A SUMMER TRAINING PROJECT ON"CORPORATE CULTURE"INBALLARPUR INDUSTRIES LIMITED , YAMUNA NAGAR

session 2015-16submitted tokurukshetra university,kurukshetra.For the partial fulfillment of the degree of bachelor of business administration (5th semester)

Under the Guidance of:Submitted by:Mr. Rajat Kush meenu mittalFaculty Member University roll no: Registration Number

S.D Institute of Management & Technology Huda Road, Jagadhri -135003 (Approved by AICTE, Affiliated to kurukshetra university, kurukshetra)

DECLARATION

I, Meenu mittal, do hereby declare that the training report entitled "corporate culture" for training undergone at Ballarpur Industries Limited, Yamuna Nagar, submitted by me in the partial fulfilment of degree of Bachelor of Business administration from Kurukshetra University, Kurukshetra is original work conducted by me. The data and facts provided in the report are authentic in the best of my knowledge.

I have not submitted this training report to any other university for the award of any degree or diploma.

Meenu mittal

ACKNOWLEDGEMENT

Heartful thanks to those who supported me

It often happens that one is at loss of words when one is really thankful and sincerely wants to express felling of gratitude towards others.

I am very grateful to the management of Ballarpur Industries Limited, Yamuna Nagar for providing me an opportunity to undertake project work in their in their esteemed organisation and practical training which will go long term in shaping my career.

I also express my deepest respect to Mr. Rajat Kush (Faculty Member, S.D. Institute of Management and Technology, Jagadhri) for his guiding and caring support in preparation of this project report.

I also want to thank the employees of the organisation for their co-operation in data collection.

Finally, I am thankful to my parents and friends for being a source of confidence for me.

PREFACE

BBA is a stepping stone to management career. In order to achieve practical, positive and concrete results, the theoretical knowledge must be supplemented with exposure to real environment.

Theoretical knowledge without practical knowledge is of little value. Theoretical studies in classroom are not sufficient to understand the functioning of a complex and large organisation. Therefore, it becomes necessary to undergo practical training. It supplements the theoretical studies and covers what is left uncovered in the classroom. It exposes a student to invaluable treasure of experiences.

I took my project with Ballarpur Industries Limited, Yamuna Nagar. The project report entitled "corporate culture with reference to Ballarpur industries limited , Yamuna Nagar. the report will provide all the information regarding the corporate culture .

I also hope that this report will be beneficial for my next batches and those who are related to this topic.

Meenu mittal

CONTENTS

Sr. No.PARTICULARSPAGE NO.

1.Introduction

2.Literature Review

3.Objectives

4.Research Methodology

5.Data analysis

6.Findings

7.Conclusion and Recommendations

8.Limitations

9.Bibliography

10.Annexure

INTRODUCTIONIndustry profileBallarpur Industries Limited(BILT) is a flagship of the US$ 4 bnAvantha Groupand India's largest manufacturer of writing and printing (W&P) paper. The current chairman of the company isgotam thaper, who succeeded his late uncleL.M. Thapar. BILT's subsidiaries include Sabah Forest Industries (SFI), Malaysia's largest pulp and paper company, and BILT Tree Tech Limited (BTTL), which runs BILT's farm forestry programme in several states in India.BILT has six manufacturing units across India, which give the company geographic coverage over most of the domestic market. BILT has a dominant share of the high-end coated paper segment in India. The company accounts for over 50% of the coated wood-free paper market, an impressive 85% of the bond paper market and nearly 45% of the hi-bright Maplitho market, besides being India's largest exporter of coated paperBILT is headquartered in Gurgaon in Haryana.Its 3 central nurseries are in:[1] Maharashtra Orissa TelanganaThe company has manufacturing units in the following locations in India1. Ashti,Gadchiroli,Maharashtra2. Ballarpuror Ballarshah,Chandrapur District,Maharashtra3. Bhigwan,Pune District,Maharashtra4. Kamalapuram,Warangal District,Telangana5. Sewa,Jeypore,Orissa6. Yamuna Nagar,Yamuna Nagar District,HaryanaIts Malaysian operations are based out ofSabah,Malaysia.Company profile Ballarpur Industries Limited (BILT) is Indias largest manufacturer of writing and printing (W&P) paper. BILTs subsidiaries include Ballarpur International Graphic Paper Holdings B.V. (BIGPH); BILT Graphic Paper Products Limited (BGPPL); Sabah Forest Industries (SFI), Malaysias largest pulp and paper company; and Bilt Tree Tech Limited (BTTL), which runs BILTs farm forestry programme in several states in India. Mr. R.R. Vederah is the Managing Director and Executive Vice Chairman.In India, the company has six manufacturing units, giving it geographic coverage over most of the domestic market. The company has a dominant share of the high-end coated paper segment in India. It accounts for over 53% of the coated wood-free paper market, an impressive 80% of the bond paper market and nearly 35% of the hi-bright Maplitho market, besides being India's largest exporter of coated and uncoated paper.Building on its unmatched paper quality, BILT ventured into the paper-based office stationery segment. The company markets its stationery through a well-established network of 350 retail distributors spread over 270 locations. BILT has mega brands such as BILT Royal Executive Bond, BILT Copy Power, BILT Image Copier and BILT Matrix that have now become an integral part of office stationery. BILT Ten on Ten notebooks are targeted at students and are also available with licensed characters such as Barbie, Spiderman, Winnie the Pooh, Hotwheels, Jungle King and Hannah Montana. BILT Student Stationery has won Product of the Year award for the last three consecutive years. In 2008, BILT forayed into organised retail through P3 Paper, Print and Pens serving both B2C and B2B clients across India.In 2005, BILT entered into the tissue and hygiene business with two brands: Etiquette and Spruce-up. Since then, the company has acquired Premier Tissues India Limited, the leading player in hygiene tissue products in the domestic retail market.BILTs acquisition of SFI, Malaysia, in 2007 was a watershed event it was the first overseas acquisition by an Indian paper company, it transformed BILT into a major regional player, and elevated BILTs ranking among the global top 100.Introduction of corporate cultural and corporate social responsibility Whether written as a mission statement, spoken or merely understood, corporate culture describes and governs the ways a company's owners and employees think, feel and act. Your own business's culture may be based on beliefs spelled out in your mission statement. It could consist in part of a corporate symbol, like the rainbow-colored apple that symbolizes Apple Computer. Whatever shape it takes, your corporate culture plays a big role in determining how well your business will do.If you're not happy with your current culture, there are things you can do to start changing it now. Look for a symbol, story, ritual or other tool you could use to bring out the values and practices you want for your company. Your cultural tool might be a new corporate logo symbolizing your company's personality. Or you could choose a story to embody your approach and make it part of your culture. If you can't find a tool, make one. For example, you can turn an admired former employee into a symbol by giving an award named after that individual, complete with ritual ceremony.The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, and treatment of clients, client satisfaction and every other aspect of operations.Related Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure, and approaches to labor, customers, investors, and the greater community. As such, it is an essential component in any business's ultimate success or Closely related concepts, discussed elsewhere in this volume, are corporate ethics.which formally state the company's values) and corporate image (which is the public perception of the corporate culture). The concept is somewhat complex, abstract, and difficult to grasp. A good way to define it is by indirection. The Hagberg Consulting Group does just that on its Web page on the subject. HCG suggests five questions that, if answered, get at the essence: What 10 words would you use to describe your company? Around here what's really important? Around here who gets promoted? Around here what behaviors get rewarded? Around here who fits in and who doesn't?As these questions suggest, every company has a culturebut not all cultures (or aspects of them) help a company reach its goals. The questions also suggest that companies may have a "real culture," discernible by answering these questions, and another one which may sound better but may not be the true oneThe concept of corporate culture emerged as a consciously cultivated reality in the 1960s along-side related developments like the social responsibility movementitself the consequence of environmentalism, consumerism, and public hostility to multinationals. Awareness of corporate culture was undoubtedly also a consequence of growth, not least expansion overseaswhere corporations found themselves competing in other national cultures. As corporations became aware of themselves as actors on the social scene, corporate culture became yet another aspect of the business to watch and to evaluatealongside the "hard" measures of assets, revenues, profits, and shareholder return.Corporate culture by definition affects a firm's operations. It is also, by definition, something that flows from management downward and outward. In many corporations, the "culture" was set very early on by the charismatic activity and leadership of a founder. But as major tendencies become deeply institutionalized, corporate culture also becomes an institutional habit that newcomers acquire. In actual practice "reinventing" the corporation from the top down, therefore, is difficult to achieve, takes time, and happens only under strong leadership. failure.

Origin of the report:

But without practical orientation it is somewhat difficult to grasp the core concept. Organisational Behavior is entirely based on practical situation. So in order to enhance the understanding of the core concept, we are required to prepare a report on practical situation to understand how to implement and practice the theoretical part in real life situation.

Objectives of the study:

General Objective:

The general objective of preparing this report is to know about the Corporate Culture in India & fulfill the requirement of the subject 'Organizational Behavior. Specific Objective:

The specific objective of preparing this report is -

To get a general idea about the Corporate Culture .

To gather practical knowledge about Corporate Social Responsibility . Scope of the study

To analyze the how Corporate perform social Responsibility.Corporate in India plays a pivotal role in the economy of any country. They provide necessary instrument and employment to setup different industries essential for a nation to build strong economy. This report has been done basically on analyzing the theoretical and practical practices of Corporate Culture.& how employee employees get effected from it.

Methodology: The report in this study is basically an inductive one. Two different types of systems have been selected here based on convenience. The report is based on both primary and secondary information.

Primary Information: The primary data have been collected from our class lecture, various types of individual professionals.

Secondary Information: The secondary information has been extracted from various textbooks of Entrepreneurship Development. Other notable information that was used for this report was the information gathered from websites which is mention in bibliography

Limitation: In spite of having the wholehearted effort, there were some limitations, which acted as a barrier to conduct the program and for doing an empirical research work, such as: Time Constraint:

The study is based on the analysis of Corporate Culture But this allocated time is not enough for a complete and fruitful study.

Lack of Experience:

Due to lack of experience, there is a chance of having some mistake in the report though best effort has been applied to avoid any kind of mistake.

INDIAN CORPORATE CULTURE:-Indias success in entering and building a strong presence in the information technology and business process outsourcing markets has often been attributed to the fact that a majority of Indias educated workers speak English. This has been characterized as a unique advantage of the Indian economy relative to other low cost areas in Asia, South America, and Eastern Europe. However, language is one of just many factors that shape the corporate culture within a country. Will Indias broader corporate culture become a source of competitive advantage in the way that the widespread ability of Indians to speak English .other research indicate that corporate culture does have the potential to become a source of competitive advantage for the Indian economy. There are robust signs of emerging entrepreneurialism, professionalism, and strong governance within Indias corporations. These traits are similar to those that the American economy has exhibited over the last fifty years through rapid company formation, the growth of professional managers, and good (though improving) governance through boards and public shareholders. This contrasts with slower growing European economies where entrepreneurialism has been dampened due to cultural and legal factors and some Asian companies where poor governance has resulted in some large companies with hidden and deep financial problems. Governance in IndiaThe issue of governance and its impact on Indias corporate culture is primarily relevant to Indian companies as multi-national companies have global governance structures. Within India, governance can be considered for three sets of companies: Indian public companies with foreign ADR listings such as Infosys or Wipro. These companies face the broadest and deepest set of legal requirements regarding governance since they must comply with SEC regulations. However, what is impressive is that companies such as Infosys have gone beyond typical requirements in promoting a higher level of transparence in their governance and reporting. Infosys has a board with a majority of outside directors, reports results in compliance with eight different accounting standards, and discloses its compliance with ten external governance codes. Infosys premium valuation is providing a clear signal to other India companies that good governance has tangible benefits. In fact, a McKinsey survey revealed that Indian investors are willing to pay a 23% premium for companies with good governance structures. Indian public companies. These companies need to comply with Indian regulations which were described by ICICI executives as being fairly robust. A McKinsey analysis also found that Indias regulations and enforcement of accounting standards for Indian companies are fairly strong as they were ranked fourth in Asia and ahead of countries such as China. In addition, the incentive of being able to list shares overseas acts as a motivator to ensure good governance. However, as state owned enterprises are partially privatized, it is possible that the role of the government in the governance structures of such companies could act as an impediment to executing certain business strategies. Indian family controlled conglomerates such as Godrej and Tata. These conglomerates are often a mix of private and public holding structures. Some of these conglomerates have been well managed, but the quality of governance may still be low due to tight control by family members. The need to raise public capital will clearly enhance the governance of some of these organizations. However the competition for Indian management talent that will lead these companies to improve governance to be perceived as attractive places for long-term career relative to other opportunities in India. CULTURE IN SMALL BUSINESSESCulture can be a particularly important consideration for small businesses. A healthy company culture may increase employees' commitment and productivity, while an unhealthy culture may inhibit a company's growth or even contribute to business failure. Many entrepreneurs, when they first start a new business, quite naturally tend to take on a great deal of responsibility themselves. As the company grows and adds employees, however, the authoritarian management style that the business owner used successfully in a very small company can become detrimental. Instead of attempting to retain control over all aspects of the business, the small business owner should, as consultant Morty Lefcoe toldNation's Business, strive to "get everybody else in the organization to do your job, while you create an environment so that they can do it."In a healthy culture, employees view themselves as part of a team and gain satisfaction from helping the overall company succeed. When employees sense that they are contributing to a successful group effort, their level of commitment and productivity, and thus the quality of the company's products or services, are likely to improve. In contrast, employees in an unhealthy culture tend to view themselves as individuals, distinct from the company, and focus upon their own needs. They only perform the most basic requirements of their jobs, and their mainand perhaps onlymotivation is their paycheck.Since every company is different, there are many ways to develop a culture that works. Following are several main principles that small business owners should consider in order to create a healthy corporate culture:Prevailing corporatePrevailing corporate culture begins at the top. Entrepreneurs need to explain and share their vision of the company's future with their workers. "Let your vision for the company become their vision for the company," stated John O'Malley in his article "How to Create a Winning Corporate Culture." He goes on to say that "a company without a vision is reactive in nature, and its management is seldom confident addressing competitive threats and stepping into the future." In addition, small business owners should be aware that their own behavior and attitudes set the standard for the entire workforce. Small business owners who set poor examples in areas such as lifestyle, dedication to quality, business or personal ethics, and dealings with others (customers, vendors, and employees) will almost certainly find their company Treat all employees equally. Entrepreneurs should treat all employees equally. This does not mean that business owners cannot bestow extra rewards on workers who excel, but it does mean that interactions with all employees should be based on a foundation of respect for them. One particular pitfall in this area for many small business owners is nepotism. Many small businesses are family-owned and operated. But bloodlines should be irrelevant in daily operations. "Successful ' businesses constantly place 'you are no different' expectations on family members they employ," noted O'Malley. "Doing otherwise quickly undermines employees' morale'. Showing favoritism in the workplace is like swimming with sharksyou are destined to get bitten.es defined by such characteristicsTreat all employees equally. Entrepreneurs should treat all employees equally. This does not mean that business owners cannot bestow extra rewards on workers who excel, but it does mean that interactions with all employees should be based on a foundation of respect for them. One particular pitfall in this area for many small business owners is nepotism. Many small businesses are family-owned and operated. But bloodlines be irrelevant in daily operations. "Successful ' businesses constantly place 'you are no different' expectations on family members they employ," noted O'Malley. "Doing otherwise quickly undermines employees' morale'. Showing favoritism in the workplace is like swimming with sharksyou are destined to get bitten."Hiring decisions should reflect desired corporate culture. The wise small business owner will hire workers who will treat clients and fellow employees well and dedicate themselves to mastering the tasks for which they are responsible. After all, "good attitude" is an essential component of any healthy corporate culture. But entrepreneurs and their managers also need to make sure that hiring decisions are not based upon ethnic, racial, or gender issues. Besides, businesses typically benefit from having a diverse workforce rather than one that is overly homogeneous.Two-way communication is essential. Small business owners who discuss problems realistically with their workforce and enlist employees' help in solving them will likely be rewarded with a healthy internal environment. This can be an important asset, for once a participatory and engaging culture has been established, it can help propel a small business ahead of its competition.On the other hand, problems with the corporate culture can play a major role in small business failures. When employees only perform the tasks necessary to their own jobs, rather than putting out extra effort on behalf of the overall business, productivity declines and growth comes to a halt. Unfortunately, many entrepreneurs tend to ignore the developing cultures within their businesses until it is too late to make needed changes.In an article forEntrepreneur, Robert McGarvey outlined some warning signs of trouble with the company culture, including: increased turnover; difficulty in hiring talented people; employees arriving at work and leaving for home right on time; low attendance at company events; a lack of honest communication and understanding of the company mission; an "us-versus-them" mentality between employees and management; and declining quality and customer satisfaction. A small business exhibiting one or more of these warning signs should consider whether the problems stem from the company culture. If so, the small business owner should take steps to improve the culture, including reaffirming the company's mission and The Importance of Ethics in Organizations

Ethics are the principles and values an individual uses to govern his activities and decisions. In an organization, a code of ethics is a set of principles that guide the organization in its programs, policies and decisions for the business. The ethical philosophy an organization uses to conduct business can affect the reputation, productivity and bottom line of the business.Leadership EthicsThe ethics that leaders in an organization use to manage employees may have an effect on the morale and loyalty of workers. The code of ethics leaders use determines discipline procedures and the acceptable behavior for all workers in an organization. When leaders have high ethical standards, it encourages workers in the organization to meet that same level. Ethical leadership also enhances the companys reputation in the financial market and community. A solid reputation for ethics and integrity in the community may improve the companys business.Employee EthicsEthical behavior among workers in an organization ensures that employees complete work with honesty and integrity. Employees who use ethics to guide their behavior adhere to employee policies and rules while striving to meet the goals of the organization. Ethical employees also meet standards for quality in their work, which can enhance the companys reputation for quality products and service.Ethical Organizational CultureLeaders and employees adhering to a code of ethics create an ethical organizational culture. The leaders of a business may create an ethical culture by exhibiting the type of behavior they'd like to see in employees. The organization can reinforce ethical behavior by rewarding employees who exhibit the values and integrity that coincides with the company code of ethics and disciplining those who make the wrong choices.Benefits to the OrganizationA positive and healthy corporate culture improves the morale among workers in the organization, which may increase productivity and employee retention; this, in turn, has financial benefits for the organization. Higher levels of productivity improve the efficiency in the company, while increasing employee retention reduces the cost of replacing employees. goals and establishing a more open relationship with employees.

The Role of Ethics in StrategyFinancial excellence results when a corporation's values and its ethics support its strategy. Ethics is a component of strategy because every business secures its future by making a contribution. The act of making a contribution is fundamentally an ethical activity. Identifying that contribution and maximizing its value is the field of strategy. Profit is the value the market attaches to an organization's contribution and the efficiency with which it makes that contribution.Employees who see their company making a valued contribution (with profits as the outcome), rather than merely generating shareholder wealth, commit to their work with greater passion. This leads to a partnership between employees and corporate leadership that boosts innovation and uplifts performance. Ethics play a vital role in the preservation of this priceless partnership, which can thrive only in an atmosphere of trust and integrity. Trust and integrity result from integrating an organization's disparate value systems and aligning them with the organization's strategic objectivesCSR :- INDIA"Corporate Social Responsibility is no longer just an addition, it is a key differentiator." Prasad Chandra, CMD, BASF South AsiaBusinesses today have realized that, in order to continue thriving, they have to adopt a more holistic and inclusive business model which has a direct correlation with business performance. This includes a system of triple bottom-line reporting - economic, social and environmental - and a focus on transparency and accountability. Companies are now expected to discharge their stakeholder responsibilities and societal obligations, along with their shareholder-wealth maximisation goal. Even much before the issue became a global concern, India was aware of corporate social responsibility (CSR), due to the efforts of organisations such as the Tata Group.Corporate companies like ITC have made farmer development a vital part of its business strategy, and made major efforts to improve the livelihood standards of rural communities. Unilever is using micro enterprises to strategically augment the penetration of consumer products in rural markets. IT companies like TCS and Wipro have developed software to help teachers and children in schools across India to further the cause of education. The adult literacy software has been a significant factor in reducing illiteracy in remote communities. Banks and insurance companies are targeting migrant labourers and street vendors to help them through micro-credits and related schemes. In June 2008, a survey was carried out by TNS India (a research organization) and the Times Foundation with the aim of providing an understanding of the role of corporations in CSR. The findings revealed that over 90 per cent of all major Indian organizations surveyed were involved in CSR initiatives. In fact, the private sector was more involved in CSR activities than the public and government sectors. The leading areas that corporations were involved in were livelihood promotion, education, health, environment, and women's empowerment. Most of CSR ventures were done as internal projects while a small proportion were as direct financial support to voluntary organizations or communities. In a survey carried out by the Asian Governance Association, which ranks the top 10 Asian countries on corporate governance parameters, India has consistently ranked among the top three along with Singapore and Hong Kong, for the last eight years. In another study undertaken by automotive research company, TNS Automotive, India has been ranked second in global corporate social responsibility. State-owned Bharat Petroleum and Maruti Udyog were ranked as the best companies in India. Bharat Petroleum and Maruti Udyog came on top with 134 points each, followed by Tata Motors (133) and Hero Honda (131). The study was based on a public goodwill index and India received 119 points in the index against a global average of 100. Thailand was at the top slot with 124 points. The Indian corporate sector spent US$ 6.31 billion on social expenditure during 2007-08, up from US$ 3.68 billion spent during the previous fiscal. The Steel Authority of India Ltd (SAIL), the country's largest steel company, spent US$ 21.05 million on CSR last year; Tata Steel Ltd, (which runs a 850-bed hospital and rural projects in 800 villages around Jamshedpur), spends about US$ 31.58 million as part of its annual revenue expenditure. Now there are plans to also introduce CSR in the small and medium enterprises (SME) sector to increase its reach in remote areas. CSR Initiatives and Green MeasuresIndia Inc has joined hands to fine-tune all its activities falling under CSR. For this, it has set up a global platform to showcase all the work done by Indian firms. Confederation of Indian Industry (CII) and the TVS Group have collaborated to form the CII-TVS Centre of Excellence for Responsive Corporate Citizenship. The outfit, based in Chennai, will provide consultancy services and technical assistance on social development and CSR. CII's 'Mission on Sustainable Growth' has set up a code which was formulated in 2006. It provides consultancy services and technical assistance on social development and CSR. The mission's aims are to promote the reduction of excessive consumption of natural resources and emission of greenhouse gases. The code had started with 23 new signatories and the total number of code signatories had gone up to 102, by September 2008.

Literature review Blockholdings in Europe:: An international comparison Marco BechtaWe preview empirical work by the European Corporate Governance Network on the size of block shareholdings in Europe. The most salient finding is the extraordinarily high degree of concentration of shareholder voting power in Continental Europe relative to the U.S.A. and the U.K. Thus the relationship between large controlling shareholders and weak minority shareholders is at least as important to understand as the more commonly studied interface between management and dispersed shareholders.2 Cross-Cultural Management Research: The Ostrich and the Trend.1Nancy J. Adler1The trends in cross-cultural management papers published in 24 journals during the last decade, 1971 to 1980, are examined. Less than 5 percent of organizational behavior articles published in top American management journals focused on cross-cultural issues. The majority of the cross-cultural articles were single culture studies; less than 1 percent investigated the interaction between employees of different cultures. No increase was seen in the number of international organizational behavior articles over the decade.3 Organizational Culture and Marketing: Defining the Research AgendaRohit Deshpande and Frederick E. Webster, Jr.Journal of MarketingContemporary work on marketing management is grounded implicitly in a structural functionalist or contingency perspective of organizational functioning. However, the field of organizational behavior from which such a perspective derives has recently developed a major thrust into theoretical modeling and empirical research on organizational culture. The authors survey this emerging literature on organizational culture, integrate it in a conceptual framework, and then develop a research agenda in marketing grounded in the five cultural paradigms of comparative management, contingency management, organizational cognition, organizational symbolism, and structural/psychodynamism.4 Corporate Culture and Economic Performance: A French Study1. Roland Calori2. This paper is based on an exploratory field study of the relations between corpor ate culture and economic performance. The method of assessing a company's culture is presented, then hypotheses on relations between values, management practices and economic performance are proposed and discussed.3. 1. Donna J. Wood1This article defines corporate social performance (CSP) and reformulates the CSP model to build a coherent, integrative framework for business and society research. Principles of social responsibility are framed at the institutional, organizational, and individual levels; processes of social responsiveness are shown to be environmental assessment, stakeholder management, and issues management; and outcomes of CSP are posed as social impacts, programs, and policies. Rethinking CSP in this manner points to vital research questions that have not yet been addressed.6 Concepts of Culture and Organizational AnalysisLinda SmircichThis paper examines the significance of the concept of culture for organizational analysis. The intersection of culture theory and organization theory is evident in five current research themes: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization. Researchers pursue these themes for different purposes and their work is based on different assumptions about the nature of culture and organization. The task of evaluating the power and limitations of the concept of culture must be conducted within this assumptive context. This review demonstrates that the concept of culture takes organization analysis in several different and promising directions.7 Cultural complexity in organizations: Inherent contrasts and contradictions.Sackmann, Sonja A. (Ed)Thousand Oaks, CA, US: Sage Publications, Inc Cultural complexity in organizations: Inherent contrasts and contradictions.1. The multiple perspectives through which culture is explored in this volume show that culture in organizational settings is more complex, pluralistic, diverse and contradictory than previously acknowledged. Addressing culture at various levels, including national, industrial, organizational, and sub-organizational, this book provides broad, yet concise, analysis representing the latest research.Using empirical data based on multi-method research approaches, this book makes recommendations on how to better deal with cultural complexity in organizations. It is intended for students and professionals in organization studies, management, gender studies, sociology, and psychology. (PsycINFO Database Record (c) 2012 APA, all rights reserved)8 Developing corporate culture as a competitive advantage ,,, goldez sadriDefines the concept of corporate culture and shows how it affects organizations (both positively and negatively). Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organizations infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among crossfunctional employees. Concludes that a positive culture can provide a significant competitive advantage.9 The nature of safety culture: a review of theory and research F.W Guldenmund This paper reviews the literature on safety culture and safety climate. The main emphasis is on applied research customary in the social psychological or organisational psychological traditions. Although safety culture and climate are generally acknowledged to be important concepts, not much consensus has been reached on the cause, the content and the consequences of safety culture and climate in the past 20 years. Moreover, there is an overall lack of models specifying either the relationship of both concepts with safety and risk management or with safety performance10 Understanding organisational culture and the implications for corporate marketingAlan m.wilsonThe actions of employees such as service personnel are seen as being important in communicating a companys corporate values and goals, particularly where they interact directly with customers and other corporate audiences. Their beliefs, norms and values derived from the organisational culture influence their actions and the informal messages that they communicate. A mystique still exists around the concept of organisational culture.

WORKING ENVIRONMENT1. Do you feel that your working environment is safe?

SafetyNo. of respondentsPercentage

Yes9292%

No88%

Diagram No.1

Out of 100 employees 92% say that their working environment is safe and the remaining 8% say it to be unsafe.

Is your work area clean and well organised?

CleanlinessNo. of respondentsPercentage

Yes9595%

No55%

Diagram No.2

1. All the 100 employees are satisfied with the cleanliness and well organized working area.Do you feel that your work area to be stressful?

StressNo. of respondentsPercentageYes6969%No3131%

Diagram No.3

THE VIEWS OF EMPLOYEES WITH REGARD TO STRESS AT THEIR WORK PLACE.

From the above pie diagram it is clear that 69% of the employees feel their work area to be stressful whereas on 31% of the employees feel their work area not to be stressful.

1. Do you have all the resources which you will need to perform the job effectively?

Resource availabilityNo. of respondentsPercentage

Yes7777%

No2323%

Diagram No.477% of the respondents feel that they are properly equipped with the resources which they will need to perform their job effectively and 23% of respondents feel the other way.

Does your company provide proper maintenance, replacement and upgrading of equipment which you use?

Maintenance of equipmentNo. of respondentsPercentage

Yes7676%

No2424%

Diagram No. 5

Out off 100 respondents 76% say that they are very much satisfied with the proper maintenance and upgrading of equipment, but however 24% of employees say that they are not satisfied with the maintenance of equipment.

6 Do you have friendly relationship with your co-workers?

Friendly relationshipNo. of respondentsPercentage

Yes9393%

No77%

Diagram No.6

93% of the employees say that they have a friendly relationship with their co-workers and only 7% say that they doesnt have a friendly relation with their co-workers.

Do you have confidence in your co-workers?

ConfidenceNo. of respondentsPercentage

Yes9999%

No11%

Diagram No.7

The analysis reveals that almost all the employees have confidence in co-workers, only a marginal percentage of employees do not have confidence in co-workers.

8 Does all the people in your department work well together?

Co-ordinationNo. of respondentsPercentage

Yes9090%

No1010%

Diagram No.8

Almost 90% of the employees say that other employees in their department co-ordinate well, whereas 10% of the employees say that the employees does not co-ordinate well within their department.

REWARDS AND RECOGNITION

9 Are you satisfied with the current benefits provided by your organization

RewardsNo. of respondentsPercentage

Yes8484%

No1616%

Diagram No. 9The analysis shows that almost 84% of employees say that they are satisfied with the current rewards and benefits provided to them whereas the remaining 16% say that they are dis-satisfied with the current rewards.

10 Do you receive adequate feedback about your performance?

Recognition No. of respondentsPercentage

Yes8383%

No1717%

Diagram No.10

83% of the employees say that they receive adequate feedback about their performance and 17% say that they doesnt receive adequate feedback about their performance.

CHAPTER 5FINDINGS

Out of 100 employees 92% say that their working environment is safe and the remaining 8% say it to be unsafe. All the 100 employees are satisfied with the cleanliness and well organized working area. The research work states that 69% of the employees feel their work area to be stressful whereas on 31% of the employees feel their work area not to be stressful. 77% of the respondents feel that they are properly equipped with the resources which they will need to perform their job effectively and 23% of respondents feel the other way. Out of 100 respondents 76% say that they are very much satisfied with the proper maintenance and upgrading of equipment, but however 24% of employees say that they are not satisfied with the maintenance of equipment. 93% of the employees say that they have a friendly relationship with their co-workers and only 7% say that they doesnt have a friendly relation with their co-workers. The analysis reveals that almost all the employees have confidence in co-workers, only a marginal percentage of employees do not have confidence in co-workers. Almost 90% of the employees say that other employees in their department co-ordinate well, whereas 10% of the employees say that the employees does not co-ordinate well within their department. The analysis shows that almost 84% of employees say that they are satisfied with the current rewards and benefits provided to them whereas the remaining 16% say that they are dis-satisfied with the current rewards.

83% of the employees say that they receive adequate feedback about their performance and 17% say that they doesnt receive adequate feedback about their performance. 62% of the employees say that they will be appreciated by the supervisors and 36% of the employees say that they will be appreciated by the managers and on 2% say that they will be appreciated by the higher authorities. 70% of the employees say that they receive fair salary for their performance and 30% say that they are not satisfied with the payment.

SUGGESTIONS

Company may reward the employees based on their performance. When working on solutions to problems, experts should keep in mind the needs of organizational members as well as society at large. Supervisors have to give personals to the problems of subordinate, whether they arise out of his job environment or a personal nature, by giving them sympathetic consideration, patient hearing, proper counseling and suggesting alternative proposals. Create a congenial work atmosphere and pleasing surroundings, and arrange for better job facilities by having better tools and appliance. These will improve working capacity, develop enthusiasm, and a sense of loyalty towards the Organization. The way of handling problems can be innovated and improved. The management has to consider the recommendations of the grievance cell The management has to provide a better work life facilities related to communication

CONCLUSIONI hope the organization will be benefited from this survey and with the help of the suggestions given the organization can improve its working further more and the overall satisfaction level in the organization might increase up to the excellent level.

This research made an attempt to identify the climate condition and the way in which that affects the employees in Burn standard company limited. From the study it is observed that decision making, innovation and change, all these factors handling by the top management. There is good relationship between the employees and employer.

An overview of this research reveals little hot organizational climate prevailing in Burn standard company limited, the organization lacks on certain factors like communication and trust. If these factors are given little more care, the company can maintain a good working involvement with high level of satisfaction, devotion, organizational commitment and involvement.

ANNEXURE

QUESTIONNAIREI PERSONAL DATA:Name (optional) : _________________________Age : Below 25( ) 26-35yrs ( ) 36-45yrs ( ) Above 45 ( )Gender : Male ( ) Female ( )Marital status : Single ( ) Married ( )Qualification : School ( ) Diploma ( ) Degree ( )Department : __________________________Experience : 0-5yrs ( ) 5-10yrs ( ) 10-15yrs ( ) Above 15yrs ( )Present salary : Below 5000 ( ) 5000-10000 ( ) 10000-15000 ( ) Above 15000 ( )II WORKING ENVIRONMENTDo you feel that your working environment is safe?Yes ( ) No ( )Is your work area clean and well organised?Yes ( ) No ( )Do you feel that your work area to be stressful?Yes ( ) No ( )Do you have all the resources which you will need to perform the job effectively?Yes ( ) No ( )Does your company provide proper maintenance, replacement and upgrading of equipment which you use?Yes ( ) No ( )

III INTERPERSONAL RELATIONSHIP1. Do you have friendly relationship with your co-workers?Yes ( ) No ( )2. Do you have confidence in your co-workers?Yes ( ) No ( )3. Does all the people in your department work well together?Yes ( ) No ( )

IV REWARDS AND RECOGNITION1. Are you satisfied with the current benefits provided by your organizationYes ( ) No ( )2. Do you receive adequate feedback about your performance? Yes ( ) No ( )

BIBILIOGRAPHY

WEBSITES

http://www.wordreference.com/definition http://wikipedia.com

www.visteon.com http://www.google.com www.yahoo.com www.bing.com

BOOKS REFERRED

Kotari C.R,2ndedition (2003) Research Methodology, Guptha K.K, PP- 68,117,277. PattannayakBiswajeet 3rd edition (2005) Human Resource management. Stephen P.Robbins and Timothy A. Judge 13th edition (2009) Organizational Behavior