An Intensive Study of Organizational Culture in Telecom Sector [Hr]

TABLE OF CONTENT

SNO. CONTENTS PAGE NO.

1. Introduction 4-15

2. Review of literature 16-22

3. Research Methodology 23-27

4. Analysis 28-67

5. Discussion 68-74

6. Findings 75-77

7. Suggestions 78-79

8. Limitations 80

9. Bibliography 81-83

10. Annexure 84-87

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In recent decades, organisational culture has become a popular construct. Yet, many authors

have criticised the light heartedness (even in terms of “fashions” and “fads”) with which it

has been studied. Despite the continued use of the organisational culture construct in practice,

in management academia attention to the construct is waning. An important reason is that the

construct is left unclear.

DEFINING ORGANISATIONAL CULTURE

Organisational culture forms the glue that holds the organisation together and stimulates

employees to commit to the organisation and to perform. Literature on how to operationalise

this “glue” is fairly rare. In order to stimulate empirical, comparative research on

organisational cultures, we provide our own operational definition of the construct of

organisational culture. This definition is based on experiences with ten studies in which

organisational cultures were measured quantitatively (Wilderom, Van den Berg, Glunk, &

Maslowski, 2001).

Organisational culture is defined as shared perceptions of organisational work practices

within organisational units that may differ from other organisational units. Organisational

work practices are the central part of this definition. The definition is a shortened version of

Kostova’s definition: “particular ways of conducting organizational functions that have

evolved over time . . . [These] practices reflect the shared knowledge and competence of the

organization.”

Kroeber and Kluckhohn (1952) identified over 160 definitions of ‘culture’; consequently,

there is little agreement on what the term means and how it can be measured. Pettigrew

(1979) was one of the first to use the term ‘organizational culture’; it was however Brown

(1954, p. 6) who provided perhaps the first step towards defining ‘organizational culture’:

The culture of an industrial group derives from many sources: from class origins,

occupational and technical sources; the atmosphere of the factory which forms their

background; and finally, from the specific experiences of the small informal group itself.

Some of its more important manifestations may be classed as: occupational language;

ceremonies and rituals; and myths and beliefs. Barnard (1938), Selznick (1957), Gouldner

(1960, 1965), Saint-Simon (1975) and Weisbord (1987) recognized the need to consider

cultural aspects in the study of organizational performance. More recently, Denison (1984),

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Fiol (1991), and Kotter and Heskett (1992) emphasized culture as key to improving

performance.

Schein (1985) developed a three-stage life-cycle model of organizational culture change –

birth and early growth; organizational midlife; and organizational maturity – with each stage

having its own culture supporting different functions. Schein (1992, p. 2) subsequently

defined organizational culture as: a pattern of shared basic assumptions that the group

learned as it solved its problems of external adaptation and internal integration, that has

worked well enough to be considered valid and, therefore, to be taught to new members as

the correct way to perceive, think and feel in relation to those problems.

The Nature of Culture

Culture is based on the uniquely human capacity to classify experiences, encode such

classifications symbolically, and teach such abstractions to others. It is usually acquired

through enculturation, the process through which an older generation induces and compels a

younger generation to reproduce the established lifestyle; consequently, culture is embedded

in a person's way of life. Culture is difficult to quantify, because it frequently exists at an

unconscious level, or at least tends to be so pervasive that it escapes everyday thought. This is

one reason that anthropologists tend to be skeptical of theorists who attempt to study their

own culture. Anthropologists employ fieldwork and comparative, or cross-cultural, methods

to study various cultures. Ethnographies may be produced from intensive study of another

culture, usually involving protracted periods of living among a group. Ethnographic

fieldwork generally involves the investigator assuming the role of participant-observer:

gathering data by conversing and interacting with people in a natural manner and by

observing people's behavior unobtrusively. Ethnologies use specialized monographs in order

to draw comparisons among various cultures.

The term was coined by Richard Hoggart in 1964 when he founded the Birmingham Centre

for Contemporary Cultural Studies or CCCS. It has since become strongly associated with

Stuart Hall, who succeeded Hoggart as Director.

From the 1970s onward, Stuart Hall's pioneering work, along with his colleagues Paul Willis,

Dick Hebdige, Tony Jefferson, and Angela McRobbie, created an international intellectual

movement. Many cultural studies scholars employed Marxist methods of analysis, exploring

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the relationships between cultural forms (the superstructure) and that of the political economy

(the base). By the 1970s, however, the politically formidable British working classes were in

decline. Britain's manufacturing industries were fading and union rolls were shrinking. Yet,

millions of working class Britons backed the rise of Margaret Thatcher. For Stuart Hall and

other Marxist theorists, this shift in loyalty from the Labour Party to the Conservative Party

was antithetical to the interests of the working class and had to be explained in terms of

cultural politics.

In order to understand the changing political circumstances of class, politics, and culture in

the United Kingdom, scholars at the CCCS turned to the work of Antonio Gramsci. Gramsci

had been concerned with similar issues: why would Italian laborers and peasants vote for

fascists? Why, in other words, would working people vote to give more control to

corporations, and see their own rights and freedoms abrogated? Gramsci modified classical

Marxism in seeing culture as a key instrument of political and social control. In this view,

capitalists use not only brute force (police, prisons, repression, military) to maintain control,

but also penetrate the everyday culture of working people. Thus, the key rubric for Gramsci

and for cultural studies is that of cultural hegemony.

Write Edgar and Sedgwick:

The theory of hegemony was of central importance to the development of British cultural

studies [particularly the CCCS]. It facilitated analysis of the ways in which subordinate

groups actively resist and respond to political and economic domination. The subordinate

groups need not be seen merely as the passive dupes of the dominant class and its ideology.

This line of thinking opened up fruitful work exploring agency; a theoretical outlook which

reinserted the active, critical capacities of all people. Notions of agency have supplanted

much scholarly emphasis on groups of people (e.g. the working class, primitives, colonized

peoples, women) whose political consciousness and scope of action was generally limited to

their position within certain economic and political structures. In other words, many

economists, sociologists, political scientists, and historians have traditionally deprived

everyday people of a role in shaping their world or outlook, although anthropologists since

the 1960s have fore grounded the power of agents to contest structure, first in the work of

transaction lists like Fredrik Barth, and then in works inspired by resistance theory and post-

colonial theory.

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At times, cultural studies' romance with agency nearly excluded the possibility of oppression,

overlooks the fact that the subaltern has their own politics, and romanticizes agency, over

blowing its potentiality and pervasiveness. In work of this kind, popular in the 1990s, many

cultural studies scholars discovered in consumers ways of creatively using and subverting

commodities and dominant ideologies. This orientation has come under fire for a variety of

reasons.

Cultural studies concerns itself with the meaning and practices of everyday life. Cultural

practices comprise the ways people do particular things (such as watching television, or

eating out) in a given culture. In any given practice, people use various objects (such as iPods

or handguns). Hence, this field studies the meanings and uses people attribute to various

objects and practices. Recently, as capitalism has spread throughout the world (a process

called globalization), cultural studies has begun to analyze local and global forms of

resistance to Western hegemony.

Hofstede's Framework for Assessing Culture

He has found five dimensions of culture in his study of national work related values:

Low vs. High Power Distance - the extent to which the less powerful members of

institutions and organizations expect and accept that power is distributed unequally.

Low power distance (e.g. Austria, Israel, Denmark, New Zealand) expect and accept

power relations that are more consultative or democratic. People relate to one another

more as equals regardless of formal positions. Subordinates are more comfortable

with and demand the right to contribute to and critique the decision making of those

in power. In High power distance countries (e.g. Malaysia, Slovakia), less powerful

accept power relations that are more autocratic and paternalistic. Subordinates

acknowledge the power of others simply based on where they are situated in certain

formal, hierarchical positions. As such, the Power Distance Index, Hofstede defines,

does not reflect an objective difference in power distribution but rather the way

people perceive power differences. In Europe, Power Distance tends to be lower in

Northern countries and higher in Southern and Eastern parts. There seems to be an

admittedly disputable correlation with predominant religions.

Individualism vs. collectivism - individualism is contrasted with collectivism, and

refers to the extent to which people are expected to stand up for themselves and to

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choose their own affiliations, or alternatively act predominantly as a member of a life-

long group or organization. Latin American cultures rank among the most collectivist

in this category, while Western countries such as the U.S.A., Great Britain and

Australia are the most individualistic cultures.

Masculinity vs. femininity - refers to the value placed on traditionally male or female

values (as understood in most Western cultures). So called 'masculine' cultures value

competitiveness, assertiveness, ambition, and the accumulation of wealth and material

possessions, whereas feminine cultures place more value on relationships and quality

of life. Japan is considered by Hofstede to be the most "masculine" culture (replaced

by Slovakia in a later study), Sweden the most "feminine." Anglo cultures are

moderately masculine. As a result of the taboo on sexuality in many cultures,

particularly masculine ones, and because of the obvious gender generalizations

implied by Hofstede's terminology, this dimension is often renamed by users of

Hofstede's work, e.g. to Quantity of Life vs. Quality of Life. Another reading of the

same dimension holds that in 'M' cultures, the differences between gender roles are

more dramatic and less fluid than in 'F' cultures

Uncertainty avoidance - reflects the extent to which members of a society attempt to

cope with anxiety by minimizing uncertainty. Cultures that scored high in uncertainty

avoidance prefer rules (e.g. about religion and food) and structured circumstances,

and employees tend to remain longer with their present employer. Mediterranean

cultures, Latin America, and Japan rank the highest in this category

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JOB SATISFACTION

Attitudes are evaluative statements – either favourable or unfavourable – concerning objects,

people or events. They reflect how one feels about something. Work Attitudes are the

feelings and beliefs that largely determine how employees will perceive their environment,

commit themselves to intended actions, and ultimately behave. Job Satisfaction is one of the

many work related attitudes individuals hold like Job Involvement, Organizational

Commitment, etc.

Job Satisfaction thus is a set of favourable or unfavourable feelings and emotions with which

employees view their work. A person with high level of job satisfaction holds positive

feelings about the job, while a person who is dissatisfied with his/ her job holds negative

feelings about the job.Job satisfaction is an important concern for both the employee as well

as the employer as it has an impact on many organizational behaviours. Greater job

satisfaction has been generally related to reduced intent to leave the organization (Brayfield

& Crockett, 1955; Mowday, Koberg, & McArthur, 1984) and with reduced rates of

absenteeism (Porter & Steers, 1973). Job satisfaction has been shown to be strongly related to

organizational commitment (Porter, Steers, & Mowday, 1974) and to organizational

citizenship behaviors (Smith, Organ, & Near, 1983; Organ, 1988).

Thus, the importance of job satisfaction lies not only in its relationship with performance but

with its stabilizing effects (reducing tardiness, absenteeism, and turnover) and through its

effects on cohesion (increasing organizational citizenship behaviors and organizational

commitment).

Job Satisfaction is an individual’s general attitude towards his or her job. Locke (1976) gives

a comprehensive definition of job satisfaction as involving cognitive, affective and evaluative

reactions or attitudes and states it is “a pleasurable or positive emotional state resulting from

the appraisal of one’s job or job experience”. Job satisfaction as an emotional response to a

job situation implies that it cannot be seen; it can only be inferred. Job satisfaction also

depends upon an employees’ perception of how well their job provides those things that are

viewed as important and is often determined by how well outcomes meet or exceed

expectations, e.g. if employees feel that they are working much harder than others in the

department but are receiving fewer rewards, they will have negative attitude towards their

work, boss, or co-workers, and they will be dissatisfied. It is generally recognized in the

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organizational behaviour field that job satisfaction is the most important and frequently

studied attitude

Approaches to study Job Satisfaction

There have been two approaches to study job satisfaction:-

1. Global Approach: It treats job satisfaction as a single, overall feeling towards the

job.

2. Facet Approach: It focuses on the different aspects of the job such as rewards, other

people on the job, job conditions, nature of work itself, etc.

For the present study facet approach is being used as it presents a more complete picture of

job satisfaction. An individual typically has different levels of satisfaction with various

facets. He may be very dissatisfied with the fringe benefits but at the same time be very

satisfied with the nature of work and supervisors.

The Cultural Web- By Gerry Johnson and Kevan Scholes

The Cultural Web, developed by Gerry Johnson and Kevan Scholes in 1992, provides one

such approach for looking at and changing your organization's culture. Using it, you can

expose cultural assumptions and practices, and set to work aligning organizational elements

with one another, and with your strategy.

Elements of the Cultural Web

The Cultural Web identifies six interrelated elements that help to make up what Johnson and

Scholes call the "paradigm" - the pattern or model - of the work environment. By analyzing

the factors in each, you can begin to see the bigger picture of your culture: what is working,

what isn't working, and what needs to be changed. The six elements are:

1. Stories - The past events and people talked about inside and outside the company.

Who and what the company chooses to immortalize says a great deal about what it

values, and perceives as great behavior.

2. Rituals and Routines - The daily behavior and actions of people that signal

acceptable behavior. This determines what is expected to happen in given situations,

and what is valued by management.

3. Symbols - The visual representations of the company including logos, how plush the

offices are, and the formal or informal dress codes.

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4. Organizational Structure - This includes both the structure defined by the

organization chart, and the unwritten lines of power and influence that indicate whose

contributions are most valued.

5. Control Systems - The ways that the organization is controlled. These include

financial systems, quality systems, and rewards (including the way they are measured

and distributed within the organization.)

6. Power Structures - The pockets of real power in the company. This may involve one

or two key senior executives, a whole group of executives, or even a department. The

key is that these people have the greatest amount of influence on decisions,

operations, and strategic direction.

These elements are represented graphically as six semi-overlapping circles (see Figure 1

below), which together influence the cultural paradigm.

Using the Cultural Web

We use the Cultural Web firstly to look at organizational culture as it is now, secondly to

look at how we want the culture to be, and thirdly to identify the differences between the two.

These differences are the changes we need to make to achieve the high-performance culture

that we want.

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1. Analyzing Culture As It Is Now

Start by looking at each element separately, and asking yourself questions that help you

determine the dominant factors in each element. Elements and related questions are shown

below, illustrated with the example of a bodywork repair company.

Stories

What stories do people currently tell about your organization?

What reputation is communicated amongst your customers and other stakeholders?

What do these stories say about what your organization believes in?

What do employees talk about when they think of the history of the company?

What stories do they tell new people who join the company?

What heroes, villains and mavericks appear in these stories?

Examples (car bodywork repair company):

Rituals and Routines

What do customers expect when they walk in?

What do employees expect?

What would be immediately obvious if changed?

What behavior do these routines encourage?

When a new problem is encountered, what rules do people apply when they solve it?

What core beliefs do these rituals reflect?

Examples:

Customers expect a newspaper and coffee whilst they wait, or a ride to work.

Employees expect to have their time cards examined very carefully.

There's lots of talk about money, and especially about how to cut costs.

Symbols

Is company-specific jargon or language used? How well known and usable by all is

this?

Are there any status symbols used?

What image is associated with your organization, looking at this from the separate

viewpoints of clients and staff?

Examples:

Bright red shuttle vans.

Bright red courtesy cars - compact, economy cars.

The boss wears overalls not a suit.

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Organizational Structure

Is the structure flat or hierarchical? Formal or informal? Organic or mechanistic?

Where are the formal lines of authority?

Are there informal lines?

Examples:

Flat structure - Owner, Head Mechanic, Mechanics, Reception.

The receptionist is the owner's wife so she goes straight to him with some customer

complaints.

It's each mechanic for himself - no sharing tools or supplies, little teamwork.

Control Systems

What process or procedure has the strongest controls? Weakest controls?

Is the company generally loosely or tightly controlled?

Do employees get rewarded for good work or penalized for poor work?

What reports are issued to keep control of operations, finance, etc...?

Examples:

Costs are highly controlled, and customers are billed for parts down to the last screw.

Quality is not emphasized. Getting the work done with the least amount of direct costs

is the goal.

Employees docked pay if their quotes/estimates are more than 10% out.

Power Structures

Who has the real power in the organization?

What do these people believe and champion within the organization?

Who makes or influences decisions?

How is this power used or abused?

Example:

The owner believes in a low cost, high profit model, and is prepared to lose repeat

customers.

The threat of docked pay keeps mechanics working with this model.

As these questions are answered, you start to build up a picture of what is influencing your

corporate culture. Now you need to look at the web as a whole and make some generalized

statements regarding the overall culture.

These statements about your corporate culture should:

Describe the culture; and

Identify the factors that are prevalent throughout the web.

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In our example the common theme is tight cost control at the expense of quality, and at the

expense of customer and employee satisfaction.

2. Analyzing Culture as You Want it to Be

With the picture of your current cultural web complete, now's the time to repeat the process,

thinking about the culture that you want.

Starting from your organization's strategy, think about how you want the organization's

culture to look, if everything were to be correctly aligned, and if you were to have the ideal

corporate culture.

3. Mapping the Differences Between the Two

Now compare your two Cultural Web diagrams, and identify the differences between the two.

Considering the organization's strategic aims and objectives:

What cultural strengths have been highlighted by your analysis of the current culture?

What factors are hindering your strategy or are misaligned with one another?

What factors are detrimental to the health and productivity of your workplace?

What factors will you encourage and reinforce?

Which factors do you need to change?

What new beliefs and behaviors do you need to promote?

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REVIEW OF LITERATURE

Many researchers such as Hibbard (1998) and White (1998) have focused on values in

defining organisational culture. Whereas values are important elements of organisational

culture, research has demonstrated that organisations showed more differences in practices

than in values (Hofstede, 2001, p. 394). Opposite results were found among national cultures.

Hofstede explained these results by the fact that values are acquired in one’s early life and

mainly in the family. This supports the view that organisational culture can better be defined

by organisational practices. Values are typically not directly visible for employees, but we

assume that organisational values are expressed, in part, in organisational practices.

Therefore, they can be derived from the existing practices within an organisation, department,

or work unit. In our past research (Wilderom & Van den Berg, 1999), we measured

organisational practices and values by asking for the extent to which the practices are present

or should be present, and we also found that organisations differed more strongly on practices

than on values.

Given the original emphasis on shared values, the idea of organisational culture strength

arose: in a strong organisational culture, employees would have the same set of values, i.e.

ideas on how a particular organisation should operate. This view was strongly influenced by

Peters and Waterman (1982)who argued that the best companies were characterised by values

to which employees were strongly committed. Many researchers and consultants assume that

successful cultures have employees with similar basic organisational values and assumptions

(see, for example, Hibbard, 1998; White, 1998). Academic evidence is limited to a few

studies; Denison (1990), Calori and Sarnin (1991), Gordon and DiTomaso (1992), and Kotter

and Heskett (1992) report a relationship between a strong organisational culture and

organisational performance. However, Brown (1998), O’Reilly and Chatman (1996), and

Wilderom, Glunk, and Maslowski (2000) have reviewed these studies critically. They showed

that these empirical studies lacked a clear connection between conceptual and operational

definitions of organisational culture strength. Moreover, culture strength, as reflected in most

operationalisations of the construct, indicates only the degree of employee consensus. Such

consensus information does not indicate the level of organisational culture on several

dimensions (see, for example, Reed & DeFillippi, 1990).

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Thus, the culture strength variable is considered to be too limited to measure or understand a

phenomenon as complex as organisational culture (Kotter & Heskett, 1992; Kunda, 1992;

Saffold, 1988; Schein, 1985, 1992).

Our culture focus is on perceptions of organisational work practices, rather than on their

objective occurrence. That is, through the eyes of the members of a working group, one

assesses the patterns of regular work behaviors. This part of the definition emphasises the

idea that organisational culture is, in essence, a perceptual yet organisational phenomenon. It

is observed or registered by individual employees. The inclusion of organisational work

practices does not neglect the employees’ points of view. Capturing the perceptions of a

representative sample of employees may often not be convenient (see, for example, Calori &

Sarnin, 1991), but should be part of any assessment of an organisation’s culture.

By defining organisational culture as shared perceptions of organisational practices, the

concept is similar to organisational climate, which has been typically conceived as

employees’ perceptions of observable practices and procedures (Denison, 1996, p. 622).

Denison (1996) indicated that both culture and climate studies focus on the internal social

psychological environment as a holistic, collectively defined context and that there is a high

overlap between the dimensions used. Traditionally, organisational culture studies were

qualitative and founded on social constructionism, while organisational climate studies were

quantitative and routed in Lewinian field theory (see Denison, 1996). However, Denison

(1996) reported that these differences are disappearing in more recent studies. Also, Parker,

Baltes, Young, Huff, Altmann, Lacost, and Roberts (2003, p. 389) noticed in their

metaanalysis a “considerable confusion regarding the constructs of . . . organisational climate,

and organisational culture . . .”. Therefore, we do not stress the distinction between

organisational culture and climate. However, an important distinguishing feature is that

climate relates to the evaluation of a current state of affairs and culture relates to the

registration of actual work behaviors (Denison, 1996). It may be wise to carry out both types

of assessment at the same time (see Ashkanasy, Wilderom, & Peterson, 2000).

Previous researchers have examined culture at various levels of analysis: from national

culture to group-level culture. First, it was strongly tied to the national culture. Second, the

construct was used to describe excellent organisations. Third, subcultures have been

discerned within organisations. Fourth, culture has been studied at the team level (for

example, Glission & James, 2002). We believe that company-wide cultures can only be

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assessed accurately through team-level assessments. In order to capture the degree of sharing

about daily work practices within one organisation, one cannot but assess the smallest

meaningful workplace grouping, often teams. Within each team a certain degree of “shared

perceptions” about their organisational work practices can be established. How to compare

these “shared perceptions” of one group to another meaningful comparison group is the key

question that clearly remains. We will focus on this measurement issue below.

Corporate culture

The concept of using corporate culture to analyze organizations was examined in a research

paper by Smircich wherein she found five primary research themes: comparative anagement,

corporate culture, organizational cognition, organizational symbolism, and unconscious

processes and organization. She proposes that researchers of corporate culture select their

research directions based on their own assumptions on organizations and “cultural

perspective”. The result of this premise is that those examining corporate culture will delve in

different directions, unearthing knowledge that will yield variant results depending on which

of the five research themes drives that researcher and that research stream. She concludes by

echoing earlier research [38] that organizational research study is moving from an area

dominated by the “open systems” metaphor to one accepting of the “culture” metaphor. This

implies that studies of enterprise mobility should incorporate the concept of corporate culture

and not merely the concept of the organization as a system.

Barney found that three attributes of a firm’s culture must exist for that firm to create a

sustainable competitive advantage. Those three attributes are: 1) the culture must be valuable,

meaning that it provides mechanisms that lead to better financial performance, 2) the culture

must be rare, meaning that it is not commonly evident in firms in that industry, and 3) the

culture is not “perfectly imitable”, meaning that other firms lacking that culture cannot easily

adopt or replicate it. The author does not imply that organizations with these cultural features

will automatically have a sustainable competitive advantage because there may be other

characteristics of the firm that negate the value of these cultural attributes.

Denison examined the difference between research on corporate climate and research on

corporate culture. One of his premises is that some quantitative survey methods used to

examine corporate culture are in opposition to the foundations of original culture research

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methods. Furthermore, those same quantitative survey methods are strikingly similar to

methods used in earlier corporate climate research. He then contrasts the differences and

similarities between these two research approaches quite succinctly as “If researchers carried

field notes, quotes, or stories, and presented qualitative data to support their ideas, then they

were studying culture. If researchers carried computer printouts and questionnaires and

presented quantitative analysis to support their ideas, then they were studying climate.”

He concludes by speculating that the difference between the two is a matter of interpretation

rather than actual phenomenon.

Cultural Studies in the 21st Century

Though a young discipline, cultural studies has established a firm footing in many

universities around the globe. With steadily rising enrollments, expanding numbers of

departments, and a robust publishing field, cultural studies steps into the 21st century as a

young yet successful discipline. The "discipline," if it can be called that (and there is

considerable debate among scholars to this effect) is filled with discussions about its future

directions, methods, and purposes.

Sociologist Scott Lash has recently put forth the idea that cultural studies is entering a new

phase. Arguing that the political and economic milieu has fundamentally altered from that of

the 1970s, he writes, "I want to suggest that power now... is largely post-hegemonic...

Hegemony was the concept that de facto crystallized cultural studies as a discipline.

Hegemony means domination through consent as much as coercion. It has meant domination

through ideology or discourse..." He writes that the flow of power is becoming more

internalized, that there has been "a shift in power from the hegemonic mode of 'power over'

to an intensive notion of power from within (including domination from within) and power as

a generative force." Resistance to power, in other words, becomes complicated when power

and domination are increasingly (re)produced within oneself, within subaltern groups, within

exploited people.

In response, however, Richard Johnson argues that Lash appears to have misunderstood the

most basic concept of the discipline. 'Hegemony', even in the writings of Antonio Gramsci, is

not understood as a mode of domination at all, but as a form of political leadership which

involves a complex set of relationships between various groups and individuals and which

always proceeds from the immanence of power to all social relations. This complex

understanding has been taken much further in the work of Stuart Hall and that of political

theorist Ernesto Laclau, who has had some influence on Cultural Studies. It is therefore

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unclear as to why Lash claims that Cultural Studies has understood hegemony as a form of

domination, or where the originality of his theory of power is actually thought to lie.

This illustrates the extent to which Cultural Studies remains a highly contested field of

intellectual debate and self-revision.

Institutionally, the discipline has undergone major shifts. The Department of Cultural Studies

at the University of Birmingham, which was descended from the Centre for Contemporary

Cultural Studies, closed in 2002, although by this time the intellectual centre of gravity of the

discipline had long since shifted to other universities. These included the Open University

(where Stuart Hall worked for the last 20 years of his career), Goldsmiths College (arguably

the most high-profile graduate centre in the discipline as of 2008), the University of East

London, and various North American and Australian institutions. Certain institutions, such as

the London Consortium (a collaboration between Tate the ICA, Birkbeck, University of

London, the Architectural Association and the Science Museum, formed in 1993), the Centre

for Cultural Analysis, Theory & History at the University of Leeds, Centre for Performance

Research and Cultural Studies (cpracsis)and the Amsterdam School of Cultural Analysis have

propagated a conception of the discipline which combines various kinds of philosophically-

informed art and film criticism with some attention to the cultural institutions that are

involved in the production, dissemination and consumption of culture, but which largely

foregoes the political orientation of cultural studies in the 'Birmingham' tradition. Such

postgraduate institutions may exert a powerful influence on the future of the discipline,

although it remains the case that scholarly journals such as Cultural Studies, Theory, Culture

& Society, Social Text and New Formations remain its key intellectual forums.

Social and cultural theories strive to explain how people relate to each other and/or the

surrounding environment. As people increasingly use technology to communicate with one

another, either as individuals, groups, or communities; social and cultural theories become

more relevant for HCI. Technology needs to be designed in a way that supports this

cooperative behavior. Sociability becomes as important as usability when designing

interfaces for collaborative/communicative technologies. Social and cultural theories can help

define new areas and give new perspectives to HCI research.

Social and cultural theories are very broad topic to discuss in a paper of this scope, so instead

of specific details, this paper attempts to give a general picture of the type of research that is

important to the HCI community. Many of these topics warrant full descriptions (or books) to

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understand the impact, so in addition to the general overview, the reader is encouraged to

investigate the theories further by looking at the links and references.

Scope, Application, and Limitations

Social and cultural theories have broad scope in HCI research. These theories affect HCI

research and are affected by HCI research. In addition, while individual behavior (cognition)

is fairly well understood, group or cooperative behavior (social/cultural) is an active area of

research: there is still much to be understood. Social and cultural research is still at a defining

stage, as such; it may be difficult to apply the preliminary theories of this research to HCI.

The CSCW (Computer Supported Cooperative Work) community is a new field that tries to

merge these areas (HCI and social and cultural models); Olson & Olson report that they are

still at the stage of “building illustrative point systems, or examples of what can be done to

support work with computers.” Evaluation, characterizing relationships, and finding models

or theories that guide system design are still primarily unexplored areas of research (Olson &

Olson 1997). Another limitation is that there is dispute about social theories and computer

related socialability: there is fear that online communities, email, or usage of the Internet

destroys personal social relationships. Technology greatly affects the social patterns of

people, and thus traditional theories of sociology might not be relevent when these new

factors (like the technology) are introduced. The way that social theories is understood can

also affect technology; and so the two interact in a complex way, which leads to very

qualitative research, often with unclear or disputed models or theories of interaction.

Principles

There are many social and cultural theories that relate to HCI, but this relationship is not

straight-forward. Social and cultural research is not "neat" scientific research: there are too

many factors that complicate the research. Much of the research in this area is qualitative, and

thus the theories tend to be more descriptive. Social and cultural theories can be useful in

HCI research, but the interaction goes both ways. This section outlines some of the areas of

active research in these domains, some of these domains center around one encompassing

theory, but others pull descriptive theories from several areas and try to start understanding

the areas of research that might produce new theories.

19

Social informatics studies social aspects of computerization, including use, design, and

consequences of technology. “The social context of information technology development and

use plays a significant role in influencing the ways that people use information and

technologies, and thus influences their consequences for work, organizations, and other social

relationships”(Kling). This field studies the aspects of technology and system design that are

relevant to people’s lives. It’s a new field that is still formulating theories about how social

aspects relate to computing in general, trying to predict under what conditions systems might

fail, or trying to understand and describe technical areas with complex or ambigious

outcomes

20

OBJECTIVE

Objective of study

1. To study the organizational culture in telecom industry.

2. To study the relationship between organizational culture and job satisfaction.

RESEARCH METHODOLOGY

Research Design

A descriptive research design was followed. The target area was the employees of AIRTEL,

RELIENCE and VODAPHONE. The research was done to analyze the organizational culture

and its impact.

Research Approach

For this research, the research approach was survey, by visiting the various organization and

doing survey. Survey was the best suited to fulfill the purpose of this research work, because

it helped to know about the culture of the organization .

Sample Size

The sample size for this survey consisted of 25 employees from each company. The

employees were selected at “simple random sampling.” and the area covered was the various

departments in Bharti Airtel Telemedia Services, Vodaphone and Relience telecom.

21

Research Tool

The instrument used for research was questionnaire. The respondents were evaluated using a

pre-formatted questionnaire (Questionnaire I – annexure). The project was concerned about

collecting information regarding the various factors affecting the work life balancing.

The dimensions which were taken were:

ORGANIZATIONAL DESIGN

Organization design involves the creation of roles, processes, and formal reporting

relationships in an organization. One can distinguish between two phases in an organization

design process: Strategic grouping, which establishes the overall structure of the

organization, (its main sub-units and their relationships), and operational design, which

defines the more detailed roles and processes.

INDIVIDUAL JOB CHARACTERISTICS

Individual job characteristics tell about the nature of the job, type of job, what is it all about

and the impact of it on individual.

CO-WORKER RELATIONS

It tells about what type of relationship and bonding is being shared between workers.

WORK ENVIRONMENT

It tells about the work climate, whether the employees are being valued in the organization,

whether they are able to achieve balance between work life and personal life and so on.

SENIOR MANAGEMENT

This parameter talks about the ways in which senior managers who are the strategy makers

takes work from employees, there authoritative roles and responsibilities to achieve

collaboration across organization.

WORK PROCESS

It tells about the method adopted to do a specific task. Every organization has a work process

in form of flow chart which tells about the steps to be taken to achieve final objective.

22

COMMUNICATIONS

Communication is commonly defined as "the imparting or interchange of thoughts,

opinions, or information by speech, writing, or signs...", it is an act or instance of

transmitting and a process by which information is exchanged between individuals through a

common system of symbols, signs, or behaviour. Communication is a process whereby

information is encoded and imparted by a sender to a receiver via a channel/medium. The

receiver then decodes the message and gives the sender a feedback. Communication requires

that all parties have an area of communicative commonality. There are auditory means, such

as speaking, singing and sometimes tone of voice, and nonverbal, physical means, such as

body language, sign language, paralanguage, touch, eye contact, by using writing.

Communication is thus a process by which we assign and convey meaning in an attempt to

create shared understanding. This process requires a vast repertoire of skills in intrapersonal

and interpersonal processing, listening, observing, speaking, questioning, analyzing, and

evaluating. if you use these processes it is developmental and transfers to all areas of life:

home, school, community, work, and beyond. It is through communication that collaboration

and cooperation occur.

In context of organization communication is a formal way of giving information or guiding

someone and even ordering him to do a particular work.

CUSTOMER SATISFACTION

This parameter discusses about how much the organization focuses on the customer

satisfaction. and what all it does in order to achieve customer satisfaction.

23

The research was conducted using a combination of Primary as well as Secondary data.

Primary Data

Questionnaire

Secondary Data

Newsletters

Circulars

Website

Newspapers

Scaling technique:

Likert Scale is used in the questionnaire administered for the study. Developed by Rensis

Likert, a Likert Scale is widely used rating scale that requires respondents to indicate a

degree of agreement or disagreement with each of a series of statements about the factors

undertaken. The scale has five response categories viz,

1. Strongly Agree

2. Agree

3. Neither Agree Nor Disagree.

4. Disagree

5. Strongly Disagree

24

Action Plan and Data Collection

For completing my Study on Organization culture. Study is undertaken according to

following action plan:

Step 1. Developing an approach to the problem, it involved formulation of objective, making

rough information needs, what all data was required, analyzing secondary data and

discussions with staff that helped in giving inputs as and when required.

Step 2. Review of company manuals, books, journal helped in the formation of objectives. It

helped in better defining the problem, what factors should be considered, helped in

formulating research design and also formed the basis of collecting Primary Data

Step 3. Distributed the Questionnaire to the executives in each department. I preferred to give

questionnaire to them and collected later, so that executives can provide thoughtful responses.

Step 4. After collection of questionnaire data analysis was done which is discussed in detail

later.

Step 5. Suggestion & recommendation are given at last.

Data Analysis

Data was analyzed by using SPSS software by finding out the correlation between various

dimensions/parameters of work life balancing. After finding out the correlations among

different variables and interpreting them, factor analysis was done to reduce the number of

variables to a small number of variables. Factor analysis groups variables with similar

characteristics together.

PROCEDURE

Each of the above sub scale/ parameters is composed of seven to eight questions which is

rated on a Likert scale. Respondent were asked to rate the scale as strongly agree, agree,

neither agree nor disagree, disagree and strongly disagree. Each response was assigned a

weight as mentioned above. The lower score indicated that respondent strongly agrees to a

particular statement and so on.

25

The analysis has been divided into to two parts:

Part 1: It comprises of mean

Part 2: It comprises of correlation analysis

Part 3: It comprises of anova

Part 4: It comprises of factor analysis

27

COMPANY A

Statistics

TOD_A TIJC_A

TCWR_

A

TCWE_

A TSM_A

TWP_

A TC_A TCS_A

N Valid 375 375 300 375 375 375 375 375

Mean 1.8533 1.6560 1.7967 2.0027 1.8907 1.9333 1.7440 1.6640

Std. Deviation .50910 .54386 .61909 .73673 .53866 .59708 .53594 .47297

TOTAL ORGANISATIONAL DESIGN:

Organizational design is important in the formation of organizational culture .The mean value

of OD is 1.853 which shows that people are satisfied with the culture prevailing in the

organization. People are aware about the goals and objectives of the organization. People are

well aware of their role and responsibilities. The organization has clear reporting structure

and employees pose right skills sets to perform their job functions.

TOTAL INDIVIDUAL JOB CHARACTERSTICS:

Individual job characteristics determine the individual skills and abilities. The mean value of

IJC is 1.65 which shows that people are satisfied with their current job reasonability. People

find their job challenging and also get the opportunities to develop their sills and

responsibilities.

TOTAL CO-WORKER RELATIONS:

The positive relationship between the workers helps in devolving a culture. The mean value

of CW is 1.79 shows that people are valued by their peers. People share their knowledge

across the organization. Employees consult each other when they need support. Employees

also appreciate the personal contribution of their peers.

TOTAL WORK ENVIRONMENT:

A good and healthy working environment helps in building a good organizational culture.

The mean value of WE is 2.00 which shows that people are valued in the organization.

29

Employees get enough time to maintain a balance between their family and work. The morale

of employees is high across the organization.

TOTAL SENIOR MANAGEMENT:

A good and corporative management helps in building good work environment. The mean

value of SM is 1.89 which shows that senior management encourages the employees to grow

across the organisation. Senior management also treats their employees fairly and set

standards of excellence. Employees trust the information given by their mangers and

appreciate their work.

TOTAL WORK PROCESSES:

An established work process helps in building a good organisational culture. The mean value

of WP is 1.93 which shows that people are aware of their well they can perform their job and

employees take the responsibilities for their actions and the work are completed by the

employees on time. Employees also use the work processes efficiently.

TOTAL COMMUNIUCATION:

A well developed communication process effects positively the job satisfaction of the

employees. The mean value of Communication is 1.74 which shows that employees are well

informed about their job to perform. Employees are also aware of how their job supports the

departmental objectives. People feel free to consult their peers for suggestions and ideas.

Employees contribute to the organisational performance through interpersonal

communication.

TOTAL CUSTOMER SATISFACTION:

Customers can only feel satisfied if the employees are satisfied and the organisational culture

is positive. The mean value of CS is 1.66 which shows that customers are satisfied as the

organisation understands the needs of the customers. Employees have always believed in

delivering high quality products and on time. The products delivered generally meet the

needs of the customers

COMPANY B

30

Statistics

TOD TIJC TCWR TCWE TSM TWP TC TCS

N Valid 375 375 300 375 375 375 375 375

Mean 3.9173 3.7867 3.7233 3.2667 3.5300 3.6267 3.2947 3.1573

Std. Deviation .58602 .57332 .62831 1.09853 .65698 .53170 .56168 .60505

TOTAL ORGANISATIONAL DESIGN:

Organizational design is important in the formation of organizational culture .The mean value

of OD is 3.91 which shows that people are not satisfied with the culture prevailing in the

organization. People are generally not aware about the goals and objectives of the

organization. People are not well aware of their role and responsibilities. The organization

does not have a clear reporting structure and employees skills sets are not enhanced to

perform their job functions.

TOTAL INDIVIDUAL JOB CHARACTERSTICS:

Individual job characteristics determine the individual skills and abilities. The mean value of

IJC is 3.78 which show that people are not satisfied with their current job reasonability.

People do not find their job challenging and usually do not get the opportunities to develop

their sills and responsibilities.

TOTAL CO-WORKER RELATIONS:

The positive relationship between the workers helps in devolving a culture. The mean value

of CW is 3.72 shows that people are not much valued by their peers. People geneally do not

share their knowledge across the organization. Employees do not consult each other when

they need support. Employees usually do not appreciate the personal contribution of their

peers.


31


The mean value of WE is 3.26 which shows that people are not usually valued in the

organization. Employees do not get enough time to maintain a balance between their family

and work. The morale of employees is not high across the organization.


A good and corporative management helps in building good work environment. The mean

value of SM is 3.53 which show that senior management generally do not encourage the

employees to grow across the organisation. Senior management also do not treat their

employees fairly and do not set standards of excellence. Employees do not usually trust the

information given by their mangers and do not appreciate their work.

TOTAL WORK PROCESSES:

An established work process helps in building a good organisational culture. The mean value

of WP is 3.62 which shows that people are not aware of their job and employees don’t take

the responsibilities for their actions and the work are not generally completed by the

employees on time. Employees do not use the work processes efficiently.

TOTAL COMMUNIUCATION:

A well developed communication process effects positively the job satisfaction of the

employees. The mean value of Communication is 3.29 which shows that employees are not

well informed about their job to perform. Employees are also not aware of how their job

supports the departmental objectives. People do not feel free to consult their peers for

suggestions and ideas. Employees don’t contribute to the organisational performance through

interpersonal communication.


Customers can only feel satisfied if the employees are satisfied and the organisational culture

is positive. The mean value of CS is 3.15 which shows that customers are not satisfied as the

organisation understands the needs of the customers. Employees have not always believed in

delivering high quality products. The products delivered generally don’t meet the needs of the

customers

32

Intra Correlation: COMPANY A

33

1. Organizational design:

Correlation between “Reporting structure” and “shared understanding between

employees”

There is a negative correlation between both the variables It implies that they are inversely

proportional to each other i.e. increase in one will decrease the other. If the organization will

not have a good reporting structure then there won’t be a shared understanding between

senior and subordinates as well as between peers. Whereas the correlation between both the

variable is significant as it is less than 0.05.

Correlation between “Roles and responsibilities of employees” and “reporting

structure”:

There is a positive correlation between both the variables. It implies that they are directly

proportional to each other i.e. increase in one will increase the effect of other. The employees

will understand their roles and responsibilities if there is an appropriate reporting structure.

Whereas the correlation between both the variable is significant as it is less than 0.05.

2. Individual job characteristics:

34

Correlation between “work add value to the organization” and “satisfaction from

current job responsibilities”


proportional to each other i.e. increase in one will increase the effect of other. If an

individual thinks that his work adds value to the organization then he gets satisfaction

from the current job responsibilities. Whereas the correlation between both the variable is

significant as it is less than 0.05.

Correlation between “Challenges in current job” and “add value to the

organization”

There is a negative correlation between both the variables It implies that they are

inversely proportional to each other i.e. increase in one will decrease the other. If an

employee doesn’t find challenges in his current job role then he feels that he is not adding

value to the organization. Whereas the correlation between both the variable is significant

as it is less than 0.05.

3. Co-worker relationship:

35

None of the correlation is significant.

4. Work environment:

36

Correlation between “Work life balance” and “enjoy being a part of organization”


proportional to each other i.e. increase in one will increase the effect of other. If an

employee achieves balance between his work life and family life then he enjoys being a

part of the organization. Whereas the correlation between both the variable is significant

as it is less than 0.05. Work-life balance plays a very important role in employee’s

satisfaction. If an employee is able to balance between his personal life and professional

life then it in turns increases his efficiency.

5. Senior management:

37

Correlation between “Treat employee fairly” and “Encourage collaboration”


proportional to each other i.e. increase in one will increase the effect of other. When

employees are treated fairly they achieve satisfaction from there seniors and gets

motivated to work in collaboration as they all are treated equally without any partiality.


Correlation between “Trust in information from senior management” and “Treat

employee fairly”


proportional to each other i.e. increase in one will increase the effect of other. Both the

variable are highly correlated if the senior management treats the employees fairly and

without any partiality then employees also trust in the information received from senior

management. Whereas the correlation between both the variable is significant as it is less

than 0.05.

6. Work process:

38

Correlation between “Work task completed on time” and “Clarity on how best to

perform task”


proportional to each other i.e. increase in one will increase the effect of other. If the

employees will have clarity on how to perform task then work task will be completed on

time. Whereas the correlation between both the variable is significant as it is less than

0.05.

Correlation between “Work task completed on time” and “every one takes

responsibility for their action”


proportional to each other i.e. increase in one will increase the effect of other. If

everybody takes responsibility for their actions then work task will definitely complete on


0.05.

Correlation between “Work group operates effectively” and “Work task completed

on time”

39


proportional to each other i.e. increase in one will increase the effect of other. If work

group operates effectively as a unit then work task will be completed on time. Whereas

the correlation between both the variable is significant as it is less than 0.05.

Correlation between “Work task completed on time” and “efficient work process

used to perform job”


proportional to each other i.e. increase in one will increase the effect of other. If efficient

work process is used to perform the job then work task will be completed on time.


7. Communication

None of the correlation is significant.

8. Customer satisfaction:

40

Correlation between “customer regularly tells that company is doing great job”

and “We understand specific need of customer”

There is a positive correlation between both the variables. It implies that they are

directly proportional to each other i.e. increase in one will increase the effect of other.

If employees will understand the need of customers then customer will definitely be

satisfied from the services of company and will tell that company is doing great job.


Correlation between “customer regularly tells that company is doing great job”

and “focus on delivering high quality product and services”


inversely proportional to each other i.e. increase in one will decrease the other. If

company does not focuses on delivering high quality product and services then

customer will not tell the company that it is doing great job. Whereas the correlation

between both the variable is significant as it is less than 0.05.

Correlation between “customer regularly tells that company is doing great job” and

“Delivering products and services on time”

41


proportional to each other i.e. increase in one will increase the effect of other. If company

doesn’t delivers products and services on time then customer will not tell the company

that it is doing great job. Whereas the correlation between both the variable is significant


Intra Correlation: COMPANY B

1. Organizational design:

Correlation between “shared understanding of what organization is supposed to do”

and “clarity of organizational goals and objectives”


proportional to each other i.e. increase in one will increase the effect of other. If the

organizational goals and objectives will be clear to employees then they will develop

shared understanding of what organization is supposed to do. Whereas the correlation


Correlation between “shared understanding of what organization is supposed to do”

and “Clear reporting structure”

42


inversely proportional to each other i.e. increase in one will decrease the other. If the

organization won’t have a clear reporting structure then the employees won’t have a

shared understanding of what organization is supposed to do. . Whereas the correlation


2. Individual job characteristics:

Correlation between “Challenged in current job role” and “skills and ability are

fully utilized”


proportional to each other i.e. increase in one will increase the effect of other. If employee

doesn’t face challenges in his current job role then he cannot test his skills and abilities

and make optimum utilization of both. Whereas the correlation between both the variable

is significant as it is less than 0.05.

3. Co-worker relationship:

43

This is no significant correlation

4. Work environment:


5. Senior management:

44

Correlation between “High standards of excellence” and “encourage collaboration”


proportional to each other i.e. increase in one will increase the effect of other. If high

standards of excellence is set by senior management, then it should also encourage

collaboration across the organization because achieving high standards becomes easy

when employees collaborate and work upon it . Whereas the correlation between both the


Correlation between “High standards of excellence” and “treat employee well”


proportional to each other i.e. increase in one will increase the effect of other. If senior

management don’t treat employee well they will get demotivated and achieving high

standards will become difficult. Where as if employees are treated well then they will

work hard and high standards can then easily be achieved. Whereas the correlation


Correlation between “Work appreciated” and “High standards of excellence”

45



employees are appreciated for their performance then they will get motivated and will

work hard to achieve high standards of excellence set by senior management. Whereas


6. Work process:

Correlation between “Work task completed on time” and “every one takes

responsibility for their action”



everybody takes responsibility for their actions then work task will definitely complete on


0.05.

Correlation between “Work task completed on time” and “efficient work process

used to perform job”

46


proportional to each other i.e. increase in one will increase the effect of other. If efficient

work process is used to perform the job then work task will be completed on time.


Correlation between “Work group operates effectively” and “Work task completed

on time”


proportional to each other i.e. increase in one will increase the effect of other. If work

group operates effectively as a unit then work task will be completed on time. Whereas


7. Communication:


8. Customer satisfaction:

47

Correlation between “Focus on delivering quality products” and “Understand

specific need of customers”



organization is not able to understand the need of customer then it cannot deliver quality

products as per the specification and requirement of customer. Whereas the correlation


Correlation between “Focus on delivering quality products” and “delivering

products/services on time”


proportional to each other i.e. increase in one will increase the effect of other. The

organization should focus on delivering products and services on time and those products

and services should meet set quality standards. Whereas the correlation between both the



“We understand specific need of customer”

48



employees will understand the need of customers then customer will definitely be

satisfied from the services of company and will tell that company is doing great job.



“focus on delivering high quality product and services”


inversely proportional to each other i.e. increase in one will decrease the other. If

company does not focuses on delivering high quality product and services then customer

will not tell the company that it is doing great job. Whereas the correlation between both

the variable is significant as it is less than 0.05.


“Delivering products and services on time”


proportional to each other i.e. increase in one will increase the effect of other. If company

doesn’t delivers products and services on time then customer will not tell the company

that it is doing great job. Whereas the correlation between both the variable is significant


CORRELATION COMPANY A:

49

CORRELATION BETWEEN “TOTAL INDIVIDUAL JOB CHARACTERISTICS AND

TOTAL ORGANIZATIONAL DESIGN”


proportional to each other i.e. increase in one will increase the effect of other. If there will be

an appropriate organizational design then employees will have a clear idea of their roles and

responsibilities and they will get satisfaction from their current job responsibilities as they are

clear how to perform and for what they are accountable.

CORRELATION BETWEEN “TOTAL SENIOR MANAGEMENT AND TOTAL WORK

ENVIRONMENT”


proportional to each other i.e. increase in one will increase the effect of other. If senior

management treats employee fairly and appreciates the work employee it affects the work

environment directly as employee feel valued and their morale also increases. Where as if

senior management don’t treat employee fairly then employee don’t enjoy being a part of that

organization and never speaks highly about the organization.

50

CORRELATION BETWEEN “TOTAL COMMUNICATION AND TOTAL WORK

ENVIRONMENT”


proportional to each other i.e. increase in one will increase the effect of other.

Communication is an essential element of today's work environment. As we progress through

an age of downsizing, workers tend to feel more vulnerable. As a result, morale and

productivity levels suffer. Effective two-way communication provides employees with a

sense of awareness, confidence and security. It gives employees the opportunity to express

what they intend to do. The lack of communication causes employees to feel a loss of control.

Without it they also feel disconnected and isolated.

CORRELATION BETWEEN “TOTAL COMMUNICATION AND TOTAL WORK

PROCESS”


proportional to each other i.e. increase in one will increase the effect of other. Work process

effectiveness lies in communication. If the employees are not properly communicated by

their reporting officers on how to perform work task then accuracy cannot be achieved. Work

task cannot be accomplished on time if appropriate work process is not adopted and as well

as not communicated to employees.

CORRELATION BETWEEN “TOTAL COMMUNICATION AND TOTAL SENIOR

MANAGEMENT”


proportional to each other i.e. increase in one will increase the effect of other. Senior

management sets high standards of excellence but to achieve those standards it should be

communicated to employees. Senior management should encourage collaboration across

organization to synergise the work output. But collaboration cannot be imposed for that

effective communication is required between employer and employees, so that employees

understand how they can grow through collaborative work.

51

CORRELATION BETWEEN “TOTAL CUSTOMER SATISFACTION AND TOTAL

SENIOR MANAGEMENT”


proportional to each other i.e. increase in one will increase the effect of other. Senior

management makes strategies to retain their current customers as well as to get new ones. To

retain the existing customers it is very important to deliver high services to them and those

services should meet customer expectations, for that senior management makes strategies to

retain their customers and they have to keep a check on how the employees are working hand

in hand to achieve desired objectives.

CORRELATION COMPANY B:

CORRELATION TABLE:

CORELATION BETWEEN “TOTAL CO-WORKER RELATIONSHIP AND TOTAL

ORGANIZATION DESIGN”



a good organizational design the roles and responsibilities will be clear to the employees and

52

they will work together to achieve desired targets. Organization design also determines the

pattern for information flow in an organization. If knowledge and information sharing will be

proper in a company then it will lead to a good co-worker relationship. Whereas the

correlation between both the variable is significant as it is less than 0.05.

CORELATION BETWEEN “TOTAL WORK ENVIRONMENT AND TOTAL

ORGANIZATIONAL DESIGN”



a good organizational design then it will lead to a healthy work environment. Whereas the

correlation between both the variable is significant as it is less than 0.05.

CORELATION BETWEEN “TOTAL SENIOR MANAGEMENT AND TOTAL

INDIVIDUAL JOB CHARACTERISTICS”

There is a negative correlation between the variables. It implies that they are inversely

proportional to each other i.e. increase in one will decrease the other. If the senior

management is not at all cooperative with the employees and never thinks of their welfare

and never appreciate them for their performance then employee satisfaction level will

decrease. Whereas the correlation between both the variable is significant as it is less than

0.05.

CORELATION BETWEEN “TOTAL COMMUNICATION AND TOTAL CO-WORKER

RELATIONSHIP”


proportional to each other i.e. increase in one will increase the effect of other. If there will

effective communication between employees then it will help in reducing misunderstandings

and developing healthy relationship between employees. Whereas the correlation between

both the variable is significant as it is less than 0.05.

53

CORELATION BETWEEN “TOTAL CUSTOMER SATISFACTION AND TOTAL

ORGANIZATION DESIGN”

There is a negative correlation between the variables. It implies that they are inversely

proportional to each other i.e. increase in one will decrease the other. If organization design is

not appropriate the employees will not be clear about their roles and responsibilities and

hence won’t be able to deliver high quality product and services to their customers.

54

ANNOVA

COMPANY A

Annova and F test is being calculated for the parameters which have significant and low

correlation and to find the difference between the parameters. The significance indicates

significant level of F test.

1. Total Work Environment:

ANOVA F Sig.TOD_A 1.259 0.686 TIJC_A 9.424 0.700 TCWR_A 0.623 0.647 TSM_A 2.176 0.771 TWP_A 0.264 0.901 TC_A 5.504 0.000 TCS_A 0.327 0.860

TOTAL COMMUNICATION:

The significance value for total communication is 0.000 which is less than .005, hence it

differ significantly from total work environment. The value of F test is 5.504 and shows how

total communication is in close group difference with total work environment.

If an organization has good communication system then the work environment will also be

healthy. Both these variables are directly proportional to each others. But total

communication differ significantly from total work environment because there is neck to

neck competition between employees and specially territory sales managers as their

compensation is directly proportional to the sales they get for the company, so they

communicate with each other and don’t collaborate with each other.

55

2. Senior Management

ANOVA F Sig.TOD_A 2.820 0.725 TIJC_A 0.655 0.624 TCWR_A 1.547 0.689 TCWE_A 3.871 0.004 TWP_A 46.557 0.800 TC_A 18.366 0.600 TCS_A 12.598 0.590


The significance value for total work environment is 0.004 which is less than .005, hence it

differ significantly from total senior management. The value of F test is 3.871 and shows how

total work environment is in close group difference with total senior management.

The role of senior management is to guide the employees and take work out of them. They

should contribute in creating work environment which is healthy so that employees get

satisfaction from their work and they should also understand the requirement of employees

and empathise with them. But total work environment differ significantly from total senior

management because senior management just focuses on getting task done from employees

and don’t focus on employees work life balance. Their main motive is to get desired sales.

56

3. Work Processes

ANOVA F Sig.TOD_A 1.490 0.004 TIJC_A 0.400 0.809 TCWR_A 1.895 0.911 TCWE_A 4.523 0.601 TSM_A 79.703 0.760 TC_A 22.455 0.860 TCS_A 15.537 0.753

TOTAL ORGANIZATIONAL DESIGN:

The significance value for total organizational design is 0.204 which is less than .005, hence

it differ significantly from total work process. The value of F test is 1.490 and shows how

total work process is close group difference with total organizational design.

Total organizational design differ significantly from total work process because

organizational design tells about the process to be followed to do a task and the reporting

hierarchy where as the employees don’t follow the desired work process and organizational

design. Their main motive is to close the sale target and don’t follow proper work process for

it.

57

COMPANY B:

Annova and F test is being calculated for the parameters which have significant and low

correlation and to find the difference between the parameters. The significance indicates

significant level of F test.

1. Total Organization Design

ANOVA

F Sig.

TIJC 7.527914379 0.8116

TCWR 10.1001928 0.0001

TCWE 12.11710852 0.9000

TSM 1.829331574 0.7211

TWP 0.259076427 0.7719

TC 10.48581455 0.7344

TCS 11.92301069 0.6533

Total Co-Worker relationship: The significance value for total Co-Worker relationship is .000

which is less than .005, hence it differ significantly from total organizational design. The

value of F test is 10.100 and shows how total Co-Worker relationship is in close group

difference with total organizational design.

The organizational design has direct relationship with Co-worker relationship. If the

organization design will be crystal clear then there will not be any barriers in communication

between employees, and it will lead to a healthy relationship between co-workers but co-

worker relationship differ significantly from organizational design because as per the design

Roles and responsibilities within the group are understood but employee don’t consult each

other when they need support.

58

2. Total Individual Job Characteristics

ANOVA F Sig.TOD 2.237521 0.108157 TCWR 2.542977 0.080343 TCWE 0.314251 0.73053 TSM 4.852003 0.000 TWP 1.117164 0.328302 TC 0.277945 0.757496 TCS 0.22931 0.795194

Total senior management: The significance value for total senior management is .000 which

is less than .005, hence it differ significantly from total Individual Job Characteristics. The

value of F test is 4.852 and shows how total senior management is in close group difference

with total Individual Job Characteristics.

Senior management encourages collaboration and set standards for excellence, these factors

helps in bringing satisfaction of employees. But total senior management differs significantly

from individual job characteristics because senior management sets high standards for

employees which are sometime not feasible.

59

3. Total Co-Worker Relations

ANOVA F Sig.TOD 2.408729 0.049483 TIJC 3.08508 0.716 TCWE 0.898716 0.76504 TSM 1.435743 0.222124 TWP 0.59265 0.668217 TC 2.963725 0.020 TCS 0.833728 0.5046

TOTAL COMMUNICATION:

The significance value for total communication is .020 which is less than .005, hence it differ

significantly from total co-worker relationship. The value of F test is 2.963 and shows how

total communication is in close group difference with total Co-worker relationship.

Interpersonal communication and relationships contribute to organizational performance, if

there will be a good interpersonal communication then it will lead to a healthy co-worker

relationship. But total communication differ significantly from co-worker relationship

because when employee need help they don’t communicate well with each other as they don’t

have good interpersonal relationships due to high competition between them, as their

performance is evaluated on the number of sales they close in a day.

60

4. Total Work Environment :

ANOVA F Sig.TOD 6.154012 0.800 TIJC 3.222997 0.713 TCWR 0.490642 0.743 TSM 22.11031 0.000 TWP 0.931492 0.646 TC 9.135815 0.860 TCS 2.577741 0.737


The significance value for total senior management is .000 which is less than .005, hence it

differ significantly from total work environment. The value of F test is 22.110 and shows

how total senior management is in close group difference with total work environment.

If the organization provides a good work environment it leads to a balance between the

employees work life and family life. But total work environment differs significantly from

total senior management. senior management puts a lot of work load and high targets for

employees which inurns disturbers the balance between work life and family life.

61

5. Total Senior Management :

ANOVA F Sig.TOD 1.461445 0.713 TIJC 4.471614 0.702 TCWR 1.243554 0.693 TCWE 2.289921 0.009 TWP 1.548416 0.188 TC 4.983525 0.701 TCS 6.424275 0.810


The significance value for total work environment is .009 which is less than .005, hence it

differ significantly from total senior management. The value of F test is 2.289 and shows how

total senior management is in close group difference with total work environment.

Senior management plays a very important role in motivating employees as well as to guide

them properly so that they achieve organizational goals. But total work environment differ

significantly from total senior management because senior management is least concerned

about the work life balance of employees.

62

6. Total Work Processes :

ANOVA F Sig.TOD 0.19075 0.826 TIJC 0.881155 0.415 TCWR 0.64826 0.524 TCWE 2.872989 0.058 TSM 2.797722 0.062 TC 0.603015 0.548 TCS 12.74798 0.000


The significance value for total customer satisfaction is .000 which is less than .005, hence it

differ significantly from total work process. The value of F test is 12.74798 and shows how

total Work Processes is in close group difference with total customer satisfaction.

Total customer satisfaction differ significantly from total work process because efficient

work process is used to accomplish the task and products/services are delivered on time but

once the sales has been closed the employee don’t care for customer needs.

63

FACTOR ANALYSIS

FACTOR ANALYSIS OF COMPANY A

Component Matrixa

Component

1 2 3 4

TOD_A .051 .760 -.128 .145

TIJC_A .043 .630 -.170 .550

TCWR_

A.387 -.261 -.432 -.226

TCWE_A .259 -.214 .722 .387

TSM_A .606 .349 .357 -.301

TWP_A .580 .360 .105 -.504

TC_A .735 -.267 .019 .358

TCS_A .669 -.200 -.444 .250

Extraction Method: Principal Component Analysis.

a. 4 components extracted.

The parameter which are most important which help in building an appropriate organization

culture which in turn leads to employee satisfaction are:

1. Organization design

2. Individual job characteristics

3. Work environment

4. Communication

64

FACTOR ANALYSIS OF COMPANY B

Component Matrixa

Component

1 2 3

TOD .540 .395 .548

TIJC .262 -.217 .419

TCWR .706 -.192 .255

TCWE -.232 .746 .445

TSM .080 .491 .569

TWP -.013 -.308 .341

TC .693 -.293 -.298

TCS -.654 -.418 .267

Extraction Method: Principal

Component Analysis.

a. 3 components extracted.

The parameter which are most important which help in building an appropriate organization

culture which in turn leads to employee satisfaction are:

1. Co-worker relationship

2. Work environment

3. Senior management

65

DISCUSSION

COMPANY A

Correlation between communication and work environment

According to correlation analysis there exist a positive correlation between communication

and work environment, this is also supported by the research of Bagin, Dr. Don. (1987). But

as per my findings communication also have direct relationship between work process and

senior management. There exists correlation between between communication and work

process because Work process effectiveness lies in communication. If the employees are not

properly communicated by their reporting officers on how to perform work task then

accuracy cannot be achieved. Work task cannot be accomplished on time if appropriate work

process is not adopted and as well as not communicated to employees. There exists

correlation between communication and senior management because senior management sets

high standards of excellence but to achieve those standards it should be communicated to

employees. Senior management should encourage collaboration across organization to

synergise the work output. But collaboration cannot be imposed for that effective

communication is required between employer and employees, so that employees understand

how they can grow through collaborative work.

Correlation between individual job characteristics and organization design

According to correlation analysis there exists a positive correlation between job

characteristics and organization design; this is also supported by research of W.Adorno

(1989) which states that if an appropriate organizational design leads to clarity in roles and

responsibilities of individual and hence employee get satisfaction from their current job

responsibilities as they are clear how to perform it.

Correlation between senior management and work environment

According to correlation analysis there exists a positive correlation between senior

management and work environment; this is also supported by research of Johnson, G. (1989),

which states that senior management effects work environment and can impact it as per its

actions.

66

Correlation between customer satisfaction and senior management

According to correlation analysis there exists a positive correlation between customer

satisfaction and senior management; this is also supported by the research of Kluckhohn

(1992) which tells that strategies made by top management has high impact on customer

satisfaction.

COMPANY B

Correlation between co-worker relationship and organizational design

According to correlation analysis there exist a positive correlation between co-worker

relationship and organization design; this is also supported by the research of Leibowitz,

Scholossberg (1982), & Shore which tells that both organization design has a strong impact

on co-worker relationship because if design is good employees have clarity in organizational

goals and collaborate to achieve it.

Correlation between senior management and individual job characteristics

According to correlation analysis there exist a positive correlation between senior

management and individual job characteristics; this is also supported by the research of

Chatman(1990), he says that individual can only get satisfaction from their job characteristics

if the job is challenging and enhances his knowledge base, senior management should match

right person for right job.

Correlation between communication and co-worker relationship

According to correlation analysis there exist a positive correlation between communication

and co-worker relationship; McMillan research (1989) also supports it which says if there

will be effective internal communication between employees this will help in building trust

and better relationships.

67

ANNOVA

Company A

Total Work Environment:

Total communication differ significantly from work environment as per the research and it is

also supported by the research of Deal T. E. and Kennedy, A. A. (1982) Corporate Cultures.

Which says that total work environment and communication are significantly different.

Senior Management:

Senior management differ significantly from work environment environment as per the

research and it is also supported by the research of Handy, C.B. (1985) Understanding

Organizations Which says that Senior management and work environment differ significantly

from each other.

Work Processes:

Total organizational design differ significantly from total work organizational design as per

my findings and it is also supported by the research of Kotter, John. 1992 Corporate Culture

and Performance.

COMPANY B:

Organization Design:

Co-Worker relationship is in close group difference with total organizational design as per

my findings, it is also supported by the research of Phegan, B. (1996-2000) Developing Your

Company Culture which says that both variables differ significantly from organizational

design because as per the design Roles and responsibilities within the group are understood

but employee don’t consult each other when they need support.

Work process:

Work process is in close group difference with customer satisfaction as per my findings, it is

also supported by the research of Kotter, John. 1992 Corporate Culture and Performance.

Which states that work process is not the only factor which doesn’t have high impact on

customer satisfaction. Where as corporate strategies have impact on customer satisfaction.

68

Analysing organization A and B on the basis of Johnson and Scholes model

Stories

What stories do people currently tell about your organization?

Company A: It has a very good and healthy work environment, employees get enough

time to maintain a balance between their family and work.

Company B: It has a very good and healthy work environment but not better than

company A. Employees do not get enough time to maintain a balance between their

family and work.

What reputation is communicated amongst your customers and other stakeholders?

Company A: Customer have a very good reputation about the company as the

company focuses on delivering high quality products and services and after sales

services too. The company focuses on the customer needs and provides schemes to

them as per their requirments.

Company B: Customer dont have a very good reputation about the company as

company products and services are not very innovative and its after slaes services are

poor.

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Rituals and Routines

What behavior do these rituals and routines encourage?

Company A: The rituals and routines encourages knowledge sharing, setting high

standards for excelence, encouraging collaboration across organization,

acknowledgement of good work, adopting effective work process and focusing on

customer satisfaction.

Company B: The rituals and routines dont encourages knowledge sharing, setting high

standards for excelence, encouraging collaboration across organization,

acknowledgement of good work, adopting effective work process and focusing on

customer satisfaction. But it encourages providing services at very cheap rates

What core beliefs do these rituals reflect?

Company A: It reflects that work of this company is more organizaed , it has a better

structure and work process. Customer satisfaction is the USP for the organization.

Company B: It reflects that work of this company is unorganized. The work process

adopted by this company is not at all efficient. Company only provides less expensive

for services attracting more customers, where as doesn’t adopts innovation in its

products and services. And doesnot focuses on providing good after sales services to

retain its existing customers.

Symbols

What image is associated with your organization, looking at this from the separate

viewpoints of clients and staff?

Company A: From client/customer perspective it is a company which is highly

innovative, understands customer needs, does every thing for customer satisfaction. From

the view point of staff the company focuses on employee welfare, senior management

treats all employees fairly and appreciates individual work.

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Company B: From client/customer perspective it is a company which donot focuses on

providing high quality services which meets customer expectations. From the view point

of staff the company donot focuses on employee welfare, senior management donot treats

all employees fairly and partiality.

Organizational Structure

How effective is current organization structure

Company A: The organization has clear reporting structure and employees possess

right skills sets to perform their job functions. The employees have clearity about their

roles and responsibilities. Clear reporting structure has been established in the

organization.

Company B: The organization donot have clear reporting structure neither the

employees have clarity about the goals and objectives of the organization.

Control Systems

Is the company generally loosely or tightly controlled?

Company A: The company is tightly controled, it has an established reporting

structure which is properly followed. Work task are completed on time and senior

management keeps a check on the whole functioning. People take responsibility for

their action and are also accountable for it.

Company B: The company is loosely controled as the employees don’t follow the

reporting structure properly. People don’t take responsibilities and passes on their

work to others. Senior management also never keeps appropriate check on employees.

Do employees get rewarded for good work or penalized for poor work?

Company A: Yes employees do get rewarded for good work and they are also

penalized for poor work as their salary is directly proportional to their performance

because their compenation pacakage also have variable component.

Company B: Yes employees don’t get penalized for poor performance

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Power Structures

Who has the real power in the organization?

Company A: The real power lies in the hands of the chief managing director, top

management and the CEO’s who develops business strategies for the organization to

achieve desired goals and objectives.

Company B: The real power lies in the hands of the top management and the chief

managing director(CMD) who develops business strategies for the organization to

achieve desired goals and objectives.

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FINDINGS

VARIABLE 1: ORGANISATIONAL DESIGN

FOR COMPANY A:

Organizational design is important in the formation of organizational culture. People are

aware about the goals and objectives of the organization. People are well aware of their role

and responsibilities. The organization has clear reporting structure and employees pose right

skills sets to perform their job functions.

FOR COMPANY B:

People are generally not aware about the goals and objectives of the organization. People are

not well aware of their role and responsibilities. The organization does not have a clear

reporting structure and employees skills sets are not enhanced to perform their job functions.

VARIABLE 2: INDIVIDUAL JOB CHARACTERSTICS

FOR COMPANY A:

Individual job characteristics determine the individual skills and abilities. People find their

job challenging and also get the opportunities to develop their sills and responsibilities.

FOR COMPANY B:

People do not find their job challenging and usually do not get the opportunities to develop

their sills and responsibilities.

VARIABLE 3: CO-WORKER RELATIONS

FOR COMPANY A:

The positive relationship between the workers helps in devolving a culture. People share their

knowledge across the organization. Employees consult each other when they need support.

Employees also appreciate the personal contribution of their peers.

73

FOR COMPANY B:

People generally do not share their knowledge across the organization. Employees do not

consult each other when they need support. Employees usually do not appreciate the personal

contribution of their peers.

VARIABLE 4: WORK ENVIRONMENT

FOR COMPANY A:


Employees get enough time to maintain a balance between their family and work. The morale

of employees is high across the organization.

FOR COMPANY B:

Employees do not get enough time to maintain a balance between their family and work. The

morale of employees is not high across the organization.

VARIABLE 5: SENIOR MANAGEMENT

FOR COMPANY A:

A good and corporative management helps in building good work environment. Senior

management also treats their employees fairly and set standards of excellence. Employees

trust the information given by their mangers and appreciate their work.

FOR COMPANY B:

Senior management do not treat their employees fairly and do not set standards of excellence.

Employees do not usually trust the information given by their mangers and do not appreciate

their work.

VARIABLE 6: WORK PROCESSES

FOR COMPANY A:

An established work process helps in building a good organisational culture. People are

aware of that they can perform their job and employees take the responsibilities for their

actions and the work is completed by the employees on time. Employees also use the work

processes efficiently.

74

FOR COMPANY B:

People are not aware of their job and employees don’t take the responsibilities for their actions and the work are not generally completed by the employees on time. Employees do not use the work processes efficiently.

VARIABLE 7: COMMUNIUCATION

FOR COMPANY A:

A well developed communication process effects positively the job satisfaction of the employees. employees are well informed about their job to perform. Employees are also aware of how their job supports the departmental objectives. People feel free to consult their peers for suggestions and ideas. Employees contribute to the organisational performance through interpersonal communication.

FOR COMPANY B:

Employees are not well informed about their job to perform. Employees are also not aware of how their job supports the departmental objectives. People do not feel free to consult their peers for suggestions and ideas. Employees don’t contribute to the organisational performance through interpersonal communication.

VARIABLE 8: CUSTOMER SATISFACTION

FOR COMPANY A:

Customers can only feel satisfied if the employees are satisfied and the organisational culture is positive. Customers are satisfied as the organisation understands the needs of the customers. Employees have always believed in delivering high quality products and on time. The products delivered generally meet the needs of the customers.

FOR COMPANY B:

Customers are not satisfied as the organisation understands the needs of the customers. Employees have not always believed in delivering high quality products. The products delivered generally don’t meet the needs of the customers

There is high level of customer satisfaction in employees of company A than in company B

HENCE COMPANY A IS BETTER THAN COMPANY B & EMPLOYEES OF COMPANY A ARE MORE SATISFIED WITH THER JOB

75

SUGGESTIONS

Improving Organizational Culture

Training employees in the right way is an important step towards improving

organization’s work culture. When employees know how to do things the right way

and what the company expects from them, the rate of conflicts and errors can be

brought down significantly.

Analyzing the existing cultures and comparing it with the expectations and

perceptions of your clientele. Bring changes accordingly.

A basic requirement for a productive environment is a diverse team of enthusiastic

people, who are interested in working as a team and improving the work atmosphere,

as a whole.

Organize discussions with team members and talk about matters pertaining to the

current culture of the organization. Try to improve the changes that you find justified.

Maintain a healthy communication with your team. Tell the team members about the

leadership of the organization and the strategies adopted to build a more attractive

culture in the company.

Share information broadly with the employees so that they have a clear view of the

things and know how to best perform their task. Makes it a point to share information

about such matters as daily sales results from each hub with all of the employees, so

that employee can compare their performance with others.

Accessibility to employees- Managers make sure that people within the organization

see them as fellow human beings rather than figures living in an ivory tower. To be

able to trust, employees need to feel some sense of what kind of people are in

management — whether they are trustworthy.

Willingness to answer hard questions- The senior management should be willing to

answer hard questions of employees. It helps in clarifying doubts of employee and

employee develops confidence in top management.

76

Delivering on promises: The top management should keep it a point to fulfil the

promises it makes to the employees as well as customers.

Showing recognition and appreciation: The superiors should recognize the good work

of employees and appreciate them.

Demonstrating personal concern: Senior management should demonstrate personal

concern to its employees because it helps in helps in increasing employees motivation

and commitment towards the organization and its work

Engaging groups in exploring organizational culture and taking targeted actions to better

align it for future success can result in:

A high engagement work environment that attracts, motivates and retains top talent

Higher productivity by eliminating 'culture drag' that impedes group performance

New capacities for adapting to external changes and emerging as a stronger player

Development of hard-to-imitate practices and behaviors that create competitive

advantage

A safe environment for employees to feel free to talk about what they are

experiencing

Delivery of brand promise for increased client loyalty

On-time projects and improved change planning when the way things really get done

is better understood and responded to

77

LIMITATIONS

Limitations of the study

Study is done by using a small sample size which is approximately 10% of the total

population

The employee productivity or output reports are confidential were not available for

study. Actual performance aspects could be studied with these reports

All the departments of the organization are not covered in the study

The respondents were reluctant to fill the questionnaire and number of them refused

The results in the analysis are approximate percentages and might vary to some extent

78

BIBIOGRAPHY

Herscovitch, L. and J. P. Meyer (2002). ‘Commitment to Organizational Martin, J. (1992). Cultures in Organization. Oxford University Press, Oxford.

Martin, J. (2002). Organizational Culture Mapping the Terrain. Sage Publications, Beverly Hills, CA Ott, J. S. (1989).

The Organizational Culture Perspective. Brooks Cole, Pacific Grove, CA.

Peterson, M. F. and P. B. Smith (2000). ‘Sources of meaning, organizations, and culture: making sense of organizational

Trice, H. M. and J. M. Beyer (1993). The Cultures of Work Organizations. Prentice Hall, Englewood Cliffs, NJ.

Organisational cultures quantitatively analysis (Wilderom, Van den Berg, Glunk, &

Maslowski,

Organisational cultures by Kroeber and Kluckhohn

Study on cultural analysis by Hofstede's

The Cultural Web- By Gerry Johnson and Kevan Scholes

Bagin, Dr. Don. (1987) The Rites and Rituals of Corporate Life

W.Adorno (1989) Organizational Culture and Leadership

Johnson, G. (1989) A Culture of safety, Defence Aviation Safety Centre Journal

Kluckhohn (1992) Organizational Culture and Identity

Leibowitz, Scholossberg (1982) Organisational Culture: Creating the Influence Needed for

Strategic Success

Chatman(1990) Corporate Culture and Performance

79

McMillan research (1989) Beyond 'Culture': Space, Identity, and the Politics of Difference

Deal T. E. and Kennedy, A. A. (1982) Cultural Account Chicago: University of Chicago

press

Handy, C.B. (1985) Understanding Organizations

Kotter, John. 1992 Corporate Culture and Performance

Phegan, B. (1996-2000) Environment and cultural behavior

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ANNEXURE

81

QUESTIONEER

Category: Organization Design

STRONGLY

AGREE

AGREE NEITHER

AGREE NOR

DISAGREE

DISAGREE STRONGLY

DISAGREE

1. The organization’s goals and

objectives are clear to me.

2. Employees have a shared

understanding of what the

organization is supposed to

do

3. Roles and responsibilities

within the group are

understood.

4. Clear reporting structures

have been established.

5. Employees at this

organization have the right

skill sets to perform their job

functions

Category: Individual Job Characteristics

6. I gain satisfaction from my

current job responsibilities.

7. My skills and abilities are fully

utilized in my current job.

8. I have the opportunity to

further develop my skills and

abilities.

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9. I find that I am challenged in

my current job role.

10. My work adds value to the

organization.

Category: Co-Worker Relations

11. I feel my input is valued by

my peers.

12. Knowledge and information

sharing is a group norm

across the organization.

13. Employees consult each

other when they need

support.

14. Individuals appreciate the

personal contributions of

their peers.

Category: Culture / Work Environment

15. I feel valued as an employee.

16. I enjoy being a part of this

organization.

17. Employees have a good

balance between work and

personal life.

18. Morale is high across the

organization.

19. Employees speak highly

about this organization.

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Category: Senior Management

20. Senior management sets high

standards of excellence.

21. Senior management

encourages collaboration

across the organization.

22. Senior management treats

employees fairly.

23. I trust the information I

receive from senior

management.

24. I believe senior management

appreciates the work I do.

Category: Work Processes

25. I am clear on how best to

perform my work tasks.

26. Everyone here takes

responsibility for their

actions.

27. Work tasks are completed on-

time.

28. My work group operates

effectively as a unit.

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29. We use efficient work

processes when performing

our jobs.

Category: Communications

30. I receive the information I

need to perform my job well.

31. I am clear on how my job

supports the department's

overall objectives.

32. When I need help, I can ask

others in my work group for

suggestions or ideas.

33. Interpersonal communication

and relationships contribute

to organizational

performance.

34. Our face-to-face meetings are

productive.

Category: Customer Satisfaction

35. We understand the specific

needs of our customers.

36. We are focused on delivering

high-quality

products/services.

37. We deliver our

products/services on-time.

38. Our products/services meet

our customers'

expectations.

39. Customers regularly tell us

that we are doing a great

85

job.

86

An Intensive Study of Organizational Culture in Telecom Sector [Hr]

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