synopsis on organization culture
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SYNOPSIS
On
“ORGANIZATION CULTURE AND ITS RELATIONSHIP
WITH EMPLOYEE MOTIVATION AND OVERALL
PERFORMANCE”
Submitted to the Uttaranchal Un!"r#t$ in partial fulfillment of the
requirements for the award of the Degree of
MASTER OF %USINESS ADMINISTRATION
Submitted by
UDIT PANDEY
&Enr'll("nt N')* +++++++++++++++++++++++++++++++++++++++,
Under the guidance of
G-." na(" /th D"#0nat'n &Fac-lt$ G-.",
&%atch* 1234+1235,
FACULTY OF MANAGEMENT AND %USINESS STUDIES
UTTARANCHAL UNIVERSITY6 DEHRADUN
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INTRODUCTION OF THE TOPIC
Motivation is an important factor which encourages persons gives their best performance
and help in reaching enterprise goals. A strong positive motivation well enables the
increased output of employees but a negative motivation will reduce their performance.
In order to make any managerial decision really meaningful. It is necessary to convert it
in to an effective action which the manager accomplishes by motivating his subordinates.
!o motivate means to produce goals oriented behaviour since increase in productivity is
the ultimate goal of every industrial organi"ation motivation of employees at all levels isthe most critical and baffling function of the management. Almost every human problem
the manager faces throughout the firm has motivational elements.
M't!at'n* A# a c'nc"7t
!he term motivation has been derived from #atin word$Movers which mean to move. In
our languages of management it implies something that energies an individuals or a groupof individuals to work.
%.&.S'(!! )Motivation means a process of stimulating people to action to accomplish
desired goals.*
+,--' says )Motivation is a general inspirational process which gets the members of
the team to pull their weight effectively to give their loyalty to the group to carryout
properly the tasks that they accepted and generally to play an effective part in the /ob that
the group has undertaken.*
Nat-r" '8 M't!at'n
Motivation is a psychological concept that generates with in an individual. It is an inner
felling which energies a person to work more.
!he emotions or desires of a person prompt him for doing a particular work.
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Man has innumerable wants to satisfy 0 there are unsatisfied needs of a person which
disturb his equilibrium. All the wants can not be satisfied at one time where one is
satisfied other may emerge. Satisfaction of wants is an unending process. ence
motivation is also unending process.
A person moves to fulfill his unsatisfied needs by containing his energies.
!here are dormant energies in a person which are activated by canali"ing them into
actions.
A man works to achieve some individual goals. After the goal is achieved he is no
longer interested in work. &oal means satisfaction of needs. !herefore it is very
essential for the management to know the goals or motives or needs of each
individual so that they may be pushed to work by directing them towards
achievement of their goals.
(rgani"ational 'ulture
(rgani"ational culture or corporate culture comprises the attitudes e1periences
beliefs and values of an organi"ation. It has been defined as 2the specific collection of
values and norms that are shared by people and groups in an organi"ation and that
control the way they interact with each other and with stakeholders outside the
organi"ation. It refers to a system of shared meaning held by members that
distinguishes the organi"ation from other organi"ations. (rgani"ational values are
beliefs and ideas about what kinds of goals members of an organi"ation should pursue
and ideas about the appropriate kinds or standards of behavior organi"ational
members should use to achieve these goals. 3rom organi"ational values develop
organi"ational norms guidelines or e1pectations that prescribe appropriate kinds of
behavior by employees in particular situations and control the behavior of
organi"ational members towards one another2.
It is basically used to refer to a system of shared meaning. In every organi"ation
there are systems or patterns of values symbols rituals myths and practices that have
evolved over time. !hese shared values determine as to how the managers see and
how they respond to their world. %hen confronted with a problem the organi"ation4s
http://en.wikipedia.org/wiki/Attitude_(psychology)http://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Value_(personal_and_cultural)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Stakeholderhttp://en.wikipedia.org/wiki/Attitude_(psychology)
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culture restricts what the manager can do by suggesting the correct way$)the way we
do things here*$ to conceptuali"e define analy"e and solve the problem. 3or
e1ample the president of oneywell Information Systems recogni"ed the
constraining role that culture was playing in his efforts to get his managers to be less
authoritarian. e noted that organi"ation4s culture would have to become more
democratic if it was going to succeed in the marketplace.
Senior management may try to determine a corporate culture. !hey may wish to
impose corporate values and standards of behavior that specifically reflect the
ob/ectives of the organi"ation. In addition there will also be an e1tant internal culture
within the workforce. %ork$groups within the organi"ation have their own behavioral
quirks and interactions which to an e1tent affect the whole system. !ask culture can
be imported. 3or e1ample computer technicians will have e1pertise language and
behaviors gained independently of the organi"ation but their presence can influence
the culture of the organi"ation as a whole.
!hough we currently have no definite method for measuring an organi"ation4s
culture preliminary research suggests that culture can be analy"ed by assessing how
an organi"ation rates on ten characteristics. !hey have been identified as follows5
3) In.!.-al Intat!"
!he degree to of responsibility freedom and independence that individuals have.
1) Inn'!at'n 9 R#: Ta:n0
!he degree to which employees are encouraged to be aggressive innovative and risk
seeking.
;) Dr"ct'n
!he degree to which the organi"ation creates clear ob/ectives and performance
e1pectations.
4) Int"0rat'n
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!he degree to which units within the organi"ation are encouraged to operate in a
coordinated manner.
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the organi"ation to the ratio of a comparison other. If they feel their treatment has been
inequitable they take steps to reduce the inequity. -1pectancy theory is based on the assumption
that people are motivated to work toward a goal if they want it and think they have a reasonable
chance of achieving it.
Archna T$a0 &1221, sys that motivation is the e1tent to which persistent effort is
directed toward a goal. Intrinsic motivation stems from the direct relation ship between the
worker and the task and is usually self$applied. -1trinsic motivation stems from the environment
surrounding the task and is applied by others.
Fr". L-than# &3??=, e1plains Motivation is probably more closely associated with
micro prospective of organi"ation behavior than in any other topic. A comprehensive
understanding of motivation includes the need$drive 8 incentive sequence or cycle. !he basic
process involves needs which set drives in motion to accomplish incentives. !he drives or
motives may be classified into primary general and secondary categories. !he primary motives
are unlearned and psychologically based. !he general motives are also learned but are not
psychologically based. Secondary motives are learned and are most relevant to the study of
organi"ation behavior.
@"ral. Gr""n"r0 R'"rt A) %ar'n &1221, Defines motivation is concerned with the set
of processes that arouse direct and maintain behavior toward a goal. It is not equitant to /ob performance but it is not of several determinants in /ob performance. !oday4s work ethic
motivates people to seek interesting and challenging /obs instead of simply money.
St"7h"n P) R'n# &1223, e1plains Motivation is a general inspirational process which
gets the members of the team to pull their weight effectively to give their loyalty to the group to
carryout properly the tasks that they accepted and generally to play an effective part in the /ob tat
group has undertaken. Motivation means a process of stimulating people to action to accomplish
desired goals.
Pa-l M"r#"$ &3??=, defines motivation as the driving force within the individual that
peoples him or her towards a behavior or action. Motivation is a psychological concept that
generates with in an individual. It is an inner feeling which energies a person to work more.
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Management tries to utili"e all the sources of production in a best possible manner. !his can be
achieved only when employees cooperate in this task. -fforts should be made to motivate
employees for contributing their ma1imum.
O%@ECTIVE OF THE STUDY
3) !o study the important factors which are needed to motivate the employees in an
organi"ation
1) !o study the effect of monetary and non$monetary benefits provided by the organi"ation
on the employee4s performance.
;) !o learn the employee4s satisfaction on the relationship e1ists in the organi"ation.
4) !o provide the practical suggestion for the improvement of organi"ation4s performance.
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RESEARCH METHODOLOGY
RESEARCH DESIGN*+
-1ploratory in nature. I have to study the responses of the employees on the
various /obs related factors and based on the reports I have to e1plore the factors that
motivate the employees.
SCOPE OF THE STUDY*+
!his study is going to help the org. in identifying the causes of satisfaction and
dis 8satisfaction among the employees which can be reinforce and rectified accordingly
to incure the motivation level of employees this will also help the org. in improving the
contents of the )complete package* it is offering to the employees in terms of promotion /ob content learning opportunity etc.
UNIVERSE* + Staff employees 0 %orkers
SAMPLE SIZE* + 9:; of the universe
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SOURCE OF DATA COLLECTION*+
a, PRIMARY SOURCES* + Direct interview questionnaire$structured 0 multiple
choice
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Cha7t"rBat'n Plan
Cha7t"r 3 $Introduction
Cha7t"r 1 $ ,eview of #iterature
Cha7t"r ; $ ,esearch Methodology
Cha7t"r 4 $ Data analysis and interpretation
Cha7t"r < $ 'onclusion and Suggestion
Cha7t"r 5 $ +ibliography and reference
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%I%LOGARPHY
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