comparative study of culture of indian oil R oil
Embed Size (px)
Transcript of comparative study of culture of indian oil R oil
PROJECT REPORT ONCOMPARATIVE STUDY OF WORK CULTURE IN
INDIAN OIL CORPORATION LTD. (PSU) &
RELIANCE INFOCOMM(PVT. COMPANY)
UNDER THE GUIDANCE OF:BY:Ms. ANJALI Lecturer MBA Deptt.
SUBMITTEDNITESH MBA08/36 MBA 4th semester
SAT PRIYA INSTITUTE OF MANAGEMENT STUDIES AND REASEARCH. (M.D.UNIVERSITY, Rohtak)
ACKNOWLEDGEMENTI WOULD LIKE TO EXPRESS MY HEART FELT GRATITUDE TO Mr.Dev (Reliance), Mr.Vijender,Ms.Suman(Iocl) For Valuable Inputs And Constant Guidance. I Would Like To Thank Hr Executives And Supervisors Of Reliance Infocomm & Iocl. Who Spared Their Valuable Working Time And Helped Me Knowing The Collection Of Data For Analysis For My Project Report. Their
I Would Like To Thank My Faculty And Ms. Anjali Who Guided Me Throughout To Make A Excellent Project Report.
Last But Not Least My Friends & Parents Who Cooperated With Me For The Submission And Completion Of This Project Report.
INDEX1. EXECUTIVE SUMMARY 2. SIGNIFICANCE OF THE STUDY 3. INTRODUCTION OF STUDY ORGANISATION CULTURE OCTAPACE PROFILE CHARATERISATION OF INDIAN ORGANISATIONAL WORKING CULTURE FAQs
4. STATEMENT OF OBJECTIVES 5. RESEARCH METHODOLOGY 6. ANALYSIS & INTERPRETATION OF DATA 7. CONCLUSION 8. ANNEXURE
DECLARATIONI NITESH Roll No. MBA08/36 Class MBA 4TH Sem of the SAT PRIYA INST.OF Mgmt. Studies And Research Rohtak hereby declares that the project entitled COMPARATIVE STUDY OF WORK CULTURE IN IOCL & RELIANCE INFOCOMM is an original work & the same has not been submitted to any of the institutions for the reward of any other degree. The interim report was presented to the supervisor on _____________________.
EXECUTIVE SUMMARYTITLE:Comparative Study Of Work Culture in A Public Sector Company And Private Sector Company.Work culture of PVT. Sector company is different from that of public sector co. culture. this comprarative study of organisationl working culture is based on OCTAPACE instrument of
A culture (values,norms,patterns of behaviour pattern of behaviour expected to be shown by all thd employees) including work culture, that is valued by the organization & enables it to have a sustainable impact & to continue to achieve its goal and grow. The culture should be defined by the organization by itself. The culture may deal with values attached to: internal & external customers, employees, speed and quality of decision making, discipline, integrity, punctuality, trustworthiness, cost consciousness.
Now Develop The Reputation As The Enterprise Leader Must be able To Build Or Rebuild Outstanding Organisational Culture From The Ground Up
- UDAY PAREEK Leadership Culture: Strategy Culture
Culture In Any Organisation Is The Unavoidable By-Product That Develops When A Group Of People Work Together, Has The Power To Dictate The Future Success And Failure Of Its Organisation. Thats Why Many Indian Organisation Stressing On Work Culture.
WORK CULTURE INGREDIENTSENVIRONMEN T
ETHOS & ETHICS
OF THE COMPANIES
INTRODUCTION OF THE COMPANIESPRIVATE SECTOR COMPANY
Reliance Infocomm is the outcome of the late visionary Dhirubhai
Ambani's (1932-2002) dream to herald a digital revolution in India by bringing affordable dream to herald a digital revolution in India by bringing affordable means of information and communication to the doorsteps of India's vast population.
"Make the tools of Infocomm available to people at an affordable cost, they will overcome the handicaps of illiteracy and lack of mobility", Dhirubhai Ambani charted out the mission for Reliance Infocomm in late 1999. He saw in the potential of information and communication technology a once-in-a-lifetime opportunity for India to leapfrog over its historical legacy of backwardness and underdevelopment.
Working at breakneck speed, from late 1999 to 2002 Reliance Infocomm built the backbone for a digital India - 60,000 kilometres of fiber optic backbone, crisscrossing the entire country. The Reliance Infocomm pan-India network was commissioned on December 28, 2002, the 70th - birth anniversary of Dhirubhai. This day also marked his first birth anniversary after his demise July - 6, 2002.
Reliance Infocomm network is a pan India, high capacity, integrated (wireless and wire line) and convergent (voice, data and video) digital network, designed to offer services that span the entire Infocomm value chain - infrastructure, services for enterprises and individuals, applications and consulting. The network is designed to deliver services that will foster a new way of life for a New India
Anil D. Ambani
Mr. Anil D. Ambani, 46, is the Chairman of Reliance Capital, Reliance Infocomm and Chairman & Managing Director of Reliance Energy Limited. Till recently he also held the position of the Vice Chairman and Managing Director of Reliance Industries Limited.
The Reliance group is India's largest business house, founded by late Shri Dhirubhai H. Ambani (1932-2002).
Work Environment in RELIANCE INFOCOMM
People Management Apply Online inviting Job applications from prospects . Exciting Opportunities in Application & Solutions Content Group in Product Management & Development
Exciting Opportunities in Material and Product Management Team Reliance Infocomm is in the process of setting up best-in-class work facilities across major cities in India. At Mumbai, the Dhirubhai Ambani Knowledge City hosts more than 3000 professionals with a range of office complexes, food courts, avenues and boulevards, fountains, Video conferencing and other advanced communication infrastructure. Apart from the physical work setting, Reliance Infocomm is fostering a work climate marked by positive energy, team work and performance ethic. Reliance infocomm committed to build a non-hierarchical and open work environment... a result driven meritocracy. "We bet on people" said Dhirubhai Ambani, our legendary founder. This is at the core of Reliance Infocomm's Business philosophy. Reliance Infocomm believes in hiring world-class talent and supporting them with an enabling organisational framework. Reliance infocomm already invested in 50,000 person training days and state-of-the-art e-learning facilities. it introducing several progressive and employee friendly HR practices in e-HR, Employee Self Service, Performance Management System, 360 Feedback and Leadership Development initiatives. Working culture Vision is to develop Global Leaders in India by providing them opportunities to learn through a comprehensive and contemporary framework of continuing education.
The dimensions, as described and interpreted in the Culture in the Workplace Questionnaire, are:
Individualism: The degree of individual or group orientation
Power Distance: The level of preference for equality or inequality within groups
Certainty: The preference for risk versus structure
Achievement: The relative degrees of relationship versus task orientation. This dimension also tracks the relative masculine and feminine influences in the workplace.
PUBLIC SECTOR COMPANY INDIAN OIL CORPORATION LIMITED
Indian Oil Corporation Ltd. (IndianOil) was formed in 1964 through the merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958). It is currently Indias largest company by sales with a turnover of Rs. 1,50,677 crore (US $ 34.44 billion) and profits of Rs. 4,891 crore (US $ 1.12 billion) for fiscal 2004. IndianOil is also the highest ranked Indian company in the Fortune Global 500 listing, at 170th position. It is also the 18th largest petroleum company in the world and the # 1 petroleum trading company among the national oil companies in the Asia-Pacific region.
Sarthak Behuria, Chairman
Indias Downstream MajorThe IndianOil Group of companies owns and operates 10 of Indias 18 refineries with a combined refining capacity of 54.20 million tonnes per annum (1 million barrels per day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one of
IndianOil owns and operates the countrys largest network of crosscountry crude oil and product pipelines spanning nearly 9,000 kilometres, with a combined capacity of 60.42 MMTPA. IndianOil and its subsidiaries account for 56% petroleum products market share among public sector oil companies, 42% national refining capacity and 69% downstream pipeline throughput capacity. For the year 2004-05, IndianOil sold 50.13 million tonnes of petroleum products, including 1.96 million tonnes through exports. To maintain its competitive edge and leadership status, IndianOil is investing Rs. 24,000 crore (US $ 5.6 billion) during the X Plan Period (2002-07) in integration and diversification projects, besides refining and pipeline capacity augmentation, product quality upgradation and retail expansion.
Work Environment in IOCL BEUROCRATIC Management Employment news in news paper, inviting Job applications from prospects. Website is not properly developed
Opportunities in exploration & technical Contents in product & Development.
provide satisfactory working facilities in refinary plants
specially established in major cities in India. Physical work setting is fostering a work culture enhance a positive energy, team work and performance productivity. Work