Dissertation `1
-
Upload
aditya-kumar-sharma -
Category
Documents
-
view
51 -
download
4
Transcript of Dissertation `1
DISSERTATION
On
“In the Perception of Employees: Impact of Organizational Culture on the Costing and Productivity of a Manufacturing Unit”
ByAditya kumarA0102210182
MBA(M&S) Class of 2012
Under the Supervision ofMr. Pradeep Narwal
Asst. ProfessorDepartment of Marketing
In Partial Fulfillment of Award of Master of Business Administration
AMITYBUSINESSSCHOOLAMITY UNIVERSITY UTTAR PRADESH
AMITY BUSINESS SCHOOL
DECLARATION
I, Aditya Kumar student of Masters of Business Administration(M&S) from Amity Business
School, Amity University Uttar Pradesh hereby declare that I have completed my Dissertation on
“In The Perception of Employees: Impact of Organizational Culture on the Costing and
Productivity of a Manufacturing Unit” as part of the course requirement.
I further declare that the information presented in this project is true and original to the best of
my knowledge.
Date: / / Aditya Kumar
Enroll. No: A0102210182
Place: Noida MBA(M&S) Class of 2012
AMITY UNIVERSITY UTTAR PRADESH
AMITY BUSINESS SCHOOL
CERTIFICATE
I, Pradeep Narwal hereby certify that Aditya Kumar student of Masters of Business
Administration(M&S) at Amity Business School, Amity University Uttar Pradesh has completed
his dissertation on “In The Perception of Employees: Impact of Organizational Culture on the
Costing and Productivity of a Manufacturing Unit”, under my guidance.
Mr. Pradeep Narwal
Assistant Professor
Department of marketing
ACKNOWLEDGEMENT
It gives me great pleasure to acknowledge and to express my gratitude to all those who have
helped me throughout this project.
I express sincere gratitude to my faculty guide Mr. Pradeep Narwal, Assistant Professor, Amity
Business School, who has encouraged me unreservedly in the completion of this project at every
step during the entire duration of the research work. He has provided me with sufficient help
persistently. He has been a motivation for me for the accomplishment of the research. His
guidance and support has motivated me to input my efforts into the research work and producing
better results.
Aditya Kumar
A0102210182
MBA-M&S
(Class of 2010-2012)
Table of Contents
Chapters Contents Page no.Chapter-1 Introduction 1
1.1 TEAM- The conceptual
framework
3
1.1.1 Characteristics of an effective
team
3
1.2 OCTAPACE- The conceptual
framework
4
1.2.1 Openness defined 4
1.2.2 Confrontation defined 5
1.2.3 Trust defined 5
1.2.4 Authenticity defined 6
1.2.5 Proaction defined 6
1.2.6 Autonomy defined 6
1.2.7 Collaboration defined 6
1.2.8 Experimentation defined 7
1.3 Purpose of study 7
1.4 Rationale of study 8
1.5 Objective of study 8
Chapter-2 Literature review 9-11
Chapter-3 Research methodology 12-19
Chapter-4 Data analysis and findings 20-44
Chapter-5 Results and outcomes 45-49
References and annexure 50-53
List of tables
Table no. Table name Page no.4.1 Relation between performance
and free interaction.21
4.2 Relation between performance and genuine sharing of information feelings and thoughts in the meeting.
22
4.3 Relationship between
performance and free
discussion and communication
between seniors and
subordinates.
23
4.4 Relationship between performance and deep analysis of a problem.
24
4.5 Relationship between
performance and passing back
the buck tactfully on others.
25
4.6 Relationship between performance and the tendency to surface the problem.
26
4.7 Relationship between performance and interpersonal contact and support amongst employees.
28
4.8 Relationship between performance and “confiding in seniors without fear of their
28
misusing trust.
4.9 Relationship between performance and the tendency to fend oneself when the chips are down.
29
4.10 Relationship between
performance and the congruity
between expressed behavior
and the feelings.
30
4.11 Relationship between
performance and tactfulness,
smartness and manipulation to
get things done.
31
4.12 Relationship between
performance and the tendency
of owing up mistakes.
32
4.13 Relationship between
performance and the
encouragement of
subordinates.
33
4.14 Relationship between
performance and considering
both positive and negative
aspects.
34
4.15 Relationship between
performance and “prevention
is better than cure”.
35
4.16 Relationship between
performance and employes
taking independent action in
jobs.
36
4.17 Relationship between
performance and “close
supervision and directing
employees on action.”.
37
4.18 Relationship between
performance and “obeying and
checking with seniors rather
than acting on one’s own”.
38
4.19 Relationship between
performance and “team work
and team spirit”.
39
4.20 Relationship between
performance and “accepting
and appreciating help offered
by others”.
40
4.21 Relationship between
performance and “employees
involvement in developing
organizational mission and
goals” .
41
4.22 Relaitonship between
performance and “employees
trying out innovative ways of
42
solving problems”.
4.23 Relationship between performance and “thinking out and doing new things tones up organizational vitality”.
43
4.24 Relationship between
performance and
experimentation.
44
1
CHAPTER-1
introduction
CHAPTER 1: INTRODUCTION
2
Manufacturing is a crucial component of the foundation that maintains the security, health, and
wealth of any country. The nation with resolve and ability to do efficiently, prosper and grow.
One of the most important measure to determine the factory performance is, the factory cycle
time. Which means delivering the right product at right place at right time.
Over past 50 years over 50 management and manufacturing fads and fashions have been
proposed for achieving improved organizational and factory performance. Almost all of them
have failed to meet the desired standards. Today the performance measure of the manufacturing
units (load-adjusted cycle-time efficiency) remains more or less the same as it was half a century
ago.
Although the goods produced in the factories have evolved in terms of sophistication, reliability,
the time spent in their complete production remains almost the same with only 5-20% decrement.
So due to this reason there is enormous scope for improvement in the running of almost any
manufacturing unit in any country.
Lean manufacturing, six sigma, reengineering, theory of constraint are the works done
previously in this field which can improve the performance of any manufacturing unit when and
if applied properly. These techniques are mostly related to technical aspect of production.
Other aspect of production which is responsible for the success of any organization is human
factor, without which no software is of any use, and forget about softwares, no machine would
even work. The success of any business depends on appropriate, effective, well-communicated,
HR and business practices, where the importance of team effectiveness and organizational
culture cannot be neglected.
This project is dedicated to find out how team effectiveness and positive organizational culture
would affect the cost and productivity of any manufacturing unit. So if a relationship between the
performance of the employees and organizational culture can be established with the help of this
research it would mean that organizational culture has an impact on productivity and costing of
any manufacturing unit.
3
For this purpose two HR tools would be used viz. Team Effectiveness Assessment Measure
(TEAM) and OCTAPACE.
The TEAM is used for assessing team effectiveness in an organization while OCTAPASE is
used for assessing the organizational culture.
1.1 TEAM: THE CONCEPTUAL FRAMEWORK
The importance of team was first revealed by the results of the famous Hawthorn studies in the
1930s. However, it was McGregor who gave special attention to teams. Likert (1961) during the
same period focused attention on teams as important elements of humanization of organizations.
Both of them listed a large number of characteristics of effective work groups or teams. Dyer has
summarized 11 characteristics of a team suggested McGregor, and 24 characteristics of an
effective work group as suggested by Likert. The following table lists 10 main characteristics of
effective teams, covering suggestions given both by McGregor and Likert.
1.1.1 CHARACTERISTICS OF EFFECTIVE WORK TEAMS
(McGregor and Likert)
1. Commitment and inspiring goals
2. Role clarity
3. Self-disclosure(excluding confrontation)
4. Openness to feedback
5. Competence
6. Creativity with constructive conformity
7. Collaboration/ support/ trust
8. Congruence between individual and group goals
9. Supportive leadership
10. Management of power
Team effectiveness can be understood in terms of three main characteristics of team functioning:
clarity of roles of different team members cohesion, trust and closeness (amongst members of the
4
team), confrontation i.e. solving problems as they arise rather than shying away from them; and
collaboration, i.e. working together, giving and receiving help to each other. The four main
characterstics of team empowerment are: clarity of rules of different members of the team,
autonomy of the team, support provided to the team in terms of resources, etc. and accountability
of the team to achieve the goals to which a commitment has been made.
Using the concept of power an effective team can be described as the one in which power is
shared (widely distributed), and the members use more persuasive rather than coercive power.
Effective team can also be understood as the one in which people give their openions and
comments without hesitation, listen to and examine others openions, comments, and feedback
given by colleagues at all levels; and are sensitive to the needs of others(called perceptiveness).
1.2 OCTAPACE: THE CONCEPTUAL FRAMEWORK
The OCTAPACE profile is a 40-item instrument that gives the profile of organization’s ethos in
eight values. These values are openness, confrontation, trust, authenticity, proaction, autonomy,
collaboration and experimentation.
In addition to checking the items on the extent of their importance or sharing in the organization,
the respondent can also check how much he should be valued, or how much the beliefs are
useful. Thus both present as well as desired and ideal profiles can be obtained.
1.2.1 OPENNESS: Openness can be defined as a spontaneous expression of feelings and
thoughts, and sharing of these without defensiveness. Openness is in both directions, receiving
and giving. Both these may relate to ideas (including suggestions), feedback (including
criticism), and feelings. For example, openness means receiving without reservation, and taking
steps to encourage more feedback and suggestions from customers, colleagues and others.
Similarly, it means giving, without hesitation, ideas, information, feedback, feelings etc.
openness may also mean spatial openness, in terms of accessibility.
The willingness to share and the openness results in greater clarity of objectives and free
interaction among people. As a result of openness, there should be more unbiased performance
5
feedback. Indicators of openness in an organization will be productive meetings and improved
implementation of systems and innovations.
1.2.2 CONFRONTATION: Confrontation can be defined as facing rather than shying away
from problems. It also implies deeper analysis if interpersonal problems. All this involves taking
up challenges. The term confrontation is being used with some reservation and means putting up
a front as contrasted with putting one’s back(escaping)
to a problem. A better term would be confrontation and exploration (CE) to the problem.
We can use the term confrontation in this sense of confrontation and exploration, i.e. facing the
problem and working jointly with others to find a solution to the problem. The outcome of
confrontation will be better role clarity, improved problem solving, and willingness to deal with
problems and with ‘difficult’ employees and customer. There will be willingness of teams to
discuss and resolve sensitive issues. The indicators, which are also outcomes, can be improved
by periodical discussions with clients, bold action, and not postponing sticky matters.
1.2.3 TRUST: Trust is not used in the moral sense. It is reflected in maintaining the
confidentiality of information shared by others, and in not misusing it. It is also reflected in a
sense of assurance that others will help when such help is needed and will honor mutual
commitments and obligations. Trust is also reflected in accepting what other person says at face
value, and not searching for ulterior motives. Trust is an extremely important ingredient in the
institution building processes.
The outcome of trust includes higher empathy, timely support, reduced stress, and reduction and
simplification of forms and procedures. Such simplification is an indicator of trust and of
reduced paper work effective delegation and higher productivity.
1.2.4 AUTHENTICITY: Authenticity is the congruence between what one feels, says and does.
It is reflected in owning up one’s mistakes, and in unreserved sharing of feelings.
Authenticity is closer to openness. The outcome of authenticity in an organization is reduced
distortion in communication. This can be seen in the correspondence between members in an
organization.
6
1.2.5 PROACTION: Proaction means taking the initiative, preplanning, and taking preventive
action, and calculating the pay-off of an attractive course before taking action. The proact con be
contrasted with the term react. In the latter, action is in response to (and in th pattern of) an act
from some source, while in the former the action is taken independent of the source. For
example, if a person shouts at his friend’s accusation he shows reative behavior. However, if he
does not use this pattern but responds calmly and suggests that they discuss the problem together,
he is showing proactive behavior. Proactivity gives initiative to the person to start a new process
or set a new pattern of behavior. Proactivity involves unusual behavior. In this sense proactivity
means freeing from oneself from, and taking action beyond immediate concerns. A person
showing proactivity functions at all the three levels of feeling, thinking and action.
1.2.6 AUTONOMY: Autonomy is using and giving freedom to plan and act in one’s own
sphere. It means respecting and encouraging others and role autonomy. It develops mutual
respect and is likely to result in willingness to take on responsibility, individual initiative, better
succession planning. The main indicator of autonomy is effective delegation in organization and
reduction in references made to senior people for approval of planned actions.
1.2.7 COLLABORATION: Collaboration is giving help to, and asking for help from, others. It
means working together (individuals and groups) to solve problems and team spirit.
The outcome of collaboration includes timely help, team work, sharing of experiences, improved
communication and improved resource sharing. The indication could be productivity reports,
more meetings, and involvement of staff, more joint decisions, better resource utilization and
higher quality of meetings.
1.2.8 EXPERIMENTING: Experimenting means using and encouraging innovative approaches
to solve problems; using feedback for improving, taking a fresh look a things, and encouraging
creativity. We are so caught up with our daily tasks that we often only use traditional, tried and
tested ways of dealing with problems.
While these methods save time and energy, they also blind us from perceiving the advantage of
new ways of solving a problem. The more we work under pressure, the less is our inclination to
try a different approach as the risk seems to be too high. And yet complex problems require new
7
approaches to their solutions. Organizational learning does not imply repetitive action; it implies
applying past experience to current problems to reach beyond.
This can be called creativity. Other terms such as innovations, experimentations, new
approaches, etc. also convey the same meaning.
There are several aspects of creativity in an organization. Creativity is reflected in new
suggestions generated by employees, attempts at improving upon various ways of working,
trying out a new idea to which one has been exposed, innovating new methods, and thinking
about a problem while ignoring so called constraints. The last one is also called lateral thinking,
i.e. thinking aimed at generating alternatives. There is enough evidence that such thinking
contributes towards the development of new products, new methods and new processes.
1.3 Purpose of study
The main purpose of the study is to study the relationship between the organizational culture
with the productivity and costing of a manufacturing. The present research will mainly focus on
human as a factor of productivity. The present study will focus on parameters like Openness,
confrontation, trust etc. and also other characteristics of a team, and determine to what extent
these factors can affect the productivity, performance and thus costing of an organization.
1.4 Rationale for research
There has been a lot of researches in the direction of improving the efficiency of a manufacturing
unit and reducing the cost of production using different techniques like Lean manufacturing, six
sigma, reengineering, theory of constraints these researches mainly aims at improving the
efficiency of a manufacturing firm by improving the technical aspects of production like
processes, techniques etc., but till date there no research has been which can relate the team
effectiveness and organizational culture with the costing of a manufacturing unit. This research
aims at establishing the relationship between the positivity in the organizational and productivity
and performance and also costing with special reference to the manufacturing units.
8
1.5 Objective of research
1. To study how culture of an organization can affect the costing of a manufacturing firm.
2. To study how organizational culture can affect the productivity of a manufacturing firm.
9
CHAPTER-2
Literature review
CHAPTER 2: LITERATURE REVIEW
10
1. Shen-Wen Cheng(2008),”Cost effective software architecture-based self-adaptation”.
Carnegie Mellon University.
In today’s scenario, the systems must have ability to self-adapt to the changes in their
environment. But the existing systems require human oversight or are limited in the kinds of
system and set of quality-of-service concerns they address. This approach uses software
architecture models and architectural styles to overcome the limitations of the existing
systems. The target system and its environment is monitored by the engineering approach
and framework of mechanism provided by the approach. It reflects the observations into a
system’s architectural model, detect scope of improvement select a course of action and
effect the changes in a close loop. The infrastructure provided is general and reusable with
well-defined customization points which allows the engineers to systematically customize the
approach to particular systems and concerns.
2. R.Y. Chang, A. Podgurski and J. yang (2007), “Finding what’s not there: a new
approach to revealing neglected conditions in software.”, “Proc. ACM Int’l symp.
Software Testing and Analysis”, p 163-173.
Neglected conditions are an important but difficult to find class of software defects. This
paper presents an approach to reveal the neglected conditions that integrates static program
analysis and advanced data mining techniques to discover implicit conditional rules in a code
base and to discover rule violations that indicate neglected conditions. In this approach the
user is required to indicate minimal constraints on the context of the rules to be sought, rather
than specific rule templates, and to permit this generality, rules are modelled as graph minors
of program dependence graphs, and both frequent itemset mining and frequent sub-graph
mining algorithms are employed to identify candidate rules. The results are reported, of an
empirical evaluation of the approach in which it was used to discover conditional rules and
neglect conditions in ~25,000 lines of source code.
11
3. M. Brunett, C. Cook and G. Rothermel (2004), “End-user Software Engineering.”,
“Communications of ACM”, p 53-58 vol. 47 issue 9.
Today the end-user programming has become the most common form of programming, but
still there has been a little investigation into the dependability of the programs end users
create. This is of critical importance and very problematic because the dependability of these
programs are very important, as in certain cases, errors in end-user programs, such as
formula errors in spread sheets, have cost millions of dollars. So here this problem is being
dealt by developing a software engineering paradigm viable for the end-user programming,
an approach called end-user software engineering.
4. Beeman, Don R. Sharkey, Thomas W (1987), “The Use and Abuse of Corporate
Politics”, “Business Horizons” p26 vol. 30 issue 2.
One of the most difficult circumstances for a manager is to be suddenly transported into a
significant position in a highly politicized organization. In a very short time, the manager will
be wondering whether such a situation can be anything except a no-win situation. This article
explains the foundations of political behavior, identifies highly political situations, and
provides the new manager with the tools to deal with negative political behaviors. A new
manager is in a situation when entering a new job, with high levels of complexity and
competition. One of the first assessments the new manager must make is the intensity of the
political behavior in the new organization.
12
CHAPTER-3
RESEARCH METHODS
AND
PROCEDURE
CHAPTER 3: RESEARCH METHODS AND PROCEDURE
13
This chapter aims at understanding the research methodology which will be used in this research
project, establishing a framework for collection, analysis and interpretation of primary and
secondary data.
3.1 RESEARCH DESIGN
Research needs a design or a structure before data collection or analysis can commence. A
research design is not just a work plan. The function of a research design is to ensure that the
evidence obtained enables us to answer the initial question as unambiguously as possible. Both
exploratory and descriptive research will be used in this project to identify the problem areas,
analyze those problems and then to find solution to those problems.
Exploratory research
Exploratory research is the type of research which is used to gain background information, to
define terms, to clarify exploratory problems and develop hypotheses, to establish research
priorities, to know the boundaries in which we have to conduct the research and to develop
questions to be answered.
Here, an intensive secondary research from diverse sources such as journals, articles, books and
internet will be conducted to analyze what are the factors that add to the cost wherever the
human factor plays a role in an organizations working, specifically in manufacturing units in
India. Literature review was done thoroughly to know all these factors and their impact on the
success and efficiency of manufacturing units and how these factors related to Team-
effectiveness and organizational culture can affect the costing of a manufacturing unit. All these
factors will be taken to next level of exploratory research which will help in restricting and
selecting only the important questions and issues.
Descriptive research
Descriptive research is a type of research which is also known as statistical research. It describes
data and characteristics about the population or phenomenon being studied. Descriptive research
14
answers the questions who, what, where, when, why and how. Descriptive research deals with
everything that can be counted and studied.
After selecting a suitable population and drawing a representative sample from this population, a
survey will be conducted with the help of a structured questionnaire for collection of primary
data to find the answers to the questions formed by exploratory research.
3.2 CLEAR STATEMENT OF RESEARCH QUESTIONS
Issues related to the how team-effectiveness and organizational culture can affect the
productivity and thus the costing of an organization is a matter of debate all across the world. To
what extent can efforts made towards improving the teams and making organizational culture
increase the efficiency of the organizations and how much is it worthwhile to spend money and
resources in this area is still a big question. Against the above background, following questions
have been framed:
i. What impact does team effectiveness has on the costing and productivity of a
manufacturing unit?
To find answer to this question, the relationship between the factors like commitment and
inspiring goals, role clarity, self-disclosure, openness to feedback, competence, creativity
with constructive conformity, collaboration, congruence between individual and group
goals, supportive leadership, management of power and performance of the teams will be
studied. If these factors have a relation with the performance of the team that would mean
these factors can also affect the costing of an organization.
ii. Can culture of an organization have an impact on the costing and productivity of a
manufacturing unit?
To find answer to the above research questions, relationship of values of organizational
ethos like openness, confrontation, trust, authenticity, proaction, autonomy, collaboration
and experimenting and performance of a manufacturing unit would be studied. If these
15
values have a relationship with the performance of a manufacturing unit, it would mean
that Organizational Culture can affect the costing of a manufacturing unit.
3.2 DESCRIPTION OF POPULATION, SAMPLE AND SAMPLING DESIGN
Population
The first step in good sample design is to ensure that the specification of the target population is
as clear and complete as possible to ensure that all elements within the population are
represented.
In the light of the above research questions, there was a need of a specific population which
fulfills certain basic criteria. According to the topic the appropriate set of population which needs
to be considered would be the employees who work in different teams to perform their respective
tasks in any manufacturing firm. The information thus gathered was then compared to ascertain
the role of organizational culture in the making a high and a low performing teams, the costing
and also the productivity of manufacturing units.
Sample size
Keeping in view the time and cost factor and the scale of the research, following sample sizes
has been decided for the above set of population:
Sample size: 120
Sampling design
After deciding sample size, the type of sampling is decided. Sampling design depends upon the
different type of requirements related to research such as whether we like to select respondents
randomly, with our convenience or small sample representing whole population. Depending on
these types of requirements, sampling can be of various types such as Cluster sampling,
Convenience sampling, Judgment sampling, Quota sampling, Simple random sampling and
Systematic sampling.
16
Keeping in view the characteristics of the population and availability of time and resources,
following sampling design was chosen:
Simple random sampling will be used for data collection process. First any two manufacturing
units were selected from where the sample would be chosen. The reason for choosing two
different manufacturing units is that it would simply give better and more accurate results and
comparison than samples collected from a single unit. Then a simple random sampling was done
to select the required number of respondents out of the total number of teams working in the
organizations. Respondents from our convenience will be taken considering the time factor.
3.3 DATA COLLECTION PROCEDURES
After deciding the sample size and type of sampling to be used, next step is to decide about the
data collection procedures.
There are various procedures by which primary data can be collected are:
1. Observation: Observation involves gathering of data relating to the selected research by
viewing and/or listening.
2. Interviewing: Interviewing involves face-to-face conversation between the interviewer and the
respondent.
3. Mail survey: Mailing is used for collecting data by getting questionnaires completed by
respondents.
4. Experimentation: Experimentation involves a study of independent variables under controlled
conditions. Experiment may be conducted in a laboratory or in field in a natural setting.
5. Simulation: Simulation involves creation of an artificial situation similar to the actual life
situation.
6. Projective technique: Projective methods aim at drawing inferences on the characteristics of
respondents by presenting to them stimuli.
Methods to be used in this project to collect Primary data:
17
Keeping in view the attributes of the sample chosen by us, the data was collected by structured
Questionnaire and Interviews. Respondents were approached personally and were requested to
provide the required details. Questionnaires were also filled by getting the required information
if the respondent was not having appropriate time to fill it. The respondents were interviewed
personally using OCTAPACE and were asked to rate their organization according to their
perception based on the parameters given in the questionnaire. After 20 days the same set of
population was again asked to fill the same questionnaire, but this time, in a slightly different
way i.e. the same set of respondents were asked to rate the parameters in the questionnaire
according to their impact on the productivity and costing of an organization.
These methods have advantages over the other methods which are:
The distinctive feature of this method is that the questionnaire is self-administered by the
respondents themselves and the responses are recorded by them, and not by the
investigator.
Questionnaire can be sent to the educated and willing respondents via mails and social
networking sites and the data can be collected in lesser time duration as compared to
other methods.
Interviewing is one of the major methods of data collection. It may be defined as two-
way systematic conversation between an investigator and an informant, initiated for
obtaining information relevant to as a specific study.
Interview is often superior to other data-gathering methods. People are usually more
willing to talk than to write.
Interview can add flesh to statistical information. It enables the investigator to grasp the
behavioral context of the data furnished by the respondents.
It permits the investigator to seek clarifications and brings to the forefront those
questions, that, for one reason or another, respondents do not want to answer.
3.4 INSTRUMENTATION
18
Structured Questionnaires comprising of close ended questions will be used as research
instruments.
Features of the Questionnaire:
Well structured
Close ended questions
Softwares used for analysis will be IBM SPSS and MS Excel.
3.5 DESCRIPTION OF HOW DATA WILL BE ANALYZED
Data analysis and interpretation tools and techniques are decided keeping in view the nature and
type of data collected. So in this research, following softwares will be used according to the type
of analysis required. Two main softwares which will be used for data analysis are:
IBM SPSS 19.0
Microsoft Excel
IBM SPSS 19.0 will be used for complex testing like checking validity, correlation etc. which
will not be possible with other simple softwares or manually.
MS Excel will be used for simpler analysis part which can be done easily with it.
3.6 Limitation
Research is based on the sample size of 100 respondents which may not be the true
representation of the entire population.
There may be a possibility of biasdness on the part of some respondents, but much care
has been taken to make this report unbiased.Some of the respondents may not give the
answers with their full enthusiasm.
19
Some respondents might not give the correct information due to their lack of interest and
shortage of time.
Time constraint- Time limit restricts detailed survey work for this particular topic of
research.
All the information, which is taken, is based on primary and secondary data that has its
own limitations.
3.7 Hypothesis testing
Hypothesis is used to establish whether the difference exhibited by random samples can be
inferred to the population from which the samples have originated.
Steps involved in hypothesis testing:
1. State the hypothesis of interest.
2. Determine the appropriate test statistic.
3. Specify the level of statistical significance.
4. Determine the decision rule for rejecting or not rejecting the null hypothesis.
5. Collect the data and perform the needed calculations.
6. Decide to reject or not to reject the null hypothesis.
Null hypothesis: There is no correlation between costing and productivity of
manufacturing units and the organizational culture.
Alternative hypothesis: There is a correlation between the costing and productivity of
manufacturing units and team-effectiveness and organizational culture.
20
CHAPTER-4
DATA ANALYSIS
4.1 RELATION BETWEEN PERFROMANCE AND FREE INTERACTION, RESPECT FOR EACH OTHER FEELINGS, COMPETENCE AND SENSE OF JUDGEMENT.
21
Correlations
Free interaction
amongst
employees at
the work place. Performance
Free interaction amongst
employees at the work
place.
Pearson Correlation 1 -.052
Sig. (2-tailed) .575
Performance Pearson Correlation -.052 1
Sig. (2-tailed) .575
Table 4.1: Correlation between performance and free interaction between employees at the work place.
INTERPRETATION:
There is a negative relationship between interaction amongst employees and performance. This means that if free interaction increases among the employees the productivity of the firm would decrease and thus the costing would increase.
4.2 RELATION BETWEEN PERFORMANCE AND GENUINE SHARING OF INFORMATION FEELINGS AND THOUGHTS IN THE MEETING.
22
Correlations
Genuine sharing
of information,
feelings and
thoughts in
meetings. Performance
Genuine sharing of
information, feelings and
thoughts in meetings.
Pearson Correlation 1 -.060
Sig. (2-tailed) .512
performance Pearson Correlation -.060 1
Sig. (2-tailed) .512
Table 4.2: Correlation between performance and genuine sharing of information,
feelings and thoughts in meetings.
Interpretation:
There was negative relationship between performance and genuine sharing of information and
feelings in a meeting, meaning that if genuine sharing of information in the meetings would be
shared it would decrease the productivity and increase the cost of manufacturing firm.
4.3 RELATIONSHIP BETWEEN PERFORMANCE AND FREE DISCUSSION AND
COMMUNICATION BETWEEN SENIORS AND SUBORDINATES.
23
Correlations
Free discussion
and
communication
between seniors
and
subordinates. performance
Free discussion and
communication between
seniors and subordinates.
Pearson Correlation 1 .135
Sig. (2-tailed) .142
performance Pearson Correlation .135 1
Sig. (2-tailed) .142
Table 4.3: Correlation between performance and free discussion and communication
between seniors and subordinates.
Interpretation:There is a positive relationship between performance and free discussion and communication and discussion between seniors and subordinates. So if free communication and discussion increases the productivity increases and thus the costing decreases.
4.4 RELATIONSHIP BETWEEN PERFORMANCE AND DEEP ANALYSIS OF A PROBLEM.
24
Correlations
Going deeper
rather than
doing surface
level analysis of
interpersonal
problems. performance
Going deeper rather than
doing surface level analysis
of interpersonal problems.
Pearson Correlation 1 .095
Sig. (2-tailed) .302
performance Pearson Correlation .095 1
Sig. (2-tailed) .302
Table 4.4: Correlation between performance and deep analysis of problem.
Interpretation:The positive relationship between performance and deep analysis of interpersonal problems, this means that if the tendency to deeply analyze the problem is encouraged the productivity will increase and thus the cost will decrease.
4.5 Relationship between performance and passing back the buck tactfully on others.
25
Correlations
Pass back the
buck tactfully
when there is a
problem. performance
Pass back the buck tactfully
when there is a problem.
Pearson Correlation 1 -.029
Sig. (2-tailed) .756
performance Pearson Correlation -.029 1
Sig. (2-tailed) .756
Table 4.5: Correlation between performance and the tendency to pass the buck on
each other when a problem arises.
Interpretation:The relationship between performance and the tendency of passing the buck on others when there is a problem is negative. That means if this tendency increases the productivity of the firm will decrease and the costing would go up.
4.6 Relationship between performance and the tendency to surface the problem.
26
Correlations
Surfacing
problem is not
enough, we
should find the
solutions. performance
Surfacing problem is not
enough, we should find the
solutions.
Pearson Correlation 1 -.195*
Sig. (2-tailed) .033
performance Pearson Correlation -.195* 1
Sig. (2-tailed) .033
Table 4.6: Correlation between performance and the tendency to surface the
problem.
Interpretation:
There is a negative relationship between the tendency to surface the problem and performance. So if this tendency of surfacing problem, in an organization increases, the productivity will decrease and the cost would go higher.
4.7 Relationship between performance and interpersonal contact and support amongst employees.
27
Correlations
Interpersonal
contact and
support amongst
employees. performance
Interpersonal contact and
support amongst employees.
Pearson Correlation 1 +0.176
Sig. (2-tailed) .033
performance Pearson Correlation +0.176
Sig. (2-tailed) .033
Table 4.7: Correlation between performance and interpersonal contact and support
amongst the employees.
Interpretation:There is a positive relationship between interpersonal contact and support among employees and the performance of a team. So if the interpersonal contact and support increases the productivity also increases and the cost decreases.
4.8 RELATIONSHIP BETWEEN PERFORMANCE AND “CONFIDING IN SENIORS WITHOUT FEAR OF THEIR MISUSING TRUST.
28
Correlations
Confiding in
seniors without
fear of their
misusing trust. performance
Confiding in seniors without
fear of their misusing trust.
Pearson Correlation 1 0.27
Sig. (2-tailed) .034
performance Pearson Correlation 0.27 1
Sig. (2-tailed) .034
Table 4.8: Correlation between performance and trust in seniors.
Interpretation:
There is a positive relationship between the tendency to confide in seniors and performance. Is this tendency in a team increases it will increase the productivity and reduce the cost.
4.9 RELATIONSHIP BETWEEN PERFORMANCE AND THE TENDENCY TO FEND ONESELF WHEN THE CHIPS ARE DOWN.
29
Correlations
When chips are
down you have
to fend yourself performance
When chips are down you
have to fend yourself
Pearson Correlation 1 .038
Sig. (2-tailed) .681
Performance Pearson Correlation .038 1
Sig. (2-tailed) .681
Table 4.9: Correlation between performance and the tendency of employees to fend
themselves when the chips are down.
Interpretation:There is a positive relationship between the performance and the tendency of team members to fend themselves when there is a problem. This means that people believe if they will do so the productivity would increase and the cost would decrease.
4.10 RELATIONSHIP BETWEEN PERFORMANCE AND THE CONGRUITY
BETWEEN EXPRESSED BEHAVIOR AND THE FEELINGS.
30
Correlations
Congruity
between
feelings and
expressed
behavior. performance
Congruity between feelings
and expressed behavior.
Pearson Correlation 1 .282
Sig. (2-tailed) .002
performance Pearson Correlation .282 1
Sig. (2-tailed) .002
Table 4.10: Correlation between performance and congruity between feelings and
expressed behavior.
Interpretation:
The relationship between the performance and congruity between feelings and expressed
behavior is positive. So the productivity will be positively affected if there would be congruity
between the actual feelings and the expressed behavior and thus the cost would decrease.
4.11 RELATIONSHIP BETWEEN PERFORMANCE AND TACTFULNESS,
SMARTNESS AND MANIPULATION TO GET THINGS DONE.
31
Correlations
Tactfulness,
smartness and
even a little
manipulation to
get things performance
Tactfulness, smartness and
even a little manipulation to
get things
Pearson Correlation 1 -.073
Sig. (2-tailed) .431
performance Pearson Correlation -.073 1
Sig. (2-tailed) .431
Table 4.11: Correlation between performance and the tendency to use tactfulness,
smartness, and manipulation to get the things done.
Interpretation:
There is a negative relationship between performance and tactfulness, smartness and the
tendency to manipulate things. So this means manipulating things would decrease the
productivity of the firm and increase the cost.
4.12 Relationship between performance and the tendency of owing up mistakes.
32
Correlations
Owning up
mistakes made. performance
Owning up mistakes made. Pearson Correlation 1 0.24
Sig. (2-tailed) .399
performance Pearson Correlation 0.24 1
Sig. (2-tailed) .399
Table 4.12: Correlation between performance and the tendency to owning up
mistakes made.
Interpretation:
There is a positive relationship between performance and the tendency to owe up mistakes made. So this
means that with an increase in this tendency the productivity would increase and cost would be decreased.
4.13 RELATIONSHIP BETWEEN PERFORMANCE AND THE ENCOURAGEMENT
OF SUBORDINATES TO THINK ABOUT THEIR DEVELOPMENT AND TAKE
ACTION IN THAT DIRECTION, BY THE SENIORS.
33
Correlations
Seniors
encouraging
their
subordinates to
think about their
development
and take action
in that direction. performance
Seniors encouraging their
subordinates to think about
their development and take
action in that direction.
Pearson Correlation 1 .170
Sig. (2-tailed) .063
perfromance Pearson Correlation .170 1
Sig. (2-tailed) .063
Table 4.13: Correlation between performance and encouragement from seniors to
the subordinates to think about their development and take action in that direction.
Interpretation:
The relationship between the performance and encouragement of subordinates to think about
their development and take action in that direction, by seniors, is positive. This means on such
encouragement the productivity of the firm increases.
4.14 Relationship between performance and the habit of considering both positive and
negative aspects before taking any action.
34
Correlations
Considering
both positive
and negative
aspects before
taking action. Performance
Considering both positive
and negative aspects before
taking action.
Pearson Correlation 1 +0.23
Sig. (2-tailed) .063
performance Pearson Correlation +0.23 1
Sig. (2-tailed) .063
Table 4.14: Correlation between performance and the practice of considering both
positive and negative aspects before taking an action.
Interpretation:
There is a positive relationship between performance and the tendency to consider both positive
and negatives before taking any action. This increases the productivity of an organization and
reduces the cost of it.
4.15 Relationship between performance and “prevention is better than cure”.
35
Correlations
Prevention is
better than cure. performance.
Prevention is better than
cure.
Pearson Correlation 1 +0.147
Sig. (2-tailed) .032
Performance Pearson Correlation +0.147 1
Sig. (2-tailed) .032
Table 4.15: Correlation between performance and “prevention is better than cure”.
Interpretation:
There is a positive relationship between performance and “prevention is better than cure”. So if
this is practiced in a team the productivity would increase and the cost would be reduced.
4.16 RELATIONSHIP BETWEEN PERFORMANCE AND EMPLOYES
TAKING INDEPENDENT ACTION IN JOBS.
36
Correlations
Employees
taking
independent
action relating to
their jobs. performance
Employees taking
independent action relating
to their jobs.
Pearson Correlation 1 -.220
Sig. (2-tailed) .016
performance Pearson Correlation -.220 1
Sig. (2-tailed) .016
Table 4.16: Correlation between performance and freedom to employees to take
independent actions in job.
Interpretation:The relationship between performance and tendency of employees to take independent actions in their jobs is negative. This means that if the employees take independent action related to their jobs the productivity of the organization might be adversely affected.
4.17 RELATIONSHIP BETWEEN PERFORMANCE AND “CLOSE SUPERVISION
AND DIRECTING EMPLOYEES ON ACTION.”.
37
Correlations
Close
supervision of,
and directing
employees on,
action. performance
Close supervision of, and
directing employees on,
action.
Pearson Correlation 1 -.098
Sig. (2-tailed) .288
performance Pearson Correlation -.098 1
Sig. (2-tailed) .288
Table 4.17: Correlation between performance and close supervision and directing of
employees on action.
Interpretation:
There is a negative relationship between performance and close supervision and directing
employees on action. So if the employees are kept under supervision and direction. It would
decrease their productivity and thus cost.
4.18 RELATIONSHIP BETWEEN PERFORMANCE AND “OBEYING AND
CHECKING WITH SENIORS RATHER THAN ACTING ON ONE’S OWN”.
38
Correlations
Obeying and
checking with
seniors rather
than acting on
one’s own.
Obeying and checking with
seniors rather than acting on
one’s own.
Obeying and checking with
seniors rather than acting on
one’s own.
Pearson Correlation 1 -.176
Sig. (2-tailed) .055
Obeying and checking with
seniors rather than acting on
one’s own.
Pearson Correlation -.176 1
Sig. (2-tailed) .055
Table 4.18: Correlation between performance and the practice to obey and check
with seniors rather than acting on one’s own discretion.
Interpretation:
There was a negative relationship between the tendency of subordinates, to check with seniors
rather than acting on one’s own. If this tendency is encourages it would negatively affect the
productivity of the firm.
4.19 RELATIONSHIP BETWEEN PERFORMANCE AND “TEAM WORK
AND TEAM SPIRIT”.
39
Correlations
team work and
team spirit. performance
team work and team spirit. Pearson Correlation 1 +0.399
performance Pearson Correlation +0.399 1
Table 4.19: Correlation between performance and feeling of team work and team
spirit.
Interpretation:
There is a positive relationship between the performance and the feeling of team work and team
spirit within a team. So if this feeling increases the productivity of teams in an organization.
4.20 THE RELATIONSHIP BETWEEN PERFORMANCE AND “ACCEPTING
AND APPRECIATING HELP OFFERED BY OTHERS”.
40
Correlations
Accepting and
appreciating
help offered by
others. Performance
Accepting and appreciating
help offered by others.
Pearson Correlation 1 +0.237
Performance Pearson Correlation +0.237 1
.
Table 4.20: Correlation between performance and practice of accepting and
appreciating help from others.
Interpretation:
There is a positive relationship between performance and the tendency to accept and appreciate
helps offered by others in an organization. So if such culture is promoted in an organization the
productivity would go up.
4.21 RELATIONSHIP BETWEEN PERFORMANCE AND “EMPLOYEES
INVOLVEMENT IN DEVELOPING ORGANIZATIONAL MISSION AND
GOALS” .
41
Correlations
Employee’s
involvement in
developing
organizational
mission and
goals
contributes to
productivity. Performance
Employees involvement in
developing organizational
mission and goals
contributes to productivity.
Pearson Correlation 1 -.256
Sig. (2-tailed) .005
Performance Pearson Correlation -.256 1
Sig. (2-tailed) .005
Table 4.21: Correlation between performance and employees involvement in
developing organizational mission and goals.
Interpretation:
There is a negative relationship between employee’s involvement in developing organizational
mission and goals. So if the involvement of employees in developing organizational missions
and goals increases the productivity would go down and the costing would go up.
4.22 RELAITONSHIP BETWEEN PERFORMANCE AND “EMPLOYEES
TRYING OUT INNOVATIVE WAYS OF SOLVIGN PROBLEMS”.
42
Correlations
Employees
trying out
innovative ways
of solving
problems. Performance
Employees trying out
innovative ways of solving
problems.
Pearson Correlation 1 -.031
Sig. (2-tailed) .733
Perfroamance Pearson Correlation -.031 1
Sig. (2-tailed) .733
Table 4.22: Correlation between performance and practice of employees to try out
new and innovative ways to solve a problem.
Interpretation:
The relationship between performance and the tendency of employees to try out new and
innovative ways of solving problems is negative. So if this reduces the productivity of an
organization and thus increases the cost of it.
4.23 RELATIONSHIP BETWEEN PERFORMANCE AND “THINKING OUT
AND DOING NEW THINGS TONES UP ORGANIZATIONAL VITALITY”.
43
Correlations
Thinking out and
doing new
things tones up
organizational
vitality. performance
Thinking out and doing new
things tones up
organizational vitality.
Pearson Correlation 1 +0.099
performance Pearson Correlation +0.099 1
Table 4.23: Correlation between performance and the practice of thinking out and
doing new things in organization.
Interpretation:
There is a negative relationship between the two variables. So doing things out of the box, would
decrease the productivity of the firm and thus increase the costing.
4.24 RELATIONSHIP BETWEEN PERFORMANCE AND
EXPERIMENTATION.
44
Correlations
In today’s
competitive
situation
consolidation
and stability are
more important
than
experimentation performance
In today’s competitive
situation consolidation and
stability are more important
than experimentation.
Pearson Correlation 1 .118
Sig. (2-tailed) .198
performance Pearson Correlation .118 1
Sig. (2-tailed) .198
Table 4.24: Correlation between performance and stability and consolidation of a business.
Interpretation:
The relationship between the two variables is positive. So for consistent performance and
consolidation of business stability is more preferable rather than experimentation.
Result for hypothesis
Null hypothesis was that “There is no correlation between costing of manufacturing units and
team-effectiveness and organizational culture”, but results showed that the team-effectiveness
and organizational culture have relationship with the performance of any manufacturing unit,
thus indirectly it also has relationship with the costing of manufacturing units. So, the null
hypothesis is rejected.
45
CHAPTER-5
Results and outcomes
FINDINGS:
Free interaction amongst the employees decreased the performance of the team.
Managers at different levels didn’t want their subordinates to interact much at the work
place.
Employees believed that if they genuinely share thoughts and feelings in meetings, it
would negatively affect their performance. They were reluctant in sharing feelings with
each other and specially their seniors in the meetings
46
Free discussion and communication was considered to be vital for the performance of an
organization. Employees wanted a culture of free discussion and communication in their
organization.
Deep analysis of problems was considered to be vital for good and consistent
performance in the long run. In general, the employees were of opinion that if the
problems were surfaced it would create a problem in future.
The culture of passing the buck on each other hindered the performance of an
organization.
Interpersonal support and contact among employees is vital for the performance of an
organization.
For the performance of a team in an organization, feeling of trust and confidence between
the seniors and the subordinates is very important.
It was found that employees believed that if the performance is low they have to fend
themselves.
People believed that within a team if there is a congruity between expressed behaviors
and actual feelings, it would increase the performance of the team.
People think that using tactfulness and manipulation for getting things done would
adversely affect the performance of a team.
The culture of owing up mistakes in an organization was vital for the performance of an
organization.
Managers at different levels were of the opinion that too much freedom to their
employees to take independent actions relating to their jobs would decrease the
performance of their team.
At the same time, the employees didn’t like the tendency of their seniors to over
supervise them and direct them from time to time.
Employees wanted they should be given some freedom so as to handle certain problems
on their own. They found it useless to check out with their seniors, for every small
problem.
Performance showed highest degree of correlation with team work and team spirit.
People believed that team work and team spirit was the most vital thing for the
performance of an organization.
47
Managers at different level believed that the employees should not be involved in setting
organizational goals and missions, as it would decrease the performance of the teams.
The managers believed that although experimentation and innovation in doing things is
important, too much of it would risk the stability of an organization, which would be a
threat to the organizations existence in today’s competitive world.
CONCLUSIONS:
Too much of interaction among employees in a manufacturing firm can reduce the
performance of the unit. It can thus increase the cost related to time factor and per unit
cost due to decreased productivity.
Employees are afraid to come up openly regarding their true feelings about any problem
or issue in front of their seniors in meetings. They tend to manipulate things in the
meetings as they feel that frank expression of feelings might become a threat in future.
This could result in employees hiding very important facts about low performances of
teams or actual potential of a particular team in terms of productivity and thus the
problem may continue to persist for a long time, adversely affecting the profitability.
If there is a culture of trust and amicability in an organization, the processes flow
smoothly, saves time and energy, increases the performance of the teams as well as
reduces the cost related to time factor and wastage.
Greater coordination and effectiveness in teams would result into better productivity due
to increase in performance hence greater profitability of the firm. This would further
reduce the cost per unit.
Fixed cost factor can only be overcome with the help higher productivity levels in a
manufacturing unit. To realize economies of scale, team work and coordination is of
great importance.
Feeling of trust, confidence and mutual understanding between the seniors and
subordinates can increase the profitability of a firm by motivating the employees for
higher performance and timely redressing of their grievances which could hinder work
flow.
Giving employees a degree of freedom regarding decision making on their own to some
extent may prevent delays in complexities of routine nature.
48
The involvement of employees in setting goals and missions of an organization might not
prove to be a very wise decision as the employees might seek their own comfort in setting
the goals and missions of their organization and neglecting the organizational needs and
objectives.
Experimentation and innovation is not always considered good as going by already set
rules and methods of solving a problem reduces time required for solving it and also the
chances of errors.
Recommendations:
Too much of interaction among employees in a manufacturing firm can reduce the
productivity of the unit and thus the cost related to time and wastage. So at the work
place it should be kept minimum.
The culture of an organization should be made favorable in order to make people share
their genuine feelings in the meetings.
The feeling of trust should be encouraged between the seniors and subordinates.
The seniors should motivate their subordinates to work towards their own development
and should try to introduce training programs for the same, as this would drastically
increase the performance of the employees.
A degree of freedom should be given to the employees for making independent decisions,
to some extent, as it is vital for smooth working of an organization.
The involvement of employees in setting goals and missions of an organization might not
prove to be a very wise decision as the employees might seek their own comfort in setting
the goals and missions of their organization and neglecting the organizational needs and
objectives.
For routine problems experimentation is not favorable as it increases the time and energy
consumed and decreases the productivity. This would increase the costing of an
organization.
49
50
annexure
OCTAPACE questionnaire:
Your name: …………………………… Designation: ……………………………….
Write 4 if it is highly valued;
3 if it is given a fairly high value;
2 if it is given a fairly low value;
1 if it is given a very low value.
51
I. Openness:
1. ___ Free interaction amongst employees, each respecting other’s feelings,
competence and sense of judgement.
2. ___Genuine sharing of information, feelings and thoughts in meetings.
3. ___Free discussion and communication between seniors and subordinates.
II. Confrontation:
4. ___Going deeper rather than doing surface level analysis of interpersonal
problems.
5. ___Pass back the buck tactfully when there is a problem.
6. ___Surfacing problem is not enough, we should find the solutions.
III. Trust:
7. ___Interpersonal contact and support amongst employees.
8. ___confiding in seniors without fear of their misusing trust.
9. ___When chips are down you have to fend yourself.
IV. Authenticity:
10. ___Congruity between feelings and expressed behavior.
11. ___Tactfulness, smartness and even a little manipulation to get things
done.
12. ___Owning up mistakes made.
V. Proaction:
13. ___Seniors encouraging their subordinates to think about their
development and take action in that direction.
14. ___Considering both positive and negative aspects before taking action.
15. __3_Prevention is better than cure.
VI. Autonomy:
16. ___Employees taking independent action relating to their jobs.
17. ___Close supervision of, and directing employees on, action.
18. ___Obeying and checking with seniors rather than acting on one’s own.
VII. Collaboration:
52
19. ___team work and team spirit.
20. ___Accepting and appreciating help offered by others.
21. ___Employees involvement in developing organizational mission and
goals contributes to productivity.
VIII. Experimentation:
22. ___Employees trying out innovative ways of solving problems.
23. ___Thinking out and doing new things tones up organizational vitality.
24. ___In today’s competitive situation consolidation and stability are more
important than experimentation.
REFERENCES
Shen-Wen Cheng(2008),”Cost effective software architecture-based self-adaptation”. Carnegie
Mellon University.
R.Y. Chang, A. Podgurski and J. yang (2007), “Finding what’s not there: a new approach to
revealing neglected conditions in software.”, “Proc. ACM Int’l symp. Software Testing and
Analysis”, p 163-173.
53
M. Brunett, C. Cook and G. Rothermel (2004), “End-user Software Engineering.”,
“Communications of ACM”, p 53-58 vol. 47 issue 9.
Beeman, Don R. Sharkey, Thomas W (1987), “The Use and Abuse of Corporate Politics”,
“Business Horizons” p26 vol. 30 issue 2