PROJECT REPORT ON

COMPARATIVE STUDY OF WORK CULTURE

IN

INDIAN OIL CORPORATION LTD. (PSU)

&

RELIANCE INFOCOMM(PVT. COMPANY)

UNDER THE GUIDANCE OF:- SUBMITTED

BY:

Ms. ANJALI NITESH

Lecturer MBA08/36

MBA Deptt. MBA 4th semester

SAT PRIYA INSTITUTE OF

MANAGEMENT STUDIES AND

REASEARCH.

(M.D. UNIVERSITY, Rohtak)

ACKNOWLEDGEMENT

I WOULD LIKE TO EXPRESS MY HEART FELT

GRATITUDE TO Mr.Dev (Reliance), Mr.Vijender,Ms.Suman(Iocl) For

Their 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.

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.

INDEX

1. 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

9. BIBLIOGRAPHY

DECLARATION

I 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

_____________________.

Candidate Signature

EXECUTIVE SUMMARY TITLE: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. this comprarative study of

working culture is based on OCTAPACE instrument of organisationl

culture.

INTRODUCTION: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 Strategy Culture

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.

That’s Why Many Indian Organisation Stressing On Work Culture.

WORK CULTURE INGREDIENTS

INGREDIENTS

ENVIRONMENT

ETHOS & ETHICS

BELIEFS

ATTITUDE

CLIMATE

INTRODUCTIONOF THE

COMPANIES

INTRODUCTION OF THE COMPANIES

PRIVATE SECTOR COMPANY

RELIANCE INFOCOMM…

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

Chairman's Profile

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 India’s 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.

CHAIRMAN’S PROFILE

Sarthak Behuria, Chairman

India’s Downstream MajorThe IndianOil Group of companies owns and operates 10 of India’s 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

Bongaigaon Refinery and Petrochemicals Limited (BRPL).

IndianOil owns and operates the country’s largest network of cross-

country 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.

Iocl 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 culture build a non-hierarchical and open work environment.

Iocl faces union problems many a times.but HRD executives have

a capability to sustain themselves against difficulties and

challenges due to their culture.

Iocl developing many employees oriented programmes.to foster a

healthy work environment in their organization.

Iocl top management take more hectic in establishing eco friendly

programmes.

Iocl hold safety measure workshops to prevent rare of accidental

prones.

The over all environment of IOCL eco-friendly,employees working

with coordination,displine,pantuality,team work and

dedication.but at lower level displine and punctuality lacks.

INTRODUCTION OF STUDY

ORGANISATIONAL CULTURE

The culture of an organisation is an amalgamation of the values and

beliefs of the people in an organisation. It can be felt in the implicit

rules and expectations of behavior in an organisation where, even

though the rules are not formally written down employees know what

is expected of them. It is usually set by management whose decisions

on policy usually set up the culture of the organisation. The

organisational culture usually has values and beliefs that support the

organisational goals.

Values and Beliefs which support Organisational

Goals.

The culture of the organisation, if it is positive and helpful can help to

motivate staff or at least prevent them from becoming dissatisfied. At

I.B.M. the attitude of management to their employees is an attraction

to prospective staff and would probably help maintain the staff that

they have. If the climate does not satisfy the needs of staff, then it will

probably become a demotivator, - that is that it would cause

dissatisfaction and so people would become less inclined to want to

work towards the

Things in an organisation which contribute to the culture or climate

o

Organisational structure

Company policy

Job design

Personal Practices

Job Design

Management & Supervisory Style

Work Flow & Work Load

Things which can affect the organisational culture on an individual or personal level.

o levels of trust

o risk taking

o stress

o fears and anxieties

o social interaction

o factions and politics

Ways that managers can create and maintain the desired culture

Being a "role model" or example for the staff by actually behaving in

the way that s/he wants them to behave.

o rewarding appropriate behaviour in some way

o communicating to staff what behaviour is

desired in as many ways as possible

o providing training in order to highlight the

activities that support the sort of climate that

the manager is trying to encourage.

Characterisation of Indian Organisation Working Culture

India: nowhere on earth does one get to see such a complex

conglomeration of cultures, customs, religions, races and

tongues. This diversity evokes opinions from neutral observers

that are vastly contrasting. To some, Indian organisations are

dominated by social culture that tend to determine the social

status of a person, thereby affecting every walk of life,

interspersed by religious disputes. But to those who possess

knowledge concerning the evolution of scientific, architectural

and spiritual advancements, India is fascin

When queried about the specifics of the atmosphere in a

typical Indian organization-

In an Indian company, the “power distance” is a big factor, which

magnifies as one looks up the hierarchical ladder. The higher the

person is up the ladder, the more immune to opinions he or she

becomes. Unlike in the Netherlands, it is not always possible to voice

one's own opinions to one's superiors.

Another important facet of the professional set-up in India is the

male domination. But, on the brighter side, many development

programs have been successfully implemented for the betterment of

women.Indians are, in general, more willing to help the To sum-up, the

professional and academic environments that one experiences in India

are very different from the comparable spheres in Europe or the USA.

But due to the continued invasion of multi-national corporations, vying

to garner a chunk of the booming job market, the professional

environment in India is rapidly evolving into a hybrid amalgamation of

Indian values and Western style of management, the latter serving as a

topping to the homemade cake.

Structure and hierarchy in Indian companies

o Within the system of hierarchy in the Indian work place,

senior colleagues and especially elders are obeyed and

respected. Discussions are almost always lead by the most

senior person.

o Final decisions rest with the highest-ranking business

executives, therefore it is important to maintain strong

relationships with such senior figures in Indian business.

Business practices in India

o Meetings in India will generally begin with friendly small

talk. This may include personal questions about your family

and is seen as a way of building rapport and trust before

business. In India, the family unit is highly valued,

therefore showing interest and respect towards your Indian

counterpart's family is vital for establishing successful

relationships.

o In Indian culture disagreement is rarely expressed in a

direct manner. The word ‘no' is often avoided and is

replaced by other non-verbal cues and indirect

communication.

o During negotiations, trust and well-established

relationships with your Indian counterparts must be in

place before any form of business can take place.

BASIS OF THE PROJECT

OCTAPACE PROFILE*

OCTAPACE PROFILE – the instrument which provides profile of a

specific organization ethos and culture in eight values.These eight

aspects of octapace are as follows :-

O C T A P A C E

Openess Collaboration Trust Authenticity Proaction Autonomy Confrontation Experimentation

OPENESS- openness where people(individuals,dyads,teams& all in organization

feel free to express their ideas and opinions to each other irrespective of their

level ,designation,etc.there are no barriers to such expressions.there views are

taken seriously.

COLLABORATION - the culture where people are eager to help each

other .team spirit is high interdepartmental collaboration prevails .cohesiveness

of small groups is high .people are ready to help each other with concerned

behavior.

TRUST- it deals with a culture people believing each other and acting on the

basis of verbal messages abd instructions.trustworthiness put onus on the

person who makes the promise or gives his words.there is no overheads to check

if people mean what they say .

AUTHENTICITY-speaking the truth fearlessly and keeping up the promise made.

It is indicated by the extent to which people mean what they say. People never

make promises just to please others but are committed .

PROACTION- it promotes initiatives and exploration on the part of all

employees. It encourages every one to take initiatives and make things happen .

new activities and new ways of doing things are encouraged .

AUTONOMY- the freedom to choose what ones want to do .if every role holder in

the company ,irrespective of his level, has some scope to use discretion in

job.the discretion may be in terms of work methods,decision making ,

communication or any such area .

CONFRONTATION - facing the issues squarely .confronting towards problems

instead of running away from them.enhances problem solving ability.

EXPERIMENTATION- orientation to try out new ways of doing things and take

new decisions.it characterises a risk taking culture.

When these values are practiced in an organization ,they become

a part of life and are like to get best out of people .human potential gets

developed to the maximum extent people competencies are utilized to the

maximum.

FAQS TO KNOW THE INDIAN ORGANISATION WORKING CULTURE :-

1. IS there free interaction among employees ?

2. DO you willingly accept the challenges and problems ?

3. DO YOU offer help to employees and colleagues in a crisis?

4. DO you really term on what you say.?

5. DO you prefers to take preventive action on most matters.?

6. Would you take independent action relating to your job.?

7. Would team spirit and team work emphasized?

8. DO you trying out innovative ways of solving problems?.

9. IS there genuine sharing of information, feelings,and thoughts in

meetings?.

10.Tactfulness, smartness and even a little manipulation to get

things done.?

11.Seniors encouraging their subordinates to think about their

development.?

12.Accepting and appreciating help offered by others.?

13.IS there free communication and discussion between seniors and

subordinates?.

14.Facing challenges inherent in work situation?

15. Confiding in seniors without fear that they will misuse the trust?

16.Considering both the negative and positive aspects before taking

actions?.

HYPOTHESIS

Assumptions based on Variables & Components Of Work Culture Like:

OCTAPACE

Culture variables PVT.SECTOR PUBLIC SECTORO-OPENESS Employees feel free to

express their opinions & views in pvt. Sector

Employees lack freedom to express their opinions & views in public sector.

C-CONFRONTATION Pvt.sector personnel are confront with their problems.

Less confronting attitude.

T-TRUST There are self dependent. but averagely trust on each other.

Highly trust on one another.

A-AUTHENCITY Personnel’s are more authentic in pvt. Sector

Less authentic.

P-PROACTION Proactive in nature. Reactive in nature.

A-AUTONOMY Personnel are more autonomous.

Less autonomy.

C-COLLABORATION This variable is more prevalent in pvt. Sector

Less prevalent.

E-EXPERIMENTATION

They are more experimenting with new ideas.

Less experimenting.

Private sector co’s have more professionalism than PSUs.

Private sector co’s have autonomous work culture than

Pvt sec.co’s more innovative than PSUs

Pvt sec.co’s are autocratic and PSUs are beaurocratic in

nature.

STATEMENT OF OBJECTIVES UNDERTAKEN

MAIN OBJECTIVE:

Comparative Study Of Work Culture in A Public Sector Company And

Private Sector Company

SUB OBJECTIVES

To Study And Analyse The Work Culture Variables In A

Leading PSU And Pvt. Sector Company and To Compare The

Same.

To Identify Whether Work Culture Really Influence The

Over All working Environment Of The Organisation.

To relate the various octapace variables with work culture of

specific organization.

To identify whether private sector company have a more

influential work culture than public sector company.

To study Indian organization working culture.

To know the best practices to develop a innovative work

culture.

SIGNIFICANCE

OCTAPACE instrument used by HRD professionals and OD

consultants in various organizations to improve all these ethos.

This Study Reveals:

The Effective Culture Exists Whether In A PSU Or Pvt.

Sector Co.

What Variables Make It Effective?

A culture that sets norms, values & culture, & ensures a high

level of motivation for employees constitutes culture sub-system.

CULTURE SYSTEM

1) HRD climate

2) Values

3) Quality orietation

4) Rewards & recognition

5) Information

6) Communication

This Provides The Emphasis Of Work Culture On Human Tools &

Success Or Failure Of A Company.

RESEARCH METHODOLOGY

Reasearch: “Search for knowledge” Systematic and scientific

search for pertinent information on a specific topic.

“It’s a systematic effort to gain more knowledge”

-redmen&morey

RESEARCH DESIGN : It is the conceptual structure with in which

research is conducted.

DATA COLLECTION:

PRIMARY DATA: - collection of the primary data through

Questionnaire & observation method.

SECONDARY DATA: Searched The Information From –

- Electronic Media (INTERNET-sites www.organisationalculture.com,

www.msn.com, www.ddi.com, www.relianceinfo.com, www.iocl.com.

google search)

- Print Media (NEWSPAPER-Times of India, MAGAZINES-Human

tools, COMPANY. BROUCHERS)

MATERIAL AND METHODS

MATERIAL- Data Collection Based On-

QUESTIONNAIRE MEHOD

OBSERVATIONAL SURVEY

METHOD

Observation method to analyses the culture of pvt. &public sector.

Questionnaire survey

STUDY DESIGN: Exploratory Study Design.

VARIABLES TAKEN FOR THE STUDY

O C T A P A C E

Openess Collaboration Trust Authenticity Proaction Autonomy Confrontation Experimentation

DURATION: 15-

20 Days

SAMPLE SIZE: 100

SAMPLING TECHNIQUE: Stratification Sampling(on different

organisational level from upper level to lower level of management)

SAMPLE SELECTION: CONVEINENT SELECTION

DATA COLLECTION PROCEDURE: Observational & Questionnaire Survey.

REVIEW OF EXISTING LITERATURE:

1) Organisational culture for Excellence

- Article in Times Ascent

- By Khandwalla Pradeep N (2005)

2) India’s Legacy & the path for future work culture in

MNCs

- Business Today, 22 Feb. 05

- By C.K. Prahalad

3) Predicting performance of public firms

- Academy of Management Journal

- By Alice Andrews

4) chacterisation of INDIAN culture

-Article on website www.ddi.com

-by T.V RAO

Working relationships in India

It is the responsibility of the senior management to monitor, check

and look after their Indian subordinates.

Face and self-esteem is an essential part of Indian culture,

therefore any individual criticism in business situations must be

done carefully and with sensitivity.

Despite the distinguished hierarchical system, the relationship

between an Indian boss and his employee can be similar to that of

close relatives. This is a direct influence of the community life

experienced for thousands of years in India.

There are three areas where problems can occur in developing working relations :

Information - Poor communication can lead to many problems.

Managers need to know of any delays etc. so that they can more

effectively organise their areas. This means that there must be

frequent and accurate information conveyed between areas. If

this does not happen it can cause difficulties which may have

been avoided and also may cause ill will between departments

affecting their ability to work as an efficient team.

Timing - The timing in this sort of work flow is very important. If

the work schedule in one area is changed then it may affect all or

some of the other areas in the chain (which may prove to be

quite difficult) This can also lead to ill will between departments.

Ways of Working - The manager needs to monitor all of the

work flow areas in order to ensure that the way in which the work

is carried out is compatible between all areas. Each area must

cooperate with the other areas so that no area is disadvantaged.

Best Practices implemented for Building an

Innovative Work Culture

IN

“INDIAN COMPANIES”

Innovation is one of the most critical capabilities that successful

organizations possess. It stems from creativity and is often defined

by the benefits that it produces. In the arts, it is what makes a work

unique. In education it encourages student participation, interest,

and concept retention. In business, innovation is responsible for the

development of new products and services, winning marketing

communications programs, reengineered business processes, and

successful business strategies.

While one’s innovative abilities are partially genetic, the expression

of creative talent is dependent on several cultural aspects of the

work environment that either stimulate or suppress innovative

thinking. Companies who wish to create an innovative work culture

must not only hire creative individuals, but must also support and

embrace an environment that is conducive to innovation.

Business innovation results from the creative expression of

individuals and teams, therefore it is critical for management to

realize the value associated with the practices that foster and

promote creativity in the work place. This article identifies several

best practices for creating and embracing an innovative work

culture. Some are easier to implement than others, but a surprising

number are often missing in today’s companies.

Promote Individual Growth

Part of an employee’s willingness to invest creative energy at

work is spawned from the employer’s desire to invest in the

employee’s growth. When employees believe that their own

development and growth are valued by their employer, they are

more likely to make innovative contributions. Also, employees

who are knowledgeable about their company’s processes,

products and services are better equipped to discover innovative

solutions and ideas.

Create a Sense of Belonging

When individuals feel that they belong to an organization, they

want it to succeed. A sense of belonging comes from being

valued and sincerely appreciated by both peers and

management for one’s contributions. A variety of recognition and

reward mechanisms are effective in acknowledging employee

contributions and showing appreciation. Ownership and

accountability for critical pieces of the business also increase an

individual’s sense of belonging. Ownership provides a sense of

purpose in the organization, and often provides opportunities for

innovative contributions.

Employees feel that they belong when management shows a

sincere desire for them to succeed. Part of the way this can be

accomplished is through the hiring, development of, and

promotion of team players who judge their own success based on

how successful they make the people around them. Targeted

interview questions and upward feedback mechanisms are

effective in identifying these types of supportive and nurturing

individuals.

Inclusiveness is the final part of the belonging equation.

Eliminate the “us and them” between management and non-

management and replace it with “we’re all in this together.”

Invite individuals at all levels to meetings including off-site

strategy meetings. Ask for the input of everyone, and don’t

discount the importance of what comes from administrative staff

members who are often more in tune with the challenges of the

business than management. When every individual feels that

their ideas are valued and appreciated, and that they share a

piece of the company’s success, an inclusive environment has

been created. Also, fight the tendency to build functional silos by

seeking out perspectives from HR, Finance, Marketing, and other

key stakeholders who play critical roles in ensuring long term

success.

Building Confidence

Confidence comes from experience, encouragement, and

freedom from the fear of making a mistake. Confident individuals

are aware of their abilities, do not fear defeat, and are more

likely to experiment with innovative solutions. Encouragement is

a big part of instilling confidence in individuals, especially

younger employees. Confidence is delicate, and something that

can be hampered when an individual is criticized. Be careful not

to discredit ideas that you don’t understand or don’t completely

agree with, and encourage the employee to solidify ideas

through further consideration and experimentation.

When evaluating or reviewing an employee’s work, don’t dwell

on the bad unless it’s really bad! Understand that your opinion

about what can be improved will differ from those of others who

review the same piece of work. Focus on the good, and on

helping the employee leverage their strengths to become

successful. Foster a teaming environment that subscribes to

these values and allows individuals to collaborate and learn from

each other. Overly critical managers kill confidence, annoy those

who work around them, contribute to increased turnover and

infect the organization with dysfunctional behavior that often

hinders innovation.

Amnesty is a best practice for promoting an environment that is

safe for individuals to try new things, and potentially make

mistakes. Amnesty allows individuals with the intent of making

improvements to admit past wrongs without fear of retribution.

Optimize the Work Environment

Flexible, comfortable, and well equipped work environments are

most conducive to innovation. Cross-functional teams should

have the ability to immediately reserve private spaces where

adequate seating, white boards or flip charts, and overhead

projection screens are available. Essential office comforts such

as water, snacks and coffee should also be available in close

proximity to make individuals feel comfortable and at home. The

furniture and office surroundings should be ergonomic,

comfortable and inviting.

VIDEOCON has successfully implemented a suggestion box

program that offers cash bonuses for employee ideas that are

put into action.

HLL frequently holds cross-functional rapid design sessions

known as “Work-Outs” to generate innovative ideas and solve

business problems.

QUESTIONNAIRE

Comparative Study Of Work Culture in A Public Sector

Company And Private Sector Company

CLASSIFICATION DATA

NAME ----------------------------------------- -

ORGANISATION- -----------------------------------------

AGE____________________

EDUCATION____________________ (BE SPECIFIC)

JOB OCCUPATION___________________________

WHAT ARE YOUR WORKING HOURS?--------------------------

QUESTIONNAIRE BASED ON OCTAPACE

OPENESS

DO YOU FEEL FREE TO EXPRESS THEIR VIEWS AND OPINIONS?

YES

NO

ARE YOU ENCOURAGED TO DO SO?

YES

NO

IS THE ORGANISATION KNOWN TO CASH ON IDEAS ,VIEWS AND

OPINIONS OF EMPLOYEES?

YES

NO

DO YOU FEEL THEY ARE CONTRIBUTING THEIR BEST BY OPEN

EXRESSIONS OF OF IDEAS?

YES

NO

COLLABORATION

IS THERE A CULTURE OF COLLABORATION AND TEAMWORK ?

YES

NO

IS THERE A’WE’FEELING AMONG DIFFERENT TEAMS?

YES

NO

IS THERE A CULTURE OF SYNERGY IN THE ORGANISATION ?

YES

NO

DO YOU TRY TO HELP EACH OTHER ?

YES

NO

TRUST AND TRUST WORTHINESS

DO YOU PEOPLE HONOUR THEIR COMMITMENTS?

YES

NO

DO YOU TRUST EACH OTHER ?

YES

NO

IS THRE A LOT OF SUPERVISION AND MONITORING?

YES

NO

DO YOU CARRY OUT WHAT THEY SAY?

YES

NO

AUTHENTICITY

DO PEOPLE SAY WHAT THEY MEAN?

YES

NO

ARE PEOPLE AUTHENTIC IN THEIR APPROACH?

YES

NO

PROACTION

ARE YOU ENCOURAGED TO TAKE INTIATIVES?

YES

NO

WHAT IS THE EXTENT TO WHICH PROACTION TAKE PLACE?

YES

NO

CAN THE CULTURE BE CHARACTERISED AS A PROACTIVE

CULURE?

YES

NO

AUTONOMY

TO WHAT EXTENT DO PEOPLE,AT ALL LEVELS , HAVE THE SCOPE

TO TAKE DECISIONS ON THEIR OWN ?

YES

NO

IS THERE SOME FREEDOM AVAILABLE AT EACH LEVEL TO

UNDERTAKE NEW ACTIVITIES?

YES

NO

IS THERE A FREEDOM TO AT EACH LEVEL TO USE ONE’S

DISCRETION”?

YES

NO

CONFRONTATION

DOES THE CULTURE ENCOURAGE OPEN DISCUSSION OF ISSUES

AND PROBLEMS ?

YES

NO

ARE PEOPLE HABITUATED TO DISCUSS AND RESOLVE ISSUES

OPENLY?

YES

NO

IS THERE A PROBLEM SOLVING CULTURE OR APPROACH ?

YES

NO

EXPERIMENTATION

WHAT IS THE EXTENT TO WHICH EMPLOYEES ARE ENCOURAGED

TO EXPERIMENT NEW IDEAS?

YES

NO

DO EMPLOYEES TAKE RISKS?

YES

NO

IS THE ORGANISATION KNOWN TO ENCOURAGE INNVOTATIONS?

YES

NO

SIGNIFICANCE OF THE STUDY

OCTAPACE instrument used by HRD professionals and OD

consultants in various organizations to improve all these ethos.

This Study Reveals:

The Effective Culture Exists Whether In A PSU Or Pvt.

Sector Co.

What Variables Make It Effective?

This Provides The Emphasis Of Work Culture On Human Tools &

Success Or Failure Of A Company.

CONCLUSION

The Working Culture Of Any Organisation Has Atremendous

Impact On Its Success And Therefore ,Culture Building Is A Critical

Function.

It Is The Top Management And Other Influential People In The

Organisation Who Create Octapace Culture Through Their Roles

And Styles Of Functioning.

Indian Pvt Sect Co’s Managers Have Been Found To Exhibit

Professionalism ,Autocratism, Participative .

Psu’s Managers Have Been Found

Rigid ,Paternalistic,Critical,Beorucratic,Coercive In Their Styles.

The culture of any organisation has a tremendous impact on its

success and therfore ,culture building is a critical function.

It is the top management and other influential people in the

organisation who create OCTAPACE culture through their roles

and styles of fuctioning

Most professional organisation, MNC’S and well- run organisations

by business families like the TATA’s & BIRLA’s are known for their

culture.

Companies like L&T’S,HLL,CROMPTON GREAVES,MARUTI

UDYOG,TATA STEEL,TELCO etc., are known for their strong culture

.

The culture provides the energy needed to function well by

ensuring as it were a proper circulation of blood through all the

organs.the culture act as oxygen in case of emergency.

ANNEXURE

QUESTIONNAIRE

OPENESS

DO YOU FEEL FREE TO EXPRESS THEIR VIEWS AND OPINIONS?

YES

NO

ARE YOU ENCOURAGED TO DO SO?

YES

NO

IS THE ORGANISATION KNOWN TO CASH ON IDEAS ,VIEWS AND

OPINIONS OF EMPLOYEES?

YES

NO

DO YOU FEEL THEY ARE CONTRIBUTING THEIR BEST BY OPEN

EXRESSIONS OF OF IDEAS?

YES

NO

COLLABORATION

IS THERE A CULTURE OF COLLABORATION AND TEAMWORK ?

YES

NO

IS THERE A’WE’FEELING AMONG DIFFERENT TEAMS?

YES

NO

IS THERE A CULTURE OF SYNERGY IN THE ORGANISATION ?

YES

NO

DO YOU TRY TO HELP EACH OTHER ?

YES

NO

TRUST AND TRUST WORTHINESS

DO YOU PEOPLE HONOUR THEIR COMMITMENTS?

YES

NO

DO YOU TRUST EACH OTHER ?

YES

NO

IS THRE A LOT OF SUPERVISION AND MONITORING?

YES

NO

DO YOU CARRY OUT WHAT THEY SAY?

YES

NO

AUTHENTICITY

DO PEOPLE SAY WHAT THEY MEAN?

YES

NO

ARE PEOPLE AUTHENTIC IN THEIR APPROACH?

YES

NO

PROACTION

ARE YOU ENCOURAGED TO TAKE INTIATIVES?

YES

NO

WHAT IS THE EXTENT TO WHICH PROACTION TAKE PLACE?

YES

NO

CAN THE CULTURE BE CHARACTERISED AS A PROACTIVE

CULURE?

YES

NO

BIBLIOGRAPHY

* RESEARCH METHODLOGY BY KOTHARI, C.R Pub. : Tata Mcgraw Hill

* RESEARCH METHODOLOGY BY COOPER

HRD AND OD BY UDAI PAREEKPub. : TATA MCGRAW HILL

* HRD AUDIT BY T.V RAO

WEBSITES CONSIDERED :

# www.google .com www.msn .com# www.relianceinfo.com

ANALYSIS & INTERPRETATION