Chapter 1Concept of Culture

What is Culture.

Culture is communication, communication is culture.

Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes,

meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the

universe, and material objects and possessions acquired by a group of people in the course of

generations through individual and group striving.

A culture is a way of life of a group of people--the behaviors, beliefs, values, and symbols

that they accept, generally without thinking about them, and that are passed along by

communication and imitation from one generation to the next.

Culture is the sum of total of the learned behavior of a group of people that are generally

considered to be the tradition of that people and are transmitted from generation to

generation.

Culture consists of patterns, explicit and implicit, of and for behavior acquired and

transmitted by symbols, constituting the distinctive achievement of human groups, including

their embodiments in artifacts; the essential core of culture consists of traditional ideas and

especially their attached values; culture systems may, on the one hand, be considered as

products of action, on the other hand, as conditioning influences upon further action.

Figure 1

1

Role of Culture.

It performs a boundary-defining role, that is, it creates distinctions between one organization

and others.

It conveys a sense of identity for organization members.

Culture facilitates the generation of commitment to something larger than one’s individual

self-interest.

It enhances social system stability. Culture is the social glue that helps hold the organization

together by providing appropriate standards for what employees should say and do.

Culture serves as sense making and control mechanism that guides and shapes the attitudes

and behavior of employees. It is the last function that is of particular interest.

Classifying Culture.

The Power Cultures: This culture depends upon a single source of influence and is often

referred to as the spider’s web with the most powerful spider at its center. Such an

organization is typically a family firm of a small business in the extreme case. The central

influence and prevailing culture might be centered upon just one person. Although it is more

likely to be a power clique comprising a small number of persons. Working in such

organizations requires that employees correctly anticipate what is expected of them from the

power holders and perform accordingly.

The Role Culture: The role culture is one that attempts to achieve logic and reason in highly

specified way similar to bureaucratic organizational structure. it is called a role culture

because roles (or positions in the firm) are given primacy over the individuals who fill them.

The firm is best described by its role set in this way. The firm can sustain its existence

2

beyond the contribution of specific individuals and can recruit people successively into

present roles.

The Task Culture: This culture has no single source of power endowed by hierarchical

location. Senior management allocates projects to the various parts of the organization. And

projects are worked on and developed autonomously by teams of staff who often get together

for that project alone. The culture is inherently crossed functional. Mixing different levels of

expertise together in project teams and deliberately subs jugulating hierarchical authority to

the development of the project or task. This culture is often associated with organizations,

which adopt matrix or project-based structural designs.

The Person Culture: This is the least common form of culture found in complex

organizations. Individuals who work in other kinds of cultures commonly desire this culture,

since it often accords with their personal wishes and values. The individual is the keynote of

the firm. The firm is there to serve the interests of the individuals who form it, professionals

such as lawyers. Architects and some consultants initially organize themselves into this kind

of culture.

Figure 2

3

Characteristics of Culture

Culture is manifested at different layers of depth

In analyzing the culture of a particular group or organization it is desirable to distinguish

three fundamental levels at which culture manifests itself: (a) observable artifacts, (b) values,

and (c) basic underlying assumptions. When one enters an organization one observes and

feels its artifacts. This category includes everything from the physical layout, the dress code,

and the manner in which people address each other, the smell and feel of the place, to analyze

why members behave the way they do, we often look for the values that govern behavior, but

as values are hard to observe directly, it is often necessary to infer them by interviewing key

members of the organization or to content analyze artifacts such as documents and charters.

To really understand a culture and to ascertain more completely the group’s values and over

behavior, it is imperative to delve into the underlying assumptions, which are typically

unconscious but which actually determine how group members perceive, think and feel. Such

assumptions are themselves learned responses that originated as espoused values.

Figure 3

4

Culture is associated with social groups

Culture is shared by at least two or more people, and of course real, live societies are

always larger than that. There is, in other words, no such thing as the culture of a hermit.

As almost everyone belongs to a number of different groups and categories of people at

the same time, people unavoidably carry several layers of mental programming within

themselves, corresponding to different levels of culture.

A national level according to one’s country (or countries for people who migrated during

their lifetime);

A regional and/or ethnic and/or religious and/or linguistic affiliation, as most nations are

composed of culturally different regions and/or ethnic and/or religious and/or language

groups;

Figure 4

Culture Relativism

Cultural Relativism is the view that moral or ethical systems, which vary from culture to

culture, are all equally valid and no one system is really “better” than any other. This is based

on the idea that there is no ultimate standard of good or evil, so every judgment about right

and wrong is a product of society. Therefore, any opinion on morality or ethics is subject to

the cultural perspective of each person. Ultimately, this means that no moral or ethical system

5

can be considered the “best,” or “worst,” and no particular moral or ethical position can

actually be considered “right” or “wrong.”

Figure 5

Cultural relativism is a widely held position in the modern world. Words like “pluralism,”

“tolerance,” and “acceptance” have taken on new meanings, as the boundaries of “culture”

have expanded. The loose way in which modern society defines these ideas has made it

possible for almost anything to be justified on the grounds of “relativism.” The umbrella of

“relativism” includes a fairly wide range of ideas, all of which introduce instability and

uncertainty into areas that were previously considered settled.

6

Chapter 2Concept & Significance of Organizational Culture

What is Organizational Culture.

Organizational Culture refers to a system of shared meaning held by members that

distinguishes the organization from other organization.

Organizational Culture provides employees with a clear understanding of “the way things

are done around here”.

Organizational Culture can also be defined as a set of attributes that are perceived by the

individuals and which are deemed to have an impact on the willingness of individual to

perform its best.

7

Figure 6

Characteristics of Organizational Culture.

1. Member Identity: The degree to which employees identify with the organization as a

whole rather than with their type of job or field of professional expertise.

2. Group Emphasis: The degree to which work activities are organized around groups

rather than individuals.

3. People Focus: The degree to which management decisions taken into consideration

the effect of outcomes on people within the organization.

4. Unit integration: The degree to which units within the organization are encouraged

to operate in a coordinated or interdependent manner.

5. Control: The degree to which rules, regulations and direct supervision are used to

oversee and control employee behavior.

6. Risk Tolerance: The degree to which employee’s are encouraged to be aggressive.

Innovative and risk seeking.

8

7. Reward Criteria: The degree to which rewards such as salary increases and

promotions are allocated according to employee‘s performance rather than seniority,

favoritism or other non-performance factors.

8. Conflict Tolerance: The degree to which employees are encouraged to air conflicts

and criticism’s openly.

9. Means-ends Orientation: The degree to which management focuses on results or

outcomes rather than on the techniques and processes used to achieve those outcomes.

10. Open-system Focus: The degree to which the organization monitors and responds to

changes in the external environment.

Significance of Organizational Culture.

A common platform where individuals work in unison to earn profits as well as a livelihood

for themselves is called an organization. A place where individuals realize the dream of

making it big is called an organization. Every organization has its unique style of working,

which often contributes to its culture. The beliefs, ideologies, principles and values of an

organization form its culture. The culture of the workplace controls the way employees

behave amongst themselves as well as with people outside the organization.

The culture decides the way employees interact at their workplace. A healthy culture

encourages the employees to stay motivated and loyal towards the management.

The culture of the workplace also goes a long way in promoting healthy competition

at the workplace. Employees try their level best to perform better than their fellow

workers and earn recognition and appreciation of the superiors. It is the culture of the

workplace, which actually motivates the employees to perform.

9

Every organization must have set guidelines for the employees to work accordingly. The

culture of an organization represents certain predefined policies, which guide the

employees and give them a sense of direction at the workplace. Every individual is

clear about his roles and responsibilities in the organization and know how to accomplish

the tasks ahead of the deadlines.

No two organizations can have the same work culture. It is the culture of an organization,

which makes it distinct from others. The work culture goes a long way in creating the

brand image of the organization. The work culture gives an identity to the organization.

In other words, an organization is known by its culture.

The organization culture brings all the employees on a common platform. The

employees must be treated equally and no one should feel neglected or left out at the

workplace. It is essential for the employees to adjust well in the organization culture for

them to deliver their level best.

The work culture unites the employees who are otherwise from different

backgrounds, families and have varied attitudes and mentalities. The culture gives the

employees a sense of unity at the workplace.

Figure 7

10

The work culture promotes healthy relationship amongst the employees. No one treats

work as a burden and molds himself according to the culture.

It is the culture of the organization, which extracts the best out of each team member . In

a culture where management is very particular about the reporting system, the employees

however busy they are would send their reports by end of the day. No one has to force

anyone to work. The culture develops a habit in the individuals, which makes them successful

at the workplace.

Taking advantage of Organizational Culture.

Most managers are not in a position to create an organizational culture; rather they work in

organizations that already have cultural values. For these managers, the central issue in

managing culture is how best to use the cultural system that already exists. It may be easier

and faster to alter employee behaviors within the existing culture than it is to change the

history, tradition, and values that already exist.

To take advantage of an existing cultural system, managers must first be fully aware of the

cultural values and what behaviors or actions these values support. Becoming fully aware of

an organization's value usually is not easy; however. it involves more than reading a

pamphlet about what the company believes in. Managers must develop a deep understanding

of how organizational values operate in the firm. an understanding that usually comes only

through experience

11

Figure 8

This understanding once achieved, can be used to evaluate the performance of others in the

firm. Articulating organizational values can be useful in managing other's behavior. Senior

managers who understand their organization's culture can communicate their understandings

to lower-level managers. Over time as these lower-level managers begin to understand and

accept the firm‘s culture. They require less direct supervision. Their understanding of

corporate values guides their decision-making.

Chapter 3Roles of Organizational Culture

Impact of Culture on Modern Organizations

12

Freedom: It represents a basic cultural value that affects work in modern organizations.

Freedom here refers to freedom from authority and freedom to do, as one feels like, of

course, subject to the constraints imposed by the society. That is to say, this freedom is within

some prescribed limits. Freedom may mean different things to different people. For instance,

for an employee freedom may be to have a voice in. the joint council meeting for another it

may mean, right to work without restrictions etc.

Equality: This value states that all people are equal, having equal rights. However, this value

gives" due recognition to different mental emotional and social differences and hence

different rewards. Another associated idea is equity, which states that there should-be justice

in rewarding performance. The rewards should be based on performance that should be sured

objectively.

Security: People seek security of job and life. Some mental tension prevails in the mind of an

employee long as he feels unsecure.

Opportunity: Another value that affects people in organizations in the opportunity. People

expect many opportunities to climb the ladder in organization. It shapes behavior by helping

employees make sense of their surroundings.

The culture helps employees why the organization does what it does and how it intends to

accomplish its long-term goals.

Culture in fact, clarifies and reinforces standards of behavior. From an employee’s

standpoint, culture is highly useful because it reduces ambiguity.

Chapter 4Types of Organizational Culture

13

Bureaucratic Culture

In a bureaucratic culture, the behavior of employees is governed by formal rules and standard

operating procedures and coordination is achieved through hierarchical reporting

relationships. To secure compliance, ensure discipline and obtain performance, the duties and

responsibilities of all employees are clearly spelled out.

Many layers of management are typical for a bureaucratic organization. With a pyramid in

mind, the leader or president is at the top of the company, and all other departments cascade

underneath that leader. Vice presidents report to the president or chief executive officer, and

in turn, directors report to the vice presidents. Managers of departments are underneath the

directors and these managers typically have numerous supervisors reporting to them. Finally,

the workers in a bureaucratic organization report to the supervisors. Structure is important for

a bureaucratic company.

14

Bureauratic Culture

Clan Culture

Entrepreneurial Culture

Market Culture

Figure 9

In bureaucratic organizations, power is concentrated in the hands of a few, high-ranking

managers. The highest-ranking leaders make decisions about company policy, personnel

decisions and financial objectives. Procedures are in place that directs most decisions upward

to these leaders where all-important actions take place. Slowness in decision-making is

typical in bureaucratic companies, and hands-on management techniques apply at all levels.

Micromanagement is common, and workers look to their supervisors for all decisions about

their work and assignments.

Clan Culture

In a clan culture the behavior of employees are guided by tradition, loyalty, personal

commitment, extensive socialization, and self-management. Experienced mentors and role

models readily available within the organization guide new hires. Members understand the

company’s unique history and have a shared image of its style and functioning. They

understand the importance of working together to produce results. There is a lot of peer

pressure to adhere to important norms of the company. Members share feelings of pride in

membership and subscribe to the view that without teamwork, participation and consensus

decision-making, it is difficult to produce excellent results.

15

Figure 10

This working environment is a friendly one. People have a lot in common, and it’s similar to

a large family. The organization emphasizes long-term Human Resource development and

bonds colleagues by morals. Success is defined within the framework of addressing the needs

of the clients and caring for the people.

Leader Type: facilitator, mentor, and team builder

Value Drivers: Commitment, communication, development

Theory of Effectiveness: Human Resource development and participation are effective

Quality Improvement Strategy: Empowerment, team building, employee

Entrepreneurial Culture

In a entrepreneurial culture, risk taking, dynamism and creativity are given a lot of

importance. There is a commitment to experimentation, innovation and being on the leading

edge. It suits a company very well in the formative years. Small and medium sized outfits

also find it very supportive.

16

Figure 11

When an organization is said to have an entrepreneurial culture, what is really being said is

that the organization encourages out-of-the-box thinking in the development of new products,

services and procedures, and has a tolerance to risk taking and failure.

Fostering an entrepreneurial culture requires continuous effort. Make sure your

entrepreneurial vision is part of your senior management discussions. It should also be a topic

for managers' performance discussions with their teams. Again, the entrepreneurial culture

must be cultivated. It is the result of a concerted effort by the company to drive innovation,

productivity, and success.

Market Culture

It is a culture characterized by hard driving competitiveness and a profit orientation. The

achievement of measurable and demanding goals such as sales growth, profitability, market

share is given topmost priority. You have to push yourself to the limits utilizing scarce

corporate resources to best advantage. The relationship between individual and organization

is contractual. What you are supposed to deliver is agreed upon initially. Rewards follow

performance as per the agreement.

17

Figure 12

The organization expects performance (at the same time, does not guarantee job security) and

the individual seeks rewards (at the same time, does not guarantee loyalty). “Rather than

promoting a feeling of membership in a social system, the market culture values

independence and individuality and encourages members to pursue their own financial goals.

18

Chapter 5Elements of Organizational Culture

Organizational Culture provides the members with a sense of organizational identity and

generates a commitment to beliefs and values that are larger than them. Though ideas that

become part of culture can come from anywhere within the organization, an organization’s

culture generally begins with a founder or early leader who articulates and implements

particular ideas and values as a vision, philosophy, or business strategy. When these ideas

and values lead to success, they become institutionalized and give shape to an organizational

culture that reflects the vision and strategy of the promoter or the leader.

Figure 13

Assumptions

Assumptions form the core of an organizational culture. Assumptions represent what

members believe to be reality and thereby influence what they perceive and how they

think and feel. Assumptions are taken for granted. They exist outside ordinary awareness

and are for the most part inaccessible to consciousness. From the prospective of the

members of culture, the set of basic assumptions is reality or truth, and what they assume

19

or believe to be real or true is generally not open for discussion. The unquestioned truth

penetrates every aspect of cultural life and colors all forms of experience that it touches.

The basic assumptions are unconscious values and beliefs held by the members of an

organization. They exist at such a sublime level that members are rarely aware of them.

However they affect the conscious values, beliefs, and norms of the organizational

members.

Shared Beliefs and Values

All organizations have a set of basic beliefs and values, which are shared by most of its

members. They are consciously held, mental pictures of the nature of organizational

reality, and form the basis of defining the right or wrong in the organization. Essentially,

these beliefs and values provide justification for behaviors in the organization.

Values are the social principles, goals and standards held within a culture to have intrinsic

worth. They define what the members of an organization care about, such as freedom,

democracy, tradition, wealth or loyalty. Values constitute the basis for making judgment

about what is right and what is wrong, which is why they are also referred to as a moral or

ethical code. Because values are used as standards for making moral judgments, they are

often associated with strong emotions.

Values are more conscious than basic assumptions but are not usually on the top of

members mind. Nonetheless, members of an organization are able to recognize their

values fairly easily and become especially aware of them when someone tries to change

these in some fundamental way. When values are challenged, the challenge most comes

from marginal members of organization, such as newcomers or revolutionaries, or from

outsiders.

20

Physical Artifacts

These are the most tangible and visible manifestations of organizational culture. If one

moves around different organizations, it is easy to notice that each is different in terms of

it its physical layout and décor, nature and availability of use of facilities, centralization

or dispersion of common utilities, and so on. These unique features are neither merely

incidental nor meant for serving some rational functional purposes: rather, they represent

symbolic expressions of underlying meanings, values or beliefs, which are shared by the

people in the organization. Organization artifacts intentionally or unintentionally

communicate information about the organizations beliefs, values, assumptions and ways

of doing things.

The important surface elements of organization include ceremonies, rites, rituals, stories,

myths, heroes, symbols, language, etc.

Surface Elements of Organization Culture

Within the culture of every organization, there are certain fundamental norms and values that

shape members behaviors and help them to understand the surrounding organization. In some

companies, cultural norms and values emphasize the importance of discovering new materials

or technologies and developing them into new products and in other companies, cultural

norms and values focus on high product quality. Fundamental norms and values like these are

the ultimate source of the shared perceptions, thoughts and feelings constituting the

organization. Such norms and values are expressed and disseminated throughout certain

elements, which are stated below.

Ceremonies Special events in which organization members celebrate the

myths, heroes, and symbols of organization.

21

Rites Ceremonial activities meant to communicate specific ideas or

accomplish particular purposes.

Rituals Actions that are repeated regularly to reinforce cultural norms

and values.

Stories Accounts of past events that illustrate and transmit deeper

cultural norms and values.

Myths Fictional stories that explain activities or events that might

otherwise be puzzling.

Heroes Successful people who embody the values and character of the

organization and its culture.

Symbols Objects, actions,, or events that have special meaning and that

enable organization members to exchange complex ideas and

emotional messages.

Language A collection of verbal symbols that often reflects the organization

culture.

Table 1

Chapter 6Comparison between Organizational Cultures of Wipro & Infosys

22

Infosys

Who We Are?

Infosys is a global leader in consulting, technology and outsourcing solutions. We enable

clients, in more than 50 countries, to stay a step ahead of emerging business trends and

outperform competition. We help them transform and thrive in a changing world by co-

creating breakthrough solutions that combine strategic insights and execution excellence.

With US$8.7 B in annual revenues and 176,000+ employees, is helping enterprises renew

themselves while also creating new avenues to generate value.

The Infosys story

In 1981, seven engineers started Infosys Limited with just US$250. From the beginning, the

company was founded on the principle of building and implementing great ideas that drive

progress for clients and enhance lives through enterprise solutions. For over three decades,

we have been a company focused on bringing to life great ideas and enterprise solutions that

drive progress for our clients.

We recognize the importance of nurturing relationships that reflect our culture of unwavering

ethics and mutual respect. It’ll come as no surprise, then, that 96.6 percent (as of March 31,

2015) of our revenues come from existing clients.

Infosys has a growing global presence with over 85 offices and 100 development centers in

the United States, India, China, Australia, Japan, Middle East, and Europe.

At Infosys, we believe our responsibilities also extend beyond business. That’s why we

23

established the Infosys Foundation to provide assistance to some of the most socially and

economically depressed sectors of the communities in which we work. And it's why we

behave ethically and honestly in all our interactions — with our clients, our partners and our

employees.

Vision: We will be a globally respected corporation.’

Mission: “Strategic partnerships for building tomorrow are enterprise.’

Our values

We believe the softest pillow is a clear conscience. At Infosys, our values shape our

decisions. They define our character, culture, and work ethic. Values are what help us stay

rooted and aspire to scale new heights.

CLIFE — our set of values that guide us at all times

Figure 14

 Client value: To surpass client expectations consistently

24

Leadership by example: To set standards in our business and transactions, and be an

exemplar for the industry and ourselves

Integrity and transparency: To be ethical, sincere, and open in all our transactions

Fairness: To be objective and transaction-oriented, and thereby earn trust and respect

Excellence: To strive relentlessly, constantly improve ourselves, our teams, and our services

and products to become the best

Work at Infosys

At Infosys, we are ‘powered by intellect and driven by values’. We seek solutions for

tomorrow and build them today. To help us do this, we encourage you to challenge the status

quo. With us, you are empowered to not just think of breakthrough ideas, but also bring them

to life with a powerful global ecosystem of consultants and engineers that help execute these

ideas.

Exciting career paths: What can you do for an enterprise when you are with Infosys? Well,

the question is – what can't you? With us, you can build a fulfilling career in consulting,

technology, and outsourcing – from formulating business strategies to working on cutting-

edge technologies like cloud, mobility, and big data to managing some of the most complex

projects for large global organizations.

Lead the change: We understand to give your best to a project; you need to believe it makes

a difference to you as a professional and the world around you. That is why we provide ample

opportunities to work with hard challenges that are off the beaten track. Here are a few:

Combining real-time traffic data with historic driving pattern to improve fuel efficiency of

cars

Creating mobile wallet solutions to make it possible for people in the most remote parts of the

25

world to use a mobile phone as a bank

Using a tablet device as a mobile point-of-sale system to change the way customers shop at

retail stores

Innovation is in our DNA: We see innovation beyond ‘finding the next big thing’ or ‘once-

in-a-lifetime’ projects. To us, innovation also means thinking of new, more profitable ways to

do old things. This helps our clients work smarter and lead their respective industries, even

when the going gets tough.

Fun at Infosys

It's what you explore beyond your day-to-day work that often inspires the innovator in you.

Whether it's music, photography or sport, Infosys has people who think like you. And those

who think different from the way you do because to broaden your horizons, you need both.

At Infosys, you'll meet people with imagination and the right attitude — people who make

Infosys an exciting place to work in.

Nurture your passion: Infosys has a range of clubs for activities such as music, movies,

sports, theatre, and photography. You can also create new clubs with like-minded Info scions

and add it to our club roll.

Get social: Meet, collaborate, and share your interests with Info scions around the world on

our intranet portal Sparsh and our social networking platform Infy Bubble. Also be part of

entertaining events on campus — from concerts and family days to festivals and award

ceremonies.

Wipro

The Wipro Story

26

Wipro began their business as a vegetable oil manufacturer in 1945; and during 1985,

they entered the Indian IT industry. In the 1995 they leveraged the hardware and software

development expertise and began offering software services to the global clients(Wipro

Limited 2012). It is one among the top Indian IT companies with offices in North

America, South America, Europe Africa, Asia-Pacific and Middle East. As per policy,

Wipro‘s corporate culture gives due importance to employee freedom and autonomy.

Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing

company with 158,217 employees serving clients in 175+ cities across 6 continents. The

company posted revenues of $7.5 billion for the financial year ended Mar 31, 2015.Wipro

helps customers do business better by leveraging our industry-wide experience, deep

technology expertise, comprehensive portfolio of services and vertically aligned business

model. Our 55+ dedicated emerging technologies ‘Centers of Excellence’ enable us to

harness the latest technology for delivering business capability to our clients.

Wipro is globally recognized for its innovative approach towards delivering business

value and its commitment to sustainability. Wipro champions optimized utilization of

natural resources, capital and talent. Today we are a trusted partner of choice for global

businesses looking to ‘differentiate at the front’ and ‘standardize at the core’ through

technology interventions.

To focus on core IT Business, it demerged its non-IT businesses into a separate company

named Wipro Enterprises Limited with effect from 31 March 2013.The demerged

companies are consumer care, lighting, healthcare and infrastructure engineering which

contributed approximately 10% of the revenues of Wipro Limited in previous financial

year.

Wipro Culture

27

The key strategy deployed by post-bureaucratic organizations is the manufacture of a

strong corporate culture in order to incorporate employees into the organization, thereby

creating a self-motivated and committed workforce (Kunda, 1992). The 'Spirit of Wipro‘,

encapsulates the values, which are the guiding principles of the culture of Wipro. ‘Spirit

of Wipro' identifies core values like 'making customers successful‘, 'Team‘, ‘innovate‘,

‘excel’, 'Respect for individual’, 'thoughtful and responsible‘, 'Delivering on

Commitments‘, 'honesty and fairness' (Wipro Limited 2012). The emphasis on teamwork,

individual responsibility and commitment are, in reality, implementing a 'soft

bureaucracy' instead of ideal flexibility.

Induction programs like ‘Corporate Readiness Program' and other training sessions are

conducted to develop an official corporate culture in the employees. Wipro HR policies

are designed to inculcate the corporate culture to the employees. The employee dress code

is formal wear on all working days except on Fridays. This is to portray a professional

image of the organization in the minds of clients and the general public. According to

Indian standards, Wipro provides five star working facilities.

There are pictures of happy and enthusiastic young employee groups all over the

buildings' walls. Wipro‘s logo and 'Spirit of Wipro' can be seen everywhere within the

campus. The facilities include gyms, dormitories, childcare centers, health clinics and

food courts. Events such as team outings and buffets in five-star hotels are organized by

the HR department to promote employee satisfaction and team spirit.

They also conduct programs like ‘Wipro Awards‘, 'Feather in the cap Award‘ to reward

the employees who perform well. Every year they conduct 'Spirit of Wipro Run', a

marathon for employees across the globe. These are all said to be done for motivating the

employees. In reality, these HR strategies are aimed at stemming employee attrition in the

context of a volatile job market, as well as to distract the attention from employee

28

frustration and dissatisfaction. Though they boast of post-bureaucratic corporate model, in

reality, the bureaucratic model persists in the form of hierarchical structures and feudal

attitudes of managers, who have not fully adapted to the flexible workplace concept. The

top management team consists of mostly male managers, though the organization follows

a gender-neutral work culture.

Customer satisfaction is a key objective of Wipro. It is used as a mechanism of control

over employees. There are frequent client meetings and all labor should be updated to the

client at specific intervals of time. Depending on the clients, this interval can beadily or

weekly or monthly. Apart from the client meetings, there will be team meetings in which

each employee should report their work status to the manager and the team. This creates a

feeling in the employees that their managers and client are always monitoring them. This

extreme ‘Customer-Centricity‘ gives rise to a ‘surrogate management situation' in which

employees 'voluntarily‘ comply with client demands .The employees should put an extra

level of commitment in customer satisfaction since it is the base for Wipro's business and

hence their job security.

Work Recognition

Rewards recognizing a significant contribution from every employee await you at Wipro.

Some of them are given here for your reading:

Performance: If you or your team's performance is of a superlative standard, you win the

highest reward our company has to offer - Wipro Hall of Fame. It's in recognition of your

sustained and consistent performance.

Innovation: If you come up with the most innovative idea or a solution that other's couldn't

think of, you shall be rewarded with Mastermind, the highest acclaim in recognition of your

29

imagination and innovation.

Team spirit: In recognition of your effort in the team, an instant reward is given to you -

Feather-in-my cap. If you help your colleague in his hour of crisis, he would nominate you

for Thanks a Zillion in recognition of your professional help in bailing him out of a difficult

situation. (It can be your peer, boss, or subordinate).

Wipro's Equal Opportunity, Employment Policy and Policy Prohibiting Discrimination

and Harassment

Wipro's policy is that applicants are considered for employment solely on the basis of their

qualifications and competencies. Wipro's hiring policy is geared to ensure that Wipro hires

employees without regard to their race, color, religion, national origin, citizenship, age, sex,

marital status, ancestry, physical or mental disability, medical condition, socio-economic

background or sexual orientation.

Wipro understands the need to provide equal opportunities to all persons without

discrimination. This policy states the organization's position on equal opportunity in all

aspects of employment, including recruitment, training conditions of service, career

progression, termination or retirement and acts like a beacon to employees at all levels to act

fairly and prevent discrimination.

Chapter 7Conclusion

30

The phenomenon of global markets, IT-driven services and competition have created a

chaotic, disruptive business environment. The companies which sailed along quite smoothly

in placid business waters and made tidy, assured profits suddenly find themselves in choppy

water.

"Companies like Tata, Infosys...etc. are successful because of their culture. Their

organizational culture is not totally focused on creation of wealth but building a sound

organization." Today, everything seems unpredictable. Few companies are successful

because of their strong organizational culture.

It is rightly said that…

\Infosys indulge the following cultural practices like:

Adapting to new culture

Culture Building Exercise:

Focus on 'culture building' in corporate houses

Wipro is not an ordinary company. It’s a one of fortune 500 companies. Getting into Wipro is

getting into the world of opportunities.

Work culture is pretty good in this organization,

Everything process oriented.

31

Figure 15

Professional and personal life is balanced.

Not too much of pressure (if you are good at what you do, at least average).

Organization strives to keep work life interesting.

Annual day is celebrated across all service lines every year without fail, this is the

most awaited event for many performers on stage, sports persons, achievers .

Company encourages you to play sports by providing all the facilities and space to

play basket ball, tennis, volley ball, table tennis, badminton, gym, aerobics, run track. 

Wipro every year conducts marathon race, which is grabs huge crowd.

Along with your work you will not miss the other aspects of life. Team outing, Team building

activities conducted across all the teams.

Though these companies are IT related companies yet they are quite different. They have

their own way of

Motivating the employees

Getting the work done

Create competition

Processes

Thus we can say that the each company has its own way of leading and both the companies

have both positive and negative parts at their own ends.

32