing of spare

parts in & around Belgaum district is taken.

2. Workshop sales: Includes sales of spare parts at the service department. So to respond

quickly to the requirements of service department.

MANICKBAG SERVICES DEPARTMENT:

Manickbag has a service station under its sister concern Manickbag services with proper

infrastructure. The Manickbag services are operated on the guidelines of Tata Motors. Facilities

available at Manickbag services,

All repairs are carried out all under one roof.

Availability of complete machine shop for engine rebuilding.

All time mobile service facility.

Telco trained mechanics.

Same day delivery facilities accept major blocks.



PART-IV

TITLE OF THE STUDY:

“IMPACT OF ORGANISATION CLIMATE AT MANICKBAG AUTOMOBILE

PVT LTD”

NEED FOR THE STUDY:

1) It helps to know how an organization focuses mainly on the cultural dimension.

2) To know how an organization favors individual and collective learning processes

at all levels of the organization.

3) It helps the organization for capturing the intangible knowledge base of the

organization and making it visible.

4) It helps the organization for aligning and developing the capacities of a team to

create the results its members truly desire’

5) To know how the leaders lead an organization at every level, make the decisions

& how effectively they communicate with all members of the internal and

external community.

STUDY OBJECTIVES:

1) To understand the concept of organization climate.


Manickbag Automobile Pvt ltd2) To understand organization climate of Manickbag automobiles Pvt Ltd.Belgaum.

3) To understand the influence and impact of organizational climate for better functioning of

the organization.

SCOPE FOR THE STUDY:

1) This project is aimed at understanding functional aspects of the organization in general.

2) The study of personnel department function in the organization, which is the lifeblood of

any organization.

3) This project helps for the practical knowledge about the impact of organization climate.

4) This will help me to know how the significant members of the organization experience &

perceive their organization

RESEARCH DESIGN:

• The research design of this project is a study was conducted by the survey method.

• Taking sample of 50 employees by convenience sampling using the research instrument as

the questionnaire which is designed by Mr. Udai Pareek.

• Personal interview is considered as the sample plan.

• For this project area of research is Belgaum City.

RESEARCH METHODOLGY:

SAMPLING:

Sample plan to know the organization climate in this project is through the data received from

the questionnaire and secondary data


Manickbag Automobile Pvt ltdSAMPLING METHOD: Using Convenience Sampling. And Sample size for this project is 50

employees at Manickbag automobiles.

DATA COLLECTION METHOD:

I have collected the data from the following sources:

A. PRIMARY DATA:

The data collected from the company persons.

Questionnaires.

Interviewing with the employees of the organization.

B. SECONDRY DATA:

Internet

Reference books

Manickbag data source

Magazines, Catalogues, etc.

TOOLS OF DATA COLLECTION:

The questionnaire prepared after discussion with the guide, is the tool for primary

data collection. The questionnaire used to obtain the response from the employees.

Secondary data was collected from Magazines, Website and catalogues of the

company.KLS IMER College (MBA) Belgaum Page 34

Manickbag Automobile Pvt ltdFIELD WORK:

After the approval of the questionnaire the field work carried out within the premises

of Manickbag Automobile Pvt ltd of Belgaum.

DATA ANALYSIS PROCEDURE:

Completed questionnaires were used for various tables. The data gathered was

tabulated and classified and their means were calculated. Each and every suggestion and

points are considered and the findings are analyzed.

Graphs and charts were used to illustrate the findings and statistics. Through these analyses the

suggestions are given so that as and when they are needed they can be analyzed by the company.

LIMITATIONS:

1. Due to time limitations only 50 sample size was considered.

2. More sample size would have given more accuracy.



CONCEPT OF ORGANIZATION CLIMATE

Organizational Climate

“Organizational Climate is the atmosphere of the organization, a “relatively enduring quality of

the internal environment of an organization, which is experienced by its members and influences

their behavior.” The organizational climate can be measured in terms of trust, morale, conflict,

and equity in rewards, leader credibility, and resistance to change.

Using the competing values framework, four organizational climates emerge:

a. Internal process, which is high on tension and resistance to change,

b. Rational goal, which is high on tension and low on resistance to change,

c. Developmental, which is low on tension and low on resistance to change, and

d. Group, which is low on tension and high on resistance to change.

One of the key factors that may influence employee’s perceptions of involvement is

organizational climate. This article examines the relationship between employee perceptions of

involvement and organizational climate. Data were collected using a survey of 2employees of an

information technology company. The authors argue that employee involvement is composed of

three essential variables, namely, participation in decision-making, teamwork, and

communications. Three hierarchical regression analyses were carried out with each of the

employee perception of involvement variables as dependent variables. Employee demographic

data, employee affective attitudes (job satisfaction, commitment, and stress), and three KLS IMER College (MBA) Belgaum Page 36

Manickbag Automobile Pvt ltddimensions of organizational climate (bureaucracy, innovation, and support) were entered into

the regression analyses. The results showed that supportive climates and commitment

significantly predicted each of the employee involvement variables. The results are related to

current research literature on organizational climate and involvement, and the implications for

managers are discussed.

Organizational climate is a useful tool for understanding the complexities of organizations. It

was defined as an accumulation of tangible perceptions that individuals had about various

aspects of the work environment. Extensive research about it attested to the importance of this

variable regarding how organizations functioned. Researchers and authors repeatedly cited

organizational culture as a fundamental factor, which impacted organizational performance.

Organizational climate is a concept used to identify characteristic attitudes and behaviors of

workers such as degree of job satisfaction, leadership styles, motivation factors, work

atmosphere, and role perceptions. Under traditional management concepts the worker is

perceived as having little intrinsic motivation to work and, therefore, little interest in or capacity

for innovation, problem-solving, assumption of responsibility, or achievement of organizational

goals. An organizational climate rich in opportunities for the fulfillment of motivation needs

results in high worker motivation, morale, and innovation, and relative desensitization to unmet

maintenance needs. A climate poor in these opportunities results in regressive preoccupation with

unmet maintenance needs, work dissatisfaction, and a tendency to find fault.

Conclusion: It is the leaders who must pave the way to the creation of the organizational climate,

and they must also model the process. The learning that goes on between individuals in an

organization. It is an intangible process, but one that can be enhanced by taking certain measures

to foster development. The organizational climate discovers how to best work with individual

styles, allowing for reflection and other individual needs. It becomes a safe place to take risks,

make mistakes, and learn from the results. The organizational climate approach is the key to both KLS IMER College (MBA) Belgaum Page 37

Manickbag Automobile Pvt ltdgreater revenue and better working conditions as well as greater gains to all stakeholders

including social partners. The research shows that in the bureaucratic environment, economic

successes are gained at the expense of the humane values whereas in the organizational climate

approach both can be achieved at the same time. The organizational climate approach is not just

about improving productivity and work satisfaction; it is also about the fundamental ethics of the

workplace and the marketplace.

“IMPACT OF ORGANIZATIONAL CLIMATE”

Organizations where people continually expand their capacity to create the results they truly

desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is

set free, and where people are continually learning to see the whole together.

Organizational climate: It is a relatively enduring quality of the internal Environment of an

organization that

a) Is experienced by its members,

b) Influences their behavior, and

c) Can be described in terms of the values of a particular set of characteristics (or attitudes) of

the organization.” (Taguiri and Litwin, 1968, p. 27).

Contains of Climate: Organization climate of an organization can be study with the help of the

following 6 motives and 12 dimensions of organization climate which are a result of

various studies and discussions with the managers. These dimensions were proposed by

Likert in 1967, Litwin & Stringer in 1968.

1. Achievement : The setting of challenging goals for oneself awareness of obstacles that

might be encountered in attempting to achieve these goals.

2. Expert Influence : A desire to make people do what one thinks is right & an urge to

change situations & develop people.


Manickbag Automobile Pvt ltd3. Control: An urge to monitor events & to make corrective actions when needed & a need

to develop a personal power.

4. Extension: This is characterized by concern for others & an urge to be relevant & useful

to large groups including society.

5. Dependency: A tendency to submit ideas or proposals or approval & an urge to maintain a

relationship based on the other person’s approval.

6. Affiliation: A tendency to express one’s emotions & an emphasis on friendship.

The dimensions of organization climate suggested are as follows:

1. Orientation : This is the main concern of the members of an organization. If the dominant

orientation or concern is to adhere to established rules, the climate will be charterised by control,

if it is to excel the climate will be characterized by achievement.

2. Interpersonal Relationship: Organizations interpersonal relations are reflected in the way

informal groups are formed. If the groups are formed for the purpose of protecting their own

interest they may develop a climate of control that may result similarly, if employees develop an

informal relationship with their supervisors, a climate of dependency may result.

3. Supervision: Supervisory practices contribute significantly to the climate and the atmosphere.

If the supervisor is helping the subordinates to improve personal skills and chance of

advancement, a climate on extension motive may result, if supervision is more concern with

maintaining good relation with their subordinates, a climate of affiliation motive may result.

4. Problem Management: Problems can be as challenges or irritants .these different prospective

and ways of handling the problems contribute to the creation of organization climate and

atmosphere.

5.Management of Mistake: A supervisors attitude towards a subordinate mistakes develop the

organizational orientation ,which is generally one of annoyance ,concern or tolerance .an

organization’s approach to mistakes influences the climate and atmosphere.

6. Conflict Management: Conflicts may be seen as an embarrassing annoyance to be covered

up, or as problems to be solved. The process of dealing with the conflicts has a significant effect

on climate and atmosphere.KLS IMER College (MBA) Belgaum Page 39

Manickbag Automobile Pvt ltd7. Communication: Communication is concerned with the flow of information, its direction, its

dispersion, or its type and its mode.

8. Decision Making: An organizations approach to decision making can be focused on

maintaining good relations or achieving results, the issue is who makes the decision. These

elements of decision making are relevant to a particular climate.

9. Trust: The degree of trust or its absence among the various members and group in the

organization affect the climate, the issue here again is of who is trusted by the management and

to what degree is of relevance.

10. Management of Rewards : Rewards reinforce specific behavior, there by arousing and

sustaining specific motives. Consequently, what is rewarded in an organization influences

organization climate.

11. Risk Taking: How people respond to risk, and whose help is sought in situations involving

risk, are important determinants of climate.

12. Innovation &Change: Who initiates change, how change and innovations are perceived and

how change in implemented are all critical in establishing climate

WHY CLIMATE IS ESSENTIAL FOR DEVELOPING THE ORGANIZATION:

Climate is essential for developing organizational because Organizational climate is a concept

used to identify characteristic attitudes and behaviors of workers such as degree of job

satisfaction, leadership styles, motivation factors, work atmosphere, and role perceptions. So the

level of performance and improvement needed today requires learning, lots of learning. The

organizational climate in an organization that takes a step back to look at the big picture of how

it benefits from new ideas and errors with the intention of continuous improvement & an

organizational climate nurtures that learning. In today’s climate of rapid change, organizations

are more interested in becoming organizational climate s in order to meet rapidly emerging

challenges. The proponents of the organizational climate believe that it enables organization to

foresee and respond to today’s globally competitive business environment.




Manickbag Automobile Pvt ltdDIMENSIONS OF ORGANISATION CLIMATE Column1

MMOTIVES DOMINANT BACK -UP

Achievement Expert Influence

Extension Control Dependency Affiliation

1.Orientation 3.92 3.14 3.82 2.58 4.02 3.3 4.02 3.92

2.Interpersonal Relationship

3.48 3.26 3.76 2.78 4.1 3.56 4.1 3.76

3.Supervision 3.28 3.3 3.52 3.46 4.16 3.34 4.16 3.52

4.Problem Management

4.04 3.72 3.28 2.54 3.56 3.4 4.02 3.72

5.Management of Mistake

4.32 3.16 3.82 2.5 4.08 3.34 4.32 4.08

6.Conflict Management

3.44 3.52 3.8 3.44 3.22 3.52 3.8 3.52

7.Communication 3.9 3.82 3.64 2.46 3.12 4 4 3.9

8.Decision Making

3.5 3.94 2.54 3.64 3.62 3.71 3.94 3.71

9.Trust 2.8 3.32 3.74 3.28 3.52 4.2 4.2 3.74

10. Management of Rewards

4.86 3.78 3.08 2.92 3.52 3.06 4.86 3.78

11.Risk Taking 3.5 2.88 3.8 3.7 3.76 3.24 3.8 3.76

12.Innovation &Change

2.98 3.7 3.48 4.3 3.64 2.9 4.3 3.7

TOTAL SCORES

44 41 42 38 44 42 50 45

MAO-C INDEX 53 48 50 43 53 50 63 55

PART V: FINDING, ANALYSIS & INTERPRETAION:

MAO-C MATRIX ANALYSIS FOR MANICKBAG AUTOMOBILE PVLTD The findings given below are the MAO-C matrix which helps to know which of the motive is

strong in the organization climate and which of the motive is weak.


Manickbag Automobile Pvt ltdThe MAO-C graph below represents which of the motive is stronger as whole in Manickbag

Automobile Pvt ltd

As per the instrument suggested by Mr.Udai Pareek the MAO-C Matrix graph helps us to asses

which of the motive is stronger , as he mentioned that the advantage of index is to show the

relative strength of the climate with regard to the motives . The cut-off point is 50. If the index

no for a particular motive is greater than 50, the climate is relatively stronger for that motive & if

the index is less than 50, the climate is relatively weak for that motive.

INFERENCE:

In the above table & graph we see that 4 motives namely ACHIVEMENT , EXTENSION ,

DEPENDENCY & AFFILIATION have index above 50 that is the climate for these motives is

relatively high in Manickbag Automobile Pvt ltd. Whereas EXPERT INFLUENCE AND

CONTROL are weak as the index is less than 50.

The interpretation comes as that at Manickbag the concern for excellence, competition in terms

of achieving high standards and also taking up challenging goals and achieving them is high.

Also the concern for others and an attempt to be helpful to their fellow members is high

CORELATION BETWEEN DIMENSIONS OF ORGANISATION CLIMATE AND THE

MOTIVES OF ORGANISATION CLIMATE:

MOTIVE

Dimension of org climate


Extension Control Dependency Affiliation

1.Orientation 3.92 3.14 3.82 2.58 4.02 3.3

1. ORIENTATION


Manickbag Automobile Pvt ltdINFERENCE:

The interpretation is that according to the graph above the dependency motive is strong for

orientation & from the reference of the questionnaire hence it shows that employees here are

mainly concerned in following established rules and procedure.

Whereas the employees here do not consolidate one’s own personal position and influence seems

not to be exiting here.

2. INTERPERSONAL RELATON:

MOTIVES



Extension Control Dependency

Affiliation


3.48 3.26 3.76 2.78 4.1 3.56



Interpersonal relation is maintained in an organization when the employees form informal

group for better functioning. Form the above analysis and graphical

representation it can be interpreted that dependency motive is strong in

interpersonal relation which concludes that employees here have strong association

mostly with their supervisors and look to them for suggestion and guidance.

3. SUPERVISION

MOTIVES

Dimension of orgClimate


Extension Control Dependency

Affiliation

3.Supervision 3.28 3.3 3.52 3.46 4.16 3.34

INFERENCE :

In this dimension dependency motive is stronger which shows that here supervisors Influence

their subordinates with their expertise to compete and achieve their targets. Also it can be noticed

that achievement is a weaker motive which indicates that supervisor her do not reward the

outstanding employees.


Manickbag Automobile Pvt ltd4. PROBLEM MANAGEMENT

MOTIVE

Dimension of org climate s4.Problem Management

INFERENCE:

Achievement motive

interpreted that employees here take problems as challenges and try to find better solution. In the above

graph it can be interpreted that the control motive is weaker than the rest of the motive which indicates

that problems here are usually solved by supervisors; subordinates are not involved.

Index Score Index Score Index Score Index Score Index


Manickbag Automobile Pvt ltd5. MANAGEMENT OF MISTAKE:

Dimension of org climate 5.Management of Mistake

INFERENCE

The observation that notice is that achievement and dependency motive are much stronger than the

rest of the motive for management of mistake, hence reference from the questionnaire it can said

that when a subordinate makes a mistake, the supervisor treats like a learning experience which

helps in preventing mistake and improves the performance in the future also it is also that

subordinates expect guidance from the supervisor in correcting or preventing mistake.

6. CONFLICT MANAGEMENT:



Manickbag Automobile Pvt ltd6.Conflict Management

INFERENCE:

From the graph above it can be interpreted that extension motive is stronger and the rest

7. COMMUNICATION:

Dimension of org climate 7.Communication



Communication is one of the strongest dimensions of organization climate for Manickbag

automobiles, as 4 of the motives are ranging in considerable range, which shows that

communication here is their strength; here the communication is more of informal and friendly

type which contributes to better communication channel and climate. Also relevant information

is made available to all who need it and can use it for the purpose of achieving high

performance.

8. DECISION MAKING

Dimension of org climate 8.Decision Making

INFERENCE:

The above statistics show that the expert influence motive is strong for decision


Manickbag Automobile Pvt ltdmaking. This is because decisions here are made influenced by specialist and

knowledgeable person. Also decisions here are made keeping in mid the good

of employees and the society.

9. TRUST

Dimension of org

climate

9.Trust

INFERENCE:

Trust being an very important factor for maintaining a better organization climate in Manickbag it is seen that it’s

been given a lot of importance which the interpretation can be made that in the above graph . Here trusting and

friendly relations are highly valued.



10. MANAGEMENT OF REWARDS

Dimension of org climate 10. Management of Rewards

INFERENCE:

The strongest dimension is the management of rewards where the achievement motive is

come out to be the strongest in all the dimensions of organization climate. Here the main

thing that is rewarded is the excellence of the performance and accomplishment of tasks.

11. RISK TAKING

MOTIVE

Dimension of org


Manickbag Automobile Pvt ltdclimate

11.Risk Taking

INFERENCE:

In the above graph it can be notice that there is a steady impact of all the motives which

almost are in the same range, where affiliation is the strongest motive a Hence risk taking

has a normal impact on the organizational climate. Here supervisors have strong tendency

to rely on expert specialist for their advice also in responding to risky situations

supervisors here show great concern for the people working for the organization.

12. INNOVATION &CHANGE

Dimension of org

climate




In the above

mentioned analysis

the observations is

that the control

motive is stronger

for the innovation

and change

dimension, hence

the interpretation is

that say that

innovation here is

primarily arising

from the top

management

employees are not

much of involved.

FINDINGS:

I. According

to the graph

(1) above


Manickbag Automobile Pvt ltdthe

dependency

motive is

strong for

orientation

& from the

reference

of the

questionnai

re the

interpretati

on is that

the

employees

here are

mainly

concerned

in

following

established

rules and

procedure.

Whereas

the

employees

here do not

consolidate

one’s own

personal


Manickbag Automobile Pvt ltdposition

and

influence

seems not

to be

exiting

here.

II. Interperso

nal

relation is

maintaine

d in an

organizati

on when

the

employees

form

informal

group for

better

functionin

g. Form

the above

analysis

and

graphical

representa

tion (2) the

interpretat


Manickbag Automobile Pvt ltdion can be

made that

dependenc

y motive is

strong in

interperso

nal

relation

which

concludes

that

employees

here have

strong

association

mostly

with their

supervisor

s and look

to them for

suggestion

and

guidance.

III. In this

graph (3)

dimension

dependency

motive is

stronger


Manickbag Automobile Pvt ltdwhich

shows that

here

supervisors

Influence

their

subordinate

s with their

expertise to

compete

and achieve

their

targets.

Also it is

interpreted

that

subordinate

s do not

reward the

outstanding

employee.

IV. Achieveme

nt motive

strong for

the

problem

manageme

nt

dimension


Manickbag Automobile Pvt ltdof the

organizatio

nal climate.

The

interpretati

on can be

made that

employees

here take

problems

as

challenges

and try to

find better

solution. It

can be

interpreted

that seeing

the above

graph (4)

that the

control

motive is

weaker

than the

rest of the

motive this

most of the

decision for


Manickbag Automobile Pvt ltdthe

problems is

taken by

the

supervisors

and upper

authority

only

employees

are not

involved.

V. Achieveme

nt motive

strong for

the

problem

manageme

nt

dimension

of the

organizatio

nal climate.

The

interpretati

on can be

made that

employees

here take

problems


Manickbag Automobile Pvt ltdas

challenges

and try to

find better

solution. It

can be

interpreted

that seeing

the above

graph (5)

that the

control

motive is

weaker

than the

rest of the

motive.

VI. From the

graph (6)

above we

see that

extension

motive is

stronger

and the rest

of the

motives for

this

particular


Manickbag Automobile Pvt ltddimension

are very

low and do

not

contribute

to the

organizatio

nal climate

when it

comes

conflict

manageme

nt, it can

interpreted

that asses

that in

resolving

the

conflicts

employees

here

consider

the

principles,

organizatio

nal ideals

and the

larger goals

of the


Manickbag Automobile Pvt ltdorganizatio

n which

indeed is a

good point

which

favors the

organizatio

n at large.

VII. Communic

ation is one

of the

strongest

dimensions

of

organizatio

n climate

for

Manickbag

automobile

s, in graph

(7) as 4 of

the motives

are ranging

in

considerabl

e range,

which

shows that

communica


Manickbag Automobile Pvt ltdtion here is

their

strength;

here the

communica

tion is more

of informal

and

friendly

type which

contributes

to better

communica

tion

channel

and

climate.

Also

relevant

information

is made

available to

all who

need it and

can use it

for the

purpose of

achieving

high


Manickbag Automobile Pvt ltdperformanc

e.

VIII. The above

statistics

graph (8)

shows that

the expert

influence

motive is

strong for

decision

making.

This is

because

decisions

here are

made

influenced

by

specialist

and

knowledge

able

person.

Also

decisions

here are

made

keeping in


Manickbag Automobile Pvt ltdmid the

good of

employees

and the

society

IX. Trust being

a very

important

factor for

maintaining

a better

organizatio

n climate in

Manickbag

the

interpretati

on can be

made that

it’s been

given a lot

of

importance

which the

interpretati

on can be

made that

in the

above

graph (9).


Manickbag Automobile Pvt ltdHere

trusting and

friendly

relations

are highly

valued.

X. The

strongest

dimension

is the

manageme

nt of

rewards

where the

achievemen

t motive is

come out to

be the

strongest in

all the

dimensions

of

organizatio

n climate.

Here the

main thing

that is

rewarded is

the


Manickbag Automobile Pvt ltdexcellence

of the

performanc

e and

accomplish

ment of

tasks

reference

graph (10).

XI. In the

above

graph (11)

we can

notice that

there is a

steady

impact of

all the

motives

which

almost are

in the same

range,

where

affiliation

is the

strongest

motive a

Hence risk


Manickbag Automobile Pvt ltdtaking has a

normal

impact on

the

organizatio

nal climate.

Here

supervisors

have strong

tendency to

rely on

expert

specialist

for their

advice also

in

responding

to risky

situations

supervisors

here show

great

concern for

the people

working for

the

organizatio

n

XII. In the


Manickbag Automobile Pvt ltdmentioned

analysis

graph (12)

it is been

observed

that the

control

motive is

stronger for

the

innovation

and change

dimension,

hence it can

be

interpreted

that

innovation

here is

primarily

arising

from the

top

manageme

nt and

employees

are not

involved.


Manickbag Automobile Pvt ltdPART VI:

SUGGESTIONS



























CONCLUSION

In order to make

the organization,

have a better

climate, the

organization must

give importance to

acquiring and

generating young

talent in the

organization for

better results in

near future. There

must be great

understanding

between old and

young employee

for the exchange of

ideas and also for


Manickbag Automobile Pvt ltdcreating good

communication

channel within the

organization.

Mentoring of

employee by

supervisors is a

great deal in the

organization.

Therefore leaders

must lead and

mentor their team

with well-planned

programs for

achieving better

results within

specified results.

Current leaders

must give right

platform to the

young employee in

the organization,

so that young

employee must

cultivate good

leadership

characteristics for

the future.


Manickbag Automobile Pvt ltdFor the

development of

good organization

climate, there must

be good channel of

communication for

the exchanges of

ideas and also

employee must

free to feel to

express his

problems infornt of

his supervisor. This

helps to avoid

giving comments

on others infornt of

other employee.

The good

communication

helps to create and

maintain healthy

environment

within the

organization.

Also as the study

that was conducted

at Manickbag

Automobiles Pvt

Ltd, Belgaum the


Manickbag Automobile Pvt ltdobservation that

were made are,

that the

organization has a

strong optimistic

climate which has

a major effect from

the 4 motives as

achievement,

extension,

dependency &

affiliation. Also it

was studied that

expert influence

and control

motives are weaker

and hence they

should mainly see

into these regions

and work on that.

This summer

implant project has

helped me gain a

detail knowledge

about the effects of

organization

climate and its

impact as well the

importance of


Manickbag Automobile Pvt ltdhaving an

optimistic

organizational

climate and the

support it provides

to smooth

functioning of the

organization.

PART VI:

ANNEXURE:

QUESTIONNAIR

E:

QUESTIONNAI

RE FOR

MOTIVATIONA

L ANALYSIS OF

ORGANIZATIO

NS – CLIMATE

(MAO-C)

Dear Respondent,

I am pleased

to introduce

myself as MBA


Manickbag Automobile Pvt ltdstudent of IMER,

as a part of

curriculum I here

undertaken

research study “A

Project report on

organizational

climate”

Information

provided by you

will be strictly

kept confidential

and used for

academic purpose

only.

Thanking in

advance.

Name:

Role:

Organization:

Date:

Completing this

instrument will


Manickbag Automobile Pvt ltdhelp you to assess

the climate of your

organization. There

are 12 categories

within each

category there are

six statements, you

are to rank the

statements in each

category from

1(Most) to 6(least).

Do not give the

same rank to more

than one statement.

1. Orientation

.











2. Interperson

al

Relationshi

p.

a. In this

organizatio

n most

informal

groups are

formed

around

experts.

b. The

atmosphere

here is very

friendly &


Manickbag Automobile Pvt ltdpeople

spend

enough

time in

informal &

social

relations.

c. In this

organizatio

n strong

cliques

protect

their own

interest.

d. Businesslik

e

relationship

s prevail

here;

people are

warm, but

get together

primarily to

ensure

excellence

in

performanc

e.

e. People here


Manickbag Automobile Pvt ltdhave strong

association

s mostly

with their

supervisors

& look to

them for

suggestions

&

guidance.

f. People here

have a high

concern for

one another

& tend to

help one

another

spontaneou

sly when

such help is

needed.

3. Supervision

:













4. Problem

Management:



5. Management

of Mistakes:













.



6. Conflict

Management:










































Manickbag Automobile Pvt ltd7.

Communication:









































8 Decision

Making:




































Manickbag Automobile Pvt ltd 9. Trust























10. Management


Manickbag Automobile Pvt ltdof Rewards:

































11. Risk Taking:



12. Innovation &















































The below

table is the

MAO-C

scoring key

table which

helps in

scoring the

total and

average for

each of the

12


Manickbag Automobile Pvt ltddimension

of the

organizatio

n climate

this is a

standardize

d table

which is

the part of

the

instrument

designed

by Mr.

Udai

Pareek.

DIMENSIONS OF

ORGANISATION

CLIMATE

1.Orientation


3.Supervision

4.Problem Management

5.Management of Mistake

6.Conflict Management

7.Communication


Manickbag Automobile Pvt ltd8.Decision Making

9.Trust

10. Management of Rewards

11.Risk Taking


MAO-

C

SCORI

NG

KEY

T

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Manickbag Automobile Pvt ltdA

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Manickbag Automobile Pvt ltdv

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CONV

ERSIO

N

TABLE

Score

12 0 25 22 38 43 51 65 64 87

13 2 26 23 39 45 52 67 65 88

14 3 27 25 40 47 53 68 66 90

15 5 28 27 41 48 54 70 67 92

16 7 29 28 42 50 55 72 68 93

17 8 30 30 43 52 56 73 69 95

18 10 31 32 44 53 57 75 70 97

19 12 32 33 45 55 58 77 71 98

20 13 33 35 46 57 59 78 72 100

21 15 34 37 47 58 60 80

22 17 35 38 48 60 61 82

23 18 36 40 49 62 62 83

24 20 37 42 50 63 63 85


Manickbag Automobile Pvt ltdThese index number is calculated with the help of the following formula :

Index = (S-12)* 100/60

REFERENCES

BIBLIOGRAPHY

1. Training Instruments In HRD & OD (second edition) ---------- Udai Pareek

2. Easter ------ by-Smith, M., Burgoyne, J. and Araujo

3. Organizational Climate and Culture ------ Schenider, Benamin

MAGAZINES & NEWS PAPERS

1. "Learning to learn, ----------Praxis Business Line, 1996 (December)

2. Learning for Development (A literature review.)------- By Katherine Pasteur

WEBLIOGRAPHY

• www.learning -org.com

• www.infed.org/biblio/learning-organization .

• www.Gom.sagepub.com/cgi/content/abstract/24/4/479

• www.brint.com


http://www.infed.org/biblio/learning-organization

http://www.learning/

